Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable, theoretically. But both at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but two new strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, ...
Brian Smith, CIO of ModMeters, groaned inwardly as he listened t.docxjackiewalcutt
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable,
theoretically.
But
both
at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but
two
new strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, September 2005. Reproduce.
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docxendawalling
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docxaudeleypearl
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
NeuroscienceResourcesStahl, S. M. (2013). Stahl’s ess.docxgertrudebellgrove
Neuroscience
Resources
Stahl, S. M. (2013). Stahl’s essential psychopharmacology: Neuroscientific basis and practical applications (4th ed.). New York, NY: Cambridge University Press *Preface, pp. ix–x
Note: To access the following chapters, click on the Essential Psychopharmacology, 4th ed tab on the Stahl Online website and select the appropriate chapter. Be sure to read all sections on the left navigation bar for each chapter.
· Chapter 1, “Chemical Neurotransmission”
· Chapter 2, “Transporters, Receptors, and Enzymes as Targets of Psychopharmacologic Drug Action”
· Chapter 3, “Ion Channels as Targets of Psychopharmacologic Drug Action”
response to each of the following:
1. Explain the agonist-to-antagonist spectrum of action of psychopharmacologic agents.
2. Compare and contrast the actions of g couple proteins and ion gated channels.
3. Explain the role of epigenetics in pharmacologic action.
4. Explain how this information may impact the way you prescribe medications to clients. Include a specific example of a situation or case with a client in which the psychiatric mental health nurse practitioner must be aware of the medication’s action.
this assignment must be a critical analysis and synthesis representative of knowledge module and supported by at least 3 current, credible sources.
2 pages
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components i.
NeuroscienceResourcesStahl, S. M. (2013). Stahl’s ess.docxpoulterbarbara
Neuroscience
Resources
Stahl, S. M. (2013). Stahl’s essential psychopharmacology: Neuroscientific basis and practical applications (4th ed.). New York, NY: Cambridge University Press *Preface, pp. ix–x
Note: To access the following chapters, click on the Essential Psychopharmacology, 4th ed tab on the Stahl Online website and select the appropriate chapter. Be sure to read all sections on the left navigation bar for each chapter.
· Chapter 1, “Chemical Neurotransmission”
· Chapter 2, “Transporters, Receptors, and Enzymes as Targets of Psychopharmacologic Drug Action”
· Chapter 3, “Ion Channels as Targets of Psychopharmacologic Drug Action”
response to each of the following:
1. Explain the agonist-to-antagonist spectrum of action of psychopharmacologic agents.
2. Compare and contrast the actions of g couple proteins and ion gated channels.
3. Explain the role of epigenetics in pharmacologic action.
4. Explain how this information may impact the way you prescribe medications to clients. Include a specific example of a situation or case with a client in which the psychiatric mental health nurse practitioner must be aware of the medication’s action.
this assignment must be a critical analysis and synthesis representative of knowledge module and supported by at least 3 current, credible sources.
2 pages
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components i.
Submit a report that discusses the techniques used by malware deve.docxdavid4611
Submit a report that discusses the techniques used by malware developers to disguise their code and prevent it from being analyzed. Give suggestions on how these techniques should be classified and ranked in the disaster recovery documentation
First of all malware is a peace of code which can harm the computer.if the malware enter into the system it can be corrupted and locked the system.some Malware's are locked the system and if we want open the system we need to pay bitcoins then only it can open.but even though some malware's are corrupt the system if we pay bitcoins too.so best choice for avoid the malware attackers we don't need to access un Authorized or suspicious links which is a high chance enter malware one of the way access the links in the device.
To avoid the malware the malware developers follow some techniques which are good for stop the malware from other sources
1)develop the good antivirus software if we pre install the antivirus software in the device if any harmful file is enter into device it can can't give the permission to enter into the device.if already malware will present the antivirus software kill the malware
2)implement social Engineering techniques which are important malware developers
3)discard the mails or messages which have high chance to enter malware.what are the keywords used frequently for the malware that kind of messages can be filter and discard
4)malware can sent like mobile sms or email sms or link downloader from third party site and click will be present external site these are the main ways to enter the malware
5)malware developers can prevent the malware attacks from automatic scan will be take place while open any external website so they develop that kind of software's and classify the good and bad sms and avoid the bad messages which are reason for malware
techniques can be classified under wrapping (rank 1), obfuscation (rank 2) and packers (rank 3) techniques.
The techniques utilized by the malware developer to evade detection are IceFog, eXclusive OR, UPX, Armadillo etcetera.
These techniques can be classified and ranked as follows:
1. IceFog (rank 1) - It is classified as a wrapping technique in which a process attaches/links the malicious payload to the legitimate file. The malicious payload is usually installed before the installation of a legitimate file. By utilizing the static signatures to identify wrapper files is largely ineffective since new ones are regularly and easily developed and usually generates false positives. This method is normally utilized by OS X and Windows malware distributed through pirated software and P2P networks.
2. eXclusive OR (rank 2) - It is classified as an Obfuscation technique. This includes updating high-level or binary code in a way that doesn't affect its functionality, instead, it will completely update its binary signature. The obfuscation was generally reverse-engineering and piracy. Malware author has adopted the method to bypass/avoid a.
Brian Smith, CIO of ModMeters, groaned inwardly as he listened t.docxjackiewalcutt
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable,
theoretically.
But
both
at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but
two
new strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, September 2005. Reproduce.
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docxendawalling
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docxaudeleypearl
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
NeuroscienceResourcesStahl, S. M. (2013). Stahl’s ess.docxgertrudebellgrove
Neuroscience
Resources
Stahl, S. M. (2013). Stahl’s essential psychopharmacology: Neuroscientific basis and practical applications (4th ed.). New York, NY: Cambridge University Press *Preface, pp. ix–x
Note: To access the following chapters, click on the Essential Psychopharmacology, 4th ed tab on the Stahl Online website and select the appropriate chapter. Be sure to read all sections on the left navigation bar for each chapter.
· Chapter 1, “Chemical Neurotransmission”
· Chapter 2, “Transporters, Receptors, and Enzymes as Targets of Psychopharmacologic Drug Action”
· Chapter 3, “Ion Channels as Targets of Psychopharmacologic Drug Action”
response to each of the following:
1. Explain the agonist-to-antagonist spectrum of action of psychopharmacologic agents.
2. Compare and contrast the actions of g couple proteins and ion gated channels.
3. Explain the role of epigenetics in pharmacologic action.
4. Explain how this information may impact the way you prescribe medications to clients. Include a specific example of a situation or case with a client in which the psychiatric mental health nurse practitioner must be aware of the medication’s action.
this assignment must be a critical analysis and synthesis representative of knowledge module and supported by at least 3 current, credible sources.
2 pages
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components i.
NeuroscienceResourcesStahl, S. M. (2013). Stahl’s ess.docxpoulterbarbara
Neuroscience
Resources
Stahl, S. M. (2013). Stahl’s essential psychopharmacology: Neuroscientific basis and practical applications (4th ed.). New York, NY: Cambridge University Press *Preface, pp. ix–x
Note: To access the following chapters, click on the Essential Psychopharmacology, 4th ed tab on the Stahl Online website and select the appropriate chapter. Be sure to read all sections on the left navigation bar for each chapter.
· Chapter 1, “Chemical Neurotransmission”
· Chapter 2, “Transporters, Receptors, and Enzymes as Targets of Psychopharmacologic Drug Action”
· Chapter 3, “Ion Channels as Targets of Psychopharmacologic Drug Action”
response to each of the following:
1. Explain the agonist-to-antagonist spectrum of action of psychopharmacologic agents.
2. Compare and contrast the actions of g couple proteins and ion gated channels.
3. Explain the role of epigenetics in pharmacologic action.
4. Explain how this information may impact the way you prescribe medications to clients. Include a specific example of a situation or case with a client in which the psychiatric mental health nurse practitioner must be aware of the medication’s action.
this assignment must be a critical analysis and synthesis representative of knowledge module and supported by at least 3 current, credible sources.
2 pages
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components i.
Submit a report that discusses the techniques used by malware deve.docxdavid4611
Submit a report that discusses the techniques used by malware developers to disguise their code and prevent it from being analyzed. Give suggestions on how these techniques should be classified and ranked in the disaster recovery documentation
First of all malware is a peace of code which can harm the computer.if the malware enter into the system it can be corrupted and locked the system.some Malware's are locked the system and if we want open the system we need to pay bitcoins then only it can open.but even though some malware's are corrupt the system if we pay bitcoins too.so best choice for avoid the malware attackers we don't need to access un Authorized or suspicious links which is a high chance enter malware one of the way access the links in the device.
To avoid the malware the malware developers follow some techniques which are good for stop the malware from other sources
1)develop the good antivirus software if we pre install the antivirus software in the device if any harmful file is enter into device it can can't give the permission to enter into the device.if already malware will present the antivirus software kill the malware
2)implement social Engineering techniques which are important malware developers
3)discard the mails or messages which have high chance to enter malware.what are the keywords used frequently for the malware that kind of messages can be filter and discard
4)malware can sent like mobile sms or email sms or link downloader from third party site and click will be present external site these are the main ways to enter the malware
5)malware developers can prevent the malware attacks from automatic scan will be take place while open any external website so they develop that kind of software's and classify the good and bad sms and avoid the bad messages which are reason for malware
techniques can be classified under wrapping (rank 1), obfuscation (rank 2) and packers (rank 3) techniques.
The techniques utilized by the malware developer to evade detection are IceFog, eXclusive OR, UPX, Armadillo etcetera.
These techniques can be classified and ranked as follows:
1. IceFog (rank 1) - It is classified as a wrapping technique in which a process attaches/links the malicious payload to the legitimate file. The malicious payload is usually installed before the installation of a legitimate file. By utilizing the static signatures to identify wrapper files is largely ineffective since new ones are regularly and easily developed and usually generates false positives. This method is normally utilized by OS X and Windows malware distributed through pirated software and P2P networks.
2. eXclusive OR (rank 2) - It is classified as an Obfuscation technique. This includes updating high-level or binary code in a way that doesn't affect its functionality, instead, it will completely update its binary signature. The obfuscation was generally reverse-engineering and piracy. Malware author has adopted the method to bypass/avoid a.
Ad Week Europe, B2B Forum- The Future of B2B: The Rise of the Data-Driven, Cu...LinkedIn Europe
Russell Glass-Head of Marketing Products at LinkedIn presentation deck from the LinkedIn B2B Forum, March 24th 2015 at the Hamyard Hotel as part of Advertising Week Europe.
The objective of this module is to take a look into what big data can bring you in the future.
Upon completion of this module you will:
- See what are the predictions for the future of Big Data
- Take a look at some trends that are emerging
- Get an overview of possible opportunities your company can have with Big Data
- Face some of the start up challenges you might have with Big Data
Duration of the module: approximately 1 – 2 hours
Why should Middleton fund an IS project with intangible benefits.docxambersalomon88660
Why should Middleton fund an IS project with "intangible" benefits?
But what if it doesn't?
Middleton Mutual is a large insurance company head-quartered in Philadelphia. Its chief information officer, Dennis Devereaux, and vice president of information systems planning, Max Vargo, are about to request $1 million to develop an expert system for Linda Peterson's property and casualty (P & C) underwriting department. They've discussed the expert system with President Bill Hayes, CFO Hal Atkins, and other members of the capital expense committee and until now have felt confident it would be approved. But according to the messages in the company's electronic mailbox, the project seems less certain.
Welcome to Middleton E-mail
You have 1 new message.
To: Ddeveraux, CIO
From: Mvargo, VP, IS planning
Finished the paperwork for expert systems underwriting program. Expected benefits are soft - intangibles like more consistent underwriting and faster turnaround - but compelling. Absent any big changes, we can get it to Capital Expense Committee for next week's meeting. Are you checking with Bill Hayes? I'll check if you want.
Welcome to Middleton E-mail
You have 1 new message.
To: WHayes, president
From: Ddevereaux, CIO
Just wanted to confirm that we will be submitting our expert systems proposal to the CEC next week. We've pinned down the figures, and they're well within the $1 million we budgeted. We've selected a shell program from a first-rate vendor and lined up a top-notch knowledge engineering consultant who specializes in insurance applications. Two of our most experienced underwriters and eight programmers from my department will work closely with the consultant. We're excited about this program and are anxious to get started.
Welcome to Middleton E-mail
You have 1 new message.
To: Ddevereaux, CIO
From: WHayes, president
Sorry I haven't had a chance to get to you sooner. Given last quarter's results, we're not in a position to approve any projects that don't pay for themselves almost immediately. Be sure your justification form shows concrete and immediate financial benefits. Promises of "better service" won't cut it.
Welcome to Middleton E-mail
You have 1 new message.
To: WHayes, president
From: DDevereaux, CIO
Bill, this isn't like replacing 50 people, with a computer in the back office. How can you quantify staying in business? I thought we agreed this was the first step to get Middleton on a level IS playing field. You remember the progression: first, the expert system for multiperil, then we take it to commercial auto and workers' comp. Next we'll upgrade the mainframes and connect our databases and other systems with the expert systems. When we’re all connected, we'll be ready for our ultimate goal of letting agents analyze nsk and quote policies on the spot. If we delay, we’ll be left in the dust. I've seen it in other companies - you try to save a few dollars, and you wind up broke.
Welcome to Middleton E-mail
You have 1 new messag.
List the advantages of a single customer service center for RR Com.docxjesssueann
List the advantages of a single customer service center for RR Communications.
Devise an implementation strategy that would guarantee the support of the
divisional presidents for the shared customer service center.
Is it possible to achieve an enterprise vision with a decentralized IT function?
Vince Patton had been waiting years for this day. He pulled the papers together in front of him and scanned the small conference room. “You’re fired,” he said to the four divisional CIOs sitting at the table. They looked nervously at him, grinning weakly. Vince wasn’t known to make practical jokes, but this had been a pretty good meeting, at least relative to some they’d had over the past five years. “You’re kidding,” said Matt Dawes, one of the more outspoken members of the divisional CIO team. “Nope,” said Vince. “I’ve got the boss’s OK on this. We don’t need any of you anymore. I’m creating one enterprise IT organization, and there’s no room for any of you. HR people are waiting outside.” With that, he picked up his papers and headed to the door, leaving the four of them in shock.
“That felt good,” he admitted as he strode back to his office. A big man, not known to tolerate fools gladly (or corporate politics), he was not a cruel one. But those guys had been thorns in his side ever since he had taken the new executive VP of IT job at the faltering RR Communications five years ago. The company’s stock had been in the dumpster, and with the dramatically increased competition in the telecommunications industry as a result of deregulation, his friends and family had all thought he was nuts. But Ross Roman, RR’s eccentric but brilliant founder, had made him an offer he couldn’t refuse. “We need you to transform IT so that we can introduce new products more quickly,” he’d said. “You’ll have my full backing for whatever you want to do.”
Typically for an entrepreneur, Roman had sketched the vision swiftly, leaving someone else to actually implement it. “We’ve got to have a more flexible and responsive IT organization. Every time I want to do something, they tell me ‘the systems won’t allow it.’ I’m tired of having customers complaining about getting multiple bills for each of our products. It’s not acceptable that RR can’t create one simple little bill for each customer.” Roman punctuated his remarks by stabbing with his finger at a file full of letters to the president, which he insisted on reading personally each week. “You’ve got a reputation as a ‘can do’ kind of guy; I checked. Don’t bother me with details; just get the job done.”
Vince knew he was a good, proactive IT leader, but he hadn’t been prepared for the mess he inherited—or the politics. There was no central IT, just separate divisional units for the four key lines of business—Internet, mobile, landline, and cable TV service—each doing its own thing. Every business unit had bought its own hardware and software, so introducing the common systems that would be needed to accomplish.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
MINI CASEBuilding Shared Services at RR Communications4.docxroushhsiu
MINI CASE
Building Shared Services at RR
Communications4
Vince Patton had been waiting years for this day. He pulled the papers together in front of
him and scanned the small conference room. “You’re fired,” he said to the four divisional
CIOs sitting at the table. They looked nervously at him, grinning weakly. Vince wasn’t
known to make practical jokes, but this had been a pretty good meeting, at least relative to
some they’d had over the past five years. “You’re kidding,” said Matt Dawes, one of the
more outspoken members of the divisional CIO team. “Nope,” said Vince. “I’ve got the
boss’s OK on this. We don’t need any of you anymore. I’m creating one enterprise IT orga-
nization, and there’s no room for any of you. The HR people are waiting outside.” With
that, he picked up his papers and headed to the door, leaving the four of them in shock.
“That felt good,” he admitted as he strode back to his office. A big man, not
known to tolerate fools gladly (or corporate politics), he was not a cruel one. But those
guys had been thorns in his side ever since he had taken the new executive VP of IT job
at the faltering RR Communications five years ago. The company’s stock had been in
the dumpster, and with the dramatically increased competition in the telecommunica-
tions industry as a result of deregulation, his friends and family had all thought he was
nuts. But Ross Roman, RR’s eccentric but brilliant founder, had made him an offer he
couldn’t refuse. “We need you to transform IT so that we can introduce new products
more quickly,” he’d said. “You’ll have my full backing for whatever you want to do.”
Typically for an entrepreneur, Roman had sketched the vision swiftly, leaving some-
one else to actually implement it. “We’ve got to have a more flexible and responsive IT
PSHBOJ[BUJPO��&WFSZ�UJNF�*�XBOU�UP�EP�TPNFUIJOH
�UIFZ�UFMM�NF�AUIF�TZTUFNT�XPO�U�BMMPX�
it.’ I’m tired of having customers complaining about getting multiple bills for each of our
products. It’s not acceptable that RR can’t create one simple little bill for each customer.”
Roman punctuated his remarks by stabbing with his finger at a file full of letters to the
president, which he insisted on reading personally each week. “You’ve got a reputation
as a ‘can do’ kind of guy; I checked. Don’t bother me with details; just get the job done.”
Vince knew he was a good, proactive IT leader, but he hadn’t been prepared
for the mess he inherited—or the politics. There was no central IT, just separate divi-
sional units for the four key lines of business—Internet, mobile, landline, and cable TV
�TFSWJDF�FBDI�EPJOH�JUT�PXO�UIJOH��&WFSZ�CVTJOFTT�VOJU�IBE�CPVHIU�JUT�PXO�IBSEXBSF�
and software, so introducing the common systems that would be needed to accomplish
Roman’s vision would be hugely difficult—that is, assuming they wanted them, which
they didn’t. There were multiple sales systems, databases, and customer service centers,
all of which led to customer and bus.
Federal it-cost-commission-report accelerating-the mission-july 21.2016 Daniel X. O'Neil
This is the work of the FEDERAL COMMISSION ON IT COST, OPPORTUNITY, STRATEGY AND TRANSPARENCY (IT COST): http://tbmcouncil.org/get-involved/it-cost-commission.html
Press release: http://www.prnewswire.com/news-releases/new-report-uncovers-more-than-58-billion-in-potential-savings-from-us-government-technology-spending-300301925.html
In the first interview in this series, which kicks off PwC’s 2018 CEO Survey, chief executive Safra Catz explains the broad culture shift brought on by AI and cloud technologies.
Tech Update Summary from Blue Mountain Data Systems June 2015BMDS3416
For CTOs, CIOs & CISOs Every business day, we publish a Daily Tech Update for Federal & State CTOs ,CIOs & CISOs on the Blue Mountain Data Systems Blog. We hope you will visit our blog for the latest information >> https://bluemt.com/blog/
The objective of this module is to provide an overview of what the future impacts of big data are likely to be.
Upon completion of this module you will:
Gain valuable insight into the predictions for the future of Big Data
Be better placed to recognise some of the trends that are emerging
Acquire an overview of the possible opportunities your business can have with Big Data
Understand some of the start up challenges you might have with Big Data
IT that matters in the new machine age prioritizes cybersecurity, innovation, time-to-market and customers over cost-cutting, according to our latest study. Here’s what the future looks like for IT infrastructure, including our HEROES framework to guide you along the way.
The Value of Signal (and the Cost of Noise): The New Economics of Meaning-MakingCognizant
It’s a new era in business, in which growth will be driven by finding meaning and insights in data. Recent research demonstrates what separates winners from losers and how to rise to the top as a "meaning maker."
BIG DATA is having an enormous impact on the profile of workforces around the world. If you've ever seen the technology and experienced the impact it has on the pace of innovation in a business then the predictations made by McKinsey Global Institute will come as no surprise ( and just in case you've been on holiday for around two years, McKinsey is suggesting that by 2018 the US will face a shortfall of close to 200,000 analysts and 1.5 million managers with the right skills. In this presentation I outline the impact of BIG DATA on workforce design. I hope you find it informative and fun to read. Ian.
As demand for digital talent reaches a crescendo, CIOs are increasingly embracing an Uber-like approach to filling key technical roles throughout their organizations.
Create the engagement your customer wants and the outcomes your business needs. We had this published behind an email wall, but now making it public for everyone.
InstructionsUNIXLinux Versus Mac Versus WindowsWrite a 4.docxaltheaboyer
Instructions:
UNIX/Linux Versus Mac Versus Windows
Write a 4 page paper that compares and contrasts the basic system differences between UNIX®/Linux®, Mac®, and Microsoft® Windows® operating systems. Include discussion and comparison of the following
•Memory management
•Process management
Create:
an outline of the UNIX/Linux Versus Mac Versus Windows Paper
Format your paper consistent with APA guidelines
It needs to both be quoted and cited
.
InstructionsUsing theWeek 5 research template identify.docxaltheaboyer
Instructions
Using the
Week 5 research template
identify the research components, listed on the template. Select a nursing research article from the list below and address each of the following criteria:
If a component is not present in the article, its absence should be discussed.
Identify the research problem.
Identify the research purpose.
Summarize the review of literature.
Identify the nursing framework or theoretical perspective.
Identify the research questions and hypotheses.
Identify the variables.
Identify and discuss the appropriateness of the design.
Describe the procedures for data collection
Discusses the validity and reliability of the instruments, tools, or surveys.
Describe the final sample.
Summarize the results including statistical analysis used or other method of analysis.
Discuss the significance of the study. Did it resolve the question?
Discuss the legal and ethical issues of the study. Include the use of human subjects and their protection.
Describe any cultural aspects of the study.
Describe how the results of the research may affect future nursing practice.
Apply the research to your nursing practice.
NOTE: If a component is not addressed, the student receives a zero for that component.
Sousa, J.P., & Santos, M. (2019).
Symptom management and hospital readmission in heart failure patients. A qualitative study from Portugal.
Critical Care Nurse Quarterly
42(1), 81-88.
NOTE:
Once accessing the article above, you will need to click on the
Full Text
link in the left navigation bar.
Nurses' Preparedness and Perceived Competence in Managing Disasters
The Lived Experiences of People with Chronic Obstructive Pulmonary Disease: A Phenomenological Study
NOTE:
Once accessing the article above, you will need to click on the
Full Text
link in the left navigation bar.
Zaken, Z.B, Maoz, E., Raizman, E. (2018).
Needs of relatives of surgical patients: Perceptions of relatives and medical staff
.
MEDSURG Nursing
27(2), 110-116.
Cite all sources in APA format.
Submission Details:
Cite any resources in APA style and include a copy of the article with the submission.
By
the due date assigned, submit your template to the
Submissions Area.
.
More Related Content
Similar to Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docx
Ad Week Europe, B2B Forum- The Future of B2B: The Rise of the Data-Driven, Cu...LinkedIn Europe
Russell Glass-Head of Marketing Products at LinkedIn presentation deck from the LinkedIn B2B Forum, March 24th 2015 at the Hamyard Hotel as part of Advertising Week Europe.
The objective of this module is to take a look into what big data can bring you in the future.
Upon completion of this module you will:
- See what are the predictions for the future of Big Data
- Take a look at some trends that are emerging
- Get an overview of possible opportunities your company can have with Big Data
- Face some of the start up challenges you might have with Big Data
Duration of the module: approximately 1 – 2 hours
Why should Middleton fund an IS project with intangible benefits.docxambersalomon88660
Why should Middleton fund an IS project with "intangible" benefits?
But what if it doesn't?
Middleton Mutual is a large insurance company head-quartered in Philadelphia. Its chief information officer, Dennis Devereaux, and vice president of information systems planning, Max Vargo, are about to request $1 million to develop an expert system for Linda Peterson's property and casualty (P & C) underwriting department. They've discussed the expert system with President Bill Hayes, CFO Hal Atkins, and other members of the capital expense committee and until now have felt confident it would be approved. But according to the messages in the company's electronic mailbox, the project seems less certain.
Welcome to Middleton E-mail
You have 1 new message.
To: Ddeveraux, CIO
From: Mvargo, VP, IS planning
Finished the paperwork for expert systems underwriting program. Expected benefits are soft - intangibles like more consistent underwriting and faster turnaround - but compelling. Absent any big changes, we can get it to Capital Expense Committee for next week's meeting. Are you checking with Bill Hayes? I'll check if you want.
Welcome to Middleton E-mail
You have 1 new message.
To: WHayes, president
From: Ddevereaux, CIO
Just wanted to confirm that we will be submitting our expert systems proposal to the CEC next week. We've pinned down the figures, and they're well within the $1 million we budgeted. We've selected a shell program from a first-rate vendor and lined up a top-notch knowledge engineering consultant who specializes in insurance applications. Two of our most experienced underwriters and eight programmers from my department will work closely with the consultant. We're excited about this program and are anxious to get started.
Welcome to Middleton E-mail
You have 1 new message.
To: Ddevereaux, CIO
From: WHayes, president
Sorry I haven't had a chance to get to you sooner. Given last quarter's results, we're not in a position to approve any projects that don't pay for themselves almost immediately. Be sure your justification form shows concrete and immediate financial benefits. Promises of "better service" won't cut it.
Welcome to Middleton E-mail
You have 1 new message.
To: WHayes, president
From: DDevereaux, CIO
Bill, this isn't like replacing 50 people, with a computer in the back office. How can you quantify staying in business? I thought we agreed this was the first step to get Middleton on a level IS playing field. You remember the progression: first, the expert system for multiperil, then we take it to commercial auto and workers' comp. Next we'll upgrade the mainframes and connect our databases and other systems with the expert systems. When we’re all connected, we'll be ready for our ultimate goal of letting agents analyze nsk and quote policies on the spot. If we delay, we’ll be left in the dust. I've seen it in other companies - you try to save a few dollars, and you wind up broke.
Welcome to Middleton E-mail
You have 1 new messag.
List the advantages of a single customer service center for RR Com.docxjesssueann
List the advantages of a single customer service center for RR Communications.
Devise an implementation strategy that would guarantee the support of the
divisional presidents for the shared customer service center.
Is it possible to achieve an enterprise vision with a decentralized IT function?
Vince Patton had been waiting years for this day. He pulled the papers together in front of him and scanned the small conference room. “You’re fired,” he said to the four divisional CIOs sitting at the table. They looked nervously at him, grinning weakly. Vince wasn’t known to make practical jokes, but this had been a pretty good meeting, at least relative to some they’d had over the past five years. “You’re kidding,” said Matt Dawes, one of the more outspoken members of the divisional CIO team. “Nope,” said Vince. “I’ve got the boss’s OK on this. We don’t need any of you anymore. I’m creating one enterprise IT organization, and there’s no room for any of you. HR people are waiting outside.” With that, he picked up his papers and headed to the door, leaving the four of them in shock.
“That felt good,” he admitted as he strode back to his office. A big man, not known to tolerate fools gladly (or corporate politics), he was not a cruel one. But those guys had been thorns in his side ever since he had taken the new executive VP of IT job at the faltering RR Communications five years ago. The company’s stock had been in the dumpster, and with the dramatically increased competition in the telecommunications industry as a result of deregulation, his friends and family had all thought he was nuts. But Ross Roman, RR’s eccentric but brilliant founder, had made him an offer he couldn’t refuse. “We need you to transform IT so that we can introduce new products more quickly,” he’d said. “You’ll have my full backing for whatever you want to do.”
Typically for an entrepreneur, Roman had sketched the vision swiftly, leaving someone else to actually implement it. “We’ve got to have a more flexible and responsive IT organization. Every time I want to do something, they tell me ‘the systems won’t allow it.’ I’m tired of having customers complaining about getting multiple bills for each of our products. It’s not acceptable that RR can’t create one simple little bill for each customer.” Roman punctuated his remarks by stabbing with his finger at a file full of letters to the president, which he insisted on reading personally each week. “You’ve got a reputation as a ‘can do’ kind of guy; I checked. Don’t bother me with details; just get the job done.”
Vince knew he was a good, proactive IT leader, but he hadn’t been prepared for the mess he inherited—or the politics. There was no central IT, just separate divisional units for the four key lines of business—Internet, mobile, landline, and cable TV service—each doing its own thing. Every business unit had bought its own hardware and software, so introducing the common systems that would be needed to accomplish.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
MINI CASEBuilding Shared Services at RR Communications4.docxroushhsiu
MINI CASE
Building Shared Services at RR
Communications4
Vince Patton had been waiting years for this day. He pulled the papers together in front of
him and scanned the small conference room. “You’re fired,” he said to the four divisional
CIOs sitting at the table. They looked nervously at him, grinning weakly. Vince wasn’t
known to make practical jokes, but this had been a pretty good meeting, at least relative to
some they’d had over the past five years. “You’re kidding,” said Matt Dawes, one of the
more outspoken members of the divisional CIO team. “Nope,” said Vince. “I’ve got the
boss’s OK on this. We don’t need any of you anymore. I’m creating one enterprise IT orga-
nization, and there’s no room for any of you. The HR people are waiting outside.” With
that, he picked up his papers and headed to the door, leaving the four of them in shock.
“That felt good,” he admitted as he strode back to his office. A big man, not
known to tolerate fools gladly (or corporate politics), he was not a cruel one. But those
guys had been thorns in his side ever since he had taken the new executive VP of IT job
at the faltering RR Communications five years ago. The company’s stock had been in
the dumpster, and with the dramatically increased competition in the telecommunica-
tions industry as a result of deregulation, his friends and family had all thought he was
nuts. But Ross Roman, RR’s eccentric but brilliant founder, had made him an offer he
couldn’t refuse. “We need you to transform IT so that we can introduce new products
more quickly,” he’d said. “You’ll have my full backing for whatever you want to do.”
Typically for an entrepreneur, Roman had sketched the vision swiftly, leaving some-
one else to actually implement it. “We’ve got to have a more flexible and responsive IT
PSHBOJ[BUJPO��&WFSZ�UJNF�*�XBOU�UP�EP�TPNFUIJOH
�UIFZ�UFMM�NF�AUIF�TZTUFNT�XPO�U�BMMPX�
it.’ I’m tired of having customers complaining about getting multiple bills for each of our
products. It’s not acceptable that RR can’t create one simple little bill for each customer.”
Roman punctuated his remarks by stabbing with his finger at a file full of letters to the
president, which he insisted on reading personally each week. “You’ve got a reputation
as a ‘can do’ kind of guy; I checked. Don’t bother me with details; just get the job done.”
Vince knew he was a good, proactive IT leader, but he hadn’t been prepared
for the mess he inherited—or the politics. There was no central IT, just separate divi-
sional units for the four key lines of business—Internet, mobile, landline, and cable TV
�TFSWJDF�FBDI�EPJOH�JUT�PXO�UIJOH��&WFSZ�CVTJOFTT�VOJU�IBE�CPVHIU�JUT�PXO�IBSEXBSF�
and software, so introducing the common systems that would be needed to accomplish
Roman’s vision would be hugely difficult—that is, assuming they wanted them, which
they didn’t. There were multiple sales systems, databases, and customer service centers,
all of which led to customer and bus.
Federal it-cost-commission-report accelerating-the mission-july 21.2016 Daniel X. O'Neil
This is the work of the FEDERAL COMMISSION ON IT COST, OPPORTUNITY, STRATEGY AND TRANSPARENCY (IT COST): http://tbmcouncil.org/get-involved/it-cost-commission.html
Press release: http://www.prnewswire.com/news-releases/new-report-uncovers-more-than-58-billion-in-potential-savings-from-us-government-technology-spending-300301925.html
In the first interview in this series, which kicks off PwC’s 2018 CEO Survey, chief executive Safra Catz explains the broad culture shift brought on by AI and cloud technologies.
Tech Update Summary from Blue Mountain Data Systems June 2015BMDS3416
For CTOs, CIOs & CISOs Every business day, we publish a Daily Tech Update for Federal & State CTOs ,CIOs & CISOs on the Blue Mountain Data Systems Blog. We hope you will visit our blog for the latest information >> https://bluemt.com/blog/
The objective of this module is to provide an overview of what the future impacts of big data are likely to be.
Upon completion of this module you will:
Gain valuable insight into the predictions for the future of Big Data
Be better placed to recognise some of the trends that are emerging
Acquire an overview of the possible opportunities your business can have with Big Data
Understand some of the start up challenges you might have with Big Data
IT that matters in the new machine age prioritizes cybersecurity, innovation, time-to-market and customers over cost-cutting, according to our latest study. Here’s what the future looks like for IT infrastructure, including our HEROES framework to guide you along the way.
The Value of Signal (and the Cost of Noise): The New Economics of Meaning-MakingCognizant
It’s a new era in business, in which growth will be driven by finding meaning and insights in data. Recent research demonstrates what separates winners from losers and how to rise to the top as a "meaning maker."
BIG DATA is having an enormous impact on the profile of workforces around the world. If you've ever seen the technology and experienced the impact it has on the pace of innovation in a business then the predictations made by McKinsey Global Institute will come as no surprise ( and just in case you've been on holiday for around two years, McKinsey is suggesting that by 2018 the US will face a shortfall of close to 200,000 analysts and 1.5 million managers with the right skills. In this presentation I outline the impact of BIG DATA on workforce design. I hope you find it informative and fun to read. Ian.
As demand for digital talent reaches a crescendo, CIOs are increasingly embracing an Uber-like approach to filling key technical roles throughout their organizations.
Create the engagement your customer wants and the outcomes your business needs. We had this published behind an email wall, but now making it public for everyone.
Similar to Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docx (20)
InstructionsUNIXLinux Versus Mac Versus WindowsWrite a 4.docxaltheaboyer
Instructions:
UNIX/Linux Versus Mac Versus Windows
Write a 4 page paper that compares and contrasts the basic system differences between UNIX®/Linux®, Mac®, and Microsoft® Windows® operating systems. Include discussion and comparison of the following
•Memory management
•Process management
Create:
an outline of the UNIX/Linux Versus Mac Versus Windows Paper
Format your paper consistent with APA guidelines
It needs to both be quoted and cited
.
InstructionsUsing theWeek 5 research template identify.docxaltheaboyer
Instructions
Using the
Week 5 research template
identify the research components, listed on the template. Select a nursing research article from the list below and address each of the following criteria:
If a component is not present in the article, its absence should be discussed.
Identify the research problem.
Identify the research purpose.
Summarize the review of literature.
Identify the nursing framework or theoretical perspective.
Identify the research questions and hypotheses.
Identify the variables.
Identify and discuss the appropriateness of the design.
Describe the procedures for data collection
Discusses the validity and reliability of the instruments, tools, or surveys.
Describe the final sample.
Summarize the results including statistical analysis used or other method of analysis.
Discuss the significance of the study. Did it resolve the question?
Discuss the legal and ethical issues of the study. Include the use of human subjects and their protection.
Describe any cultural aspects of the study.
Describe how the results of the research may affect future nursing practice.
Apply the research to your nursing practice.
NOTE: If a component is not addressed, the student receives a zero for that component.
Sousa, J.P., & Santos, M. (2019).
Symptom management and hospital readmission in heart failure patients. A qualitative study from Portugal.
Critical Care Nurse Quarterly
42(1), 81-88.
NOTE:
Once accessing the article above, you will need to click on the
Full Text
link in the left navigation bar.
Nurses' Preparedness and Perceived Competence in Managing Disasters
The Lived Experiences of People with Chronic Obstructive Pulmonary Disease: A Phenomenological Study
NOTE:
Once accessing the article above, you will need to click on the
Full Text
link in the left navigation bar.
Zaken, Z.B, Maoz, E., Raizman, E. (2018).
Needs of relatives of surgical patients: Perceptions of relatives and medical staff
.
MEDSURG Nursing
27(2), 110-116.
Cite all sources in APA format.
Submission Details:
Cite any resources in APA style and include a copy of the article with the submission.
By
the due date assigned, submit your template to the
Submissions Area.
.
InstructionsWritten Assignment 1The purpose of this assignment i.docxaltheaboyer
Instructions
Written Assignment 1
The purpose of this assignment is to explore an assigned topic from the first three weeks of the term in greater depth and to help students analyze content logically through the use of journal articles.
Instructions:
Select an article from academic journals, industry or business magazines, or association Web sites that is not older than two years to the present date. It should be on one of the following topics,
The HRM Environment
Trends and Influences in HRM
Challenges in HRM
HRM as a Strategic Partner
Current Labor Trends
Provide the complete APA reference, using in-text citations correctly.
Address the following questions:
The main purpose of this article is __________
The key question that the author (s) is addressing is __________
The most important information in this article is __________
The main point(s) of view presented in this article is (are) _____________
The key concept(s) we need to understand in this article is (are) ________
The main conclusions in the article are __________
Note:
Requirements for all Writing Assignments include
,
Cover Page with Name, Date, and Title of Assignment
Use headings to separate the sections of the paper
In this particular assignment, use the questions above as headings
The paper is expected to be between 3-4 pages
Page numbers
Double-spacing
Times New Roman, size 12
In-text citations to sources in APA style
Reference page using APA style
Select two additional sources to support your discussion and review of the main article; clearly identify the main article
RUBRIC FOR WRITING ASSIGNMENT 1
Criteria 1
5
4
3
1-2
0
Addresses current themes, issues, challenges in organizations that relate to the HRM environment, trends, influences, challenges, current labor trends or addresses HRM as a strategic partner
Effectively addresses the main topic, most important information, as well as the main conclusion of the article. Makes strong, logical connections.
Addresses the main topic, key questions, most important information and key concepts, as well as the main conclusion of the article; however, makes some indistinct or incomplete connections regarding relevance and workplace connections
Identifies some of the key issues or potential problems; elements of the article are missing or inappropriately identified.
The topic is loosely connected; linkages not made; fails to identify relevance.
Criteria 2
5
4
3
1-2
0
Addresses the challenges of determining solutions in HRM and the specific impact of the topic on leadership, management, problem-solving, and decision-making
Effectively addresses the key questions and the key concepts and incorporates them into the article review discussion. Associated with impact on management, problem-solving, and decision-making. Makes strong, logical connections.
Addresses the key questions and the key concepts and incorporates into topic; however, incompletely. Somewhat associated with impact on HRM. Makes some logical connections
Identi.
InstructionsRead the assigned article by Linstrom (2004), an.docxaltheaboyer
Instructions
Read the assigned article by Linstrom (2004), and create an article critique.
After reading the article and briefly summarizing the purpose for the writing, answer the following questions:
What is the author’s main point?
Who is the author’s intended audience?
Do the author’s arguments support the main point?
What evidence supports the main point?
What is your opinion of the article? Do you agree with the author’s findings?
What evidence, either from the textbook or additional sources, supports your opinion?
Your response must be at least 725 words in length. All sources used, including the article, must be referenced. Paraphrased and/or quoted materials must have accompanying in-text citations and references in APA style.
.
InstructionsPlease complete the required federal corporation .docxaltheaboyer
Instructions:
Please complete the
required
federal corporation income tax return forms for Express Catering, Inc. for the 2012 tax year based upon the facts presented below. Also, if required information is missing, use reasonable assumptions to fill in the gaps. Ignore any Alternative Minimum Tax (AMT) calculations and do not prepare any AMT related forms.
Express Catering, Inc. (EC) is organized in New York as a corporation and is taxed as a “C” corporation with a calendar year-end. EC operates a delicatessen/bakery in New York City, NY that specializes in mobile food catering for events and gatherings within the tri-state area. EC’s address, employer identification number (EIN), and date of incorporation are as follows:
Express Catering, Inc.
257 West 55
th
Avenue
New York City, NY 10027
EIN- 13-9823459
Date Incorporated- March 17, 2007
EC has been at the same address and has not changed its same since inception.
EC has only common shares issued (no preferred stock). There are currently 10,000 shares of EC common stock issued and outstanding.
EC is owned by four shareholders from the same family: Raphael Giordano (father) and his three children Silvia, Andrea, and Marco. Their personal information is provided below:
Raphael Giordano
160 West 57
th
Avenue
New York City, NY 10027
SSN-356-87-4322
Shares owned 5,500
Silvia Giordano Costa
250 South Main
Hoboken, New Jersey 07030
SSN-284-58-4583
Shares owned 1,500
Andrea Giordano
65 East 55
th
Avenue
New York City, NY 10027
SSN-423-84-2343
Shares owned 1,500
Marco Giordano
160 West 57
th
Avenue
New York City, NY 10027
SSN-487-27-4797
Shares owned 1,500
EC uses the accrual method of accounting and follows GAAP. EC is not a subsidiary nor is it in an affiliated group with any other entity. EC is not audited by a CPA firm and has never had a restatement of its income statement.
In addition, EC reported the following information for the current year:
·
EC did not pay dividends in excess of its current and accumulated earnings and profits.
·
None of the stock of EC is owned by non U.S. persons
·
EC has never issued publicly offered debt instruments.
·
EC is not required to file a Form UTP
·
EC made several payments in the current year that required the filing of federal Form(s) 1099. These Forms 1099 were filed timely by EC.
·
During the year, none of the shareholders of EC changed.
·
EC has never disposed of more than 65% (by value) of its assets in a taxable, non-taxable, or tax-deferred transaction.
·
EC did not receive any assets in Section 351 transfers during the year.
·
All of the questions on Schedule B, Form 1120 are no for the year.
Addit.
InstructionsHW Assignments will be uploaded to Kean Blackboard a.docxaltheaboyer
Instructions:
HW Assignments will be uploaded to Kean Blackboard and must be accessed from there. You must work in groups where assigned (or independently if not assigned to groups) on homework assignments. Points are noted against each question. You are required to submit Home Work assignments electronically on Kean Blackboard using MS-Office or other text editor. You are required to complete your assignments as per the due date indicated by the Professor.
Total Points in Assignment: 100
(Points scored will be scaled down to a maximum of 10 towards the final grade)
Chapter 1:
1. Utilizing Financial Markets (5 points)
As a financial manager of a large firm, you plan to borrow $70 million over the next year.
c. What are the more likely alternatives for you to borrow $70 million?
b. Assuming that you decide to issue debt securities, describe the types of financial institutions that may purchase these securities.
c. How do individuals indirectly provide the financing for your firm when they maintain deposits at depository institutions, invest in mutual funds, purchase insurance policies, or invest in pensions?
2. Flow of Funds (5 points)
Carson Company is a large manufacturing firm in California that was created 20 years ago by the Carson family. It was initially financed with an equity investment by the Carson family and ten other individuals. Over time, Carson Company has obtained substantial loans from finance companies and commercial banks. The interest rate on the loans is tied to market interest rates, and is adjusted every six months. Thus, Carson’s cost of obtaining funds is sensitive to interest rate movements. It has a credit line with a bank in case it suddenly needs to obtain funds for a temporary period. It has purchased Treasury securities that it could sell if it experiences any liquidity problems.
Carson Company has assets valued at about $50 million and generates sales of about $100 million per year. Some of its growth is attributed to its acquisitions of other firms. Because of its expectations of a strong U.S. economy, Carson plans to grow in the future by expanding its business and through acquisitions. It expects that it will need substantial long-term financing, and plans to borrow additional funds either through loans or by issuing bonds. It is also considering the issuance of stock to raise funds in the next year. Carson closely monitors conditions in financial markets that could affect its cash inflows and cash outflows and thereby affect its value.
a. In what way is Carson a surplus unit?
b. In what way is Carson a deficit unit?
c. How might Carson use the primary market to facilitate its expansion?
d. How might it use the secondary market?
3. Regulation of Financial Institutions (5 points)
Financial institutions are subject to regulations to ensure that they do not take excessive risk and they can safely facilitate the flow of fun.
InstructionsDue within 6-7 hoursSelect a past act of terrorism.docxaltheaboyer
Instructions:
Due within 6-7 hours
Select a past act of terrorism
from the following list:
1.
◦Boston Marathon Bombing of 2013
2.
◦September 11, 2001 attacks (World Trade Center)
3.
◦September 11, 2001 attacks (Pentagon)
4.
◦World Trade Center Bombing of 1993
5.
◦2009 shooting at Ft. Hood
6.
◦Oklahoma City Bombing of 1995
In a
2-3 page paper (excluding title and reference pages),
explain how the government (local, state, and federal) responded to the terrorist attack.
Include the following
·
◦Explain how the government agencies (local, state, and federal) communicated with each other and the public?
·
◦Explain how the wounded were cared for (trauma centers, hospitalizations, search and rescue, etc.)?
·
◦Explain the challenges first responders faced (health and safety issues/concerns, supplies, etc.).
·
◦Identify at least two actions government agencies did well and at least two actions government agencies could have done better. Evaluate how they can improve or have improved for future emergency responses. Support your evaluation with specific examples.
Must include at least
3 scholarly references in APA.
.
INSTRUCTIONSA detailed and thoughtful response Minimum of 500 wor.docxaltheaboyer
INSTRUCTIONS:
A detailed and thoughtful response Minimum of 500 words.
Minimum of TWO citation sources in APA formatting.
(NO WIKIPEDIA) , only peer review sources, such as journals, or books.
TOPIC:
Bus News Corp. is the leading stock market and business news service. Over the past two years, BusNews has experienced increased competition from other news providers. These competitors have brought in Internet and other emerging computer technologies to link customers with information more quickly. There is little knowledge within BusNews about how to use these computer technologies. Based on the knowledge acquisition processes for knowledge management, explain how BusNews might gain the intellectual capital necessary to become more competitive in this respect.
.
InstructionsDevelop a six-to-eight-page document in Word format d.docxaltheaboyer
Instructions:
Develop a six-to-eight-page document in Word format detailing how you would approach and organize a program to address needs for development of the company as well as individual employees. Be sure to clearly explain how you would create the plan, but do not create the plan itself. Use the following file naming convention: LastnameFirstInitial_M5_A2.doc.
Address the following in the plan:
a.
Identify the information needed to develop a template that will be used to complete the individual employee’s learning plan.
b.
Identify the information needed in order to develop the company’s needs assessment.
c.
Explain how you would coordinate both the individual employee’s plan and the company’s needs assessment into a comprehensive development plan. Be sure to identify overlaps or gaps.
d.
Explain how you would use this information to create a roadmap for development of a career development program for the company.
e.
Identify other factors that should be considered in this program’s development.
f.
Explain how the proposed plan would help managers effectively guide their staff in developing individual career development plans that are integrated with and support the company’s mission and values.
.
InstructionsCheck with TURN IT IN Create a portable forensi.docxaltheaboyer
Instructions:
Check with TURN IT IN
Create a portable forensic evidence kit for corporate security investigations.
Submission Instructions:
Be sure to include all items that you will need to investigate a computer incident. Create a portable forensic evidence kit for corporate security investigations. Be sure to include all items that you will need to investigate a computer incident. You can use "pre-packaged" kits if they are available on the internet - if you choose to do so, please explain why you chose the kit.
.
InstructionsContent ReviewDirectionsRespond to each item. Eac.docxaltheaboyer
Instructions
Content Review
Directions:
Respond to each item. Each response should be concise and between 2
–
3 paragraphs in length.
Use MS Word to write your responses, and submit your answers to all three questions in one Word document.
Copy and paste each question within the document, so that your Instructor can see which question you are responding to.
Friedrich Froebel not only coined the term
kindergarten
but also recognized the integral role of play and active learning in children's development and education. He believed in providing children with specific objects and materials called "gifts" and "occupations." Compare and contrast "gifts" and "occupations" and, based on Froebel's viewpoint, summarize the teacher's role while children play and interact with each of these.
Consider what you have learned about John Dewey and his philosophy of education and then respond to the following: What is progressive education? What are its goals? What is the role of the teacher in a progressive education setting?
Summarize Maria Montessori's philosophy of education including her beliefs about educational environments, materials, and the role of the teacher.
Submit this assignment
by
Day 7
of this week.
.
instructions1. Create an APA-style Title Page for this assignm.docxaltheaboyer
instructions
1. Create an APA-style Title Page for this assignment (2 points)
2. Put each of the following seven Article References in accurate APA format (see below).
3. Create an APA-style References page by alphabetizing the seven Article References. (4 points for each reference). Note: Always leave authors within each reference in the order they appear (do not alphabetize the authors in the reference); it is an honor to be primary authors. Always list last name of author(s), followed by initials.
4. Use the Alphabetized APA-style REFERENCE PAGE to fill in the In-Text citations on the next page.(5 points for each in-text citation)
Article References
Author(s): Abela-Dimech, F., & Vuksic, O.
Journal: Archives of Psychiatric Nursing
Title of article: Improving the Practice of Handover for Psychiatric Inpatient Nursing Staff
Pages: 729-736
Year published: 2018
Volume: 32
Issue: 5
DOI:https://doi-org.chamberlainuniversity.doi:10.1016/j.apnu.2018.04.004
Author(s): Tobiano, G., Whitty, J. A., Bucknall, T., & Chaboyer, W.
Journal: Worldviews on Evidence-Based Nursing
Title of article). Nurses’ perceived barriers to bedside handover and their implication for clinical practice
Pages: 343-349
Year published: 2017
Volume: 14
Issue: 5
DOI: https://doi-org.chamberlainuniversity.idm.oclc.org/10.1111/wvn.12241
Author(s): Bressan, V., Cadorin, L., Pellegrinet, D., Bulfone, G., Stevanin, S., & Palese, A.
Journal: Journal of Nursing Management
Title of article: Bedside shift handover implementation quantitative evidence: Findings from a scoping review.
Pages: 815-832
Year published: 2019
Volume: 27
Issue: 4
DOI:https://doi-org.chamberlainuniversity.doi:10.1111/jonm.12746
Author(s): Walsh, J., Messmer, P. R., Hetzler, K., O’Brien, D. J., & Winningham, B. A.
Journal: Journal of Continuing Education in Nursing,
Title of article: Standardizing the Bedside Report to Promote Nurse Accountability and Work effectiveness
Pages: 460-466
Year: 2018
Volume: 49
Issue: 10
DOI: https://doi-org.chamberlainuniversity.idm.oclc.org/10.3928/00220124-20180918-06
Author(s): Christine Wollenhaup, Eleanor Stevenson, Julie Thompson, Helen Gordon, & Gloria Nunn
Journal: Journal of Nursing Administration
Title: Implementation of a modified bedside handoff for a postpartum unit
Pages:320-326
Year:2017
Volume:47
Issue:6
Doi: https://doi-org.chamberlainuniversity.doi:10.1097/NNA.0000000000000487
Author(s): Schirm, V., Banz, G., Swartz, C., & Richmond, M.
Journal: Applied Nursing Research
Title: Evaluation of bedside shift report: A research and evidence-based practice initiative.
Pages: 20-25.
Year: 2018
Volume: 40
Doi: https://doi-org.chamberlainuniversity.doi: 2017.12.004
Author: Forde, M. F., Coffey, A., & Hegarty, J.
Journal: Journal of Nursing Management
Title: The factors to be considered when evaluating bedside handover
Pages: 757-768
Year:2018
Volume:26
Issue: 7
DOI: ht.
Instructions1. Prepare a bank reconciliation.2. Journalize the n.docxaltheaboyer
Instructions
1. Prepare a bank reconciliation.
2. Journalize the necessary entries. The accounts have not been closed.
The cash account for Interactive Systems at February 28, 2010, indicated a balance of
$7,635. The bank statement indicated a balance of $13,333 on February 28, 2010.
Comparing the bank statement and the accompanying canceled checks and memos
with the records reveals the following reconciling items:
a. Checks outstanding totaled $4,118.
b. A deposit of $4,500, representing receipts of February 28, had been made too late to
appear on the bank statement.
c. The bank had collected $5,200 on a note left for collection. The face of the note was
$5,000.
d. A check for $290 returned with the statement had been incorrectly recorded by
Interactive Systems as $920. The check was for the payment of an obligation to Busser
Co. for the purchase of office supplies on account.
e. A check drawn for $415 had been incorrectly charged by the bank as $145.
f. Bank service charges for February amounted to $20.
.
Instructions1. Create an APA-style Title Page for this a.docxaltheaboyer
Instructions
1. Create an
APA-style Title Page
for this assignment (2 points)
2. Put each of the following seven Article References in accurate APA format (see below).
3. Create an APA-style References page by
alphabetizing
the seven Article References.
(4 points for each reference)
. Note: Always leave authors within each reference in the order they appear (do not alphabetize the authors in the reference); it is an honor to be primary authors. Always list last name of author(s), followed by initials.
4. Use
the Alphabetized APA-style REFERENCE PAGE
to
fill in
the In-Text citations on the next page
.
(5 points for each in-text citation)
Article References
Author(s
): Abela-Dimech, F., & Vuksic, O.
Journal
: Archives of Psychiatric Nursing
Title of article
: Improving the Practice of Handover for Psychiatric Inpatient Nursing Staff
Pages
: 729-736
Year published
: 2018
Volume
: 32
Issue
: 5
DOI:
https://doi-org.chamberlainuniversity.doi:10.1016/j.apnu.2018.04.004
Author(s
): Tobiano, G., Whitty, J. A., Bucknall, T., & Chaboyer, W.
Journal
: Worldviews on Evidence-Based Nursing
Title of article
). Nurses’ perceived barriers to bedside handover and their implication for clinical practice
Pages
: 343-349
Year published
: 2017
Volume
: 14
Issue
: 5
DOI
:
https://doi-org.chamberlainuniversity.idm.oclc.org/10.1111/wvn.12241
Author(s
): Bressan, V., Cadorin, L., Pellegrinet, D., Bulfone, G., Stevanin, S., & Palese, A.
Journal
: Journal of Nursing Management
Title of article
: Bedside shift handover implementation quantitative evidence: Findings from a scoping review.
Pages
: 815-832
Year published
: 2019
Volume
: 27
Issue
: 4
DOI:
https://doi-org.chamberlainuniversity.doi:10.1111/jonm.12746
Author(s):
Walsh, J., Messmer, P. R., Hetzler, K., O’Brien, D. J., & Winningham, B. A.
Journal:
Journal of Continuing Education in Nursing,
Title of article:
Standardizing the Bedside Report to Promote Nurse Accountability and Work effectiveness
Pages:
460-466
Year:
2018
Volume:
49
Issue:
10
DOI
:
https://doi-org.chamberlainuniversity.idm.oclc.org/10.3928/00220124-20180918-06
Author(s):
Christine Wollenhaup, Eleanor Stevenson, Julie Thompson, Helen Gordon, & Gloria Nunn
Journal:
Journal of Nursing Administration
Title:
Implementation of a modified bedside handoff for a postpartum unit
Pages:
320-326
Year:
2017
Volume:
47
Issue:
6
Doi
: https://doi-org.chamberlainuniversity.doi:10.1097/NNA.0000000000000487
Author(s):
Schirm, V., Banz, G., Swartz, C., & Richmond, M.
Journal:
Applied Nursing Research
Title:
Evaluation of bedside shift report: A research and evidence-based practice initiative.
Pages:
20-25.
Year:
2018
Volume:
40
Doi
: https://doi-org.chamberlainuniversity.doi: 2017.12.004
Author:
Forde, M. F., Coffey, A., & Hegarty, J.
Journal:
Journal of Nursing Management
Title:
The factors to be considered when evaluating bedside handover
Pages:
757-768
Year:
20.
Instructions You are responsible for creating a healthcare system .docxaltheaboyer
Instructions
You are responsible for creating a healthcare system in a new country. Your healthcare system must include the following key factors:
Identify and explain each of the 10 key factors to be addressed in developing your ideal model of care. Explain how the services are to be delivered incorporating these key factors.
o Healthcare professionals
o Facilities and supplies
o Technology o Infrastructure
o Public or private financing
o Payment methodology
o Public health
o End of life care
o Cultural competency o Mental Health
Requirements
Paper is to be 5–7 pages in length (not including reference and title) , written in APA format and include references.
.
Instructions Create a 1-2 page questionnaire for your patients .docxaltheaboyer
Instructions
Create a 1-2 page questionnaire for your patients / clients to identify their cultural needs that might affect their healthcare The questions should address cultural components such as: religion, traditions, family, food, language, and traditional healthcare practices.
Requirements
Questionnaire should be about 1–2 pages in length
.
InstructionsDirections Be sure to make an electronic copy of your.docxaltheaboyer
Instructions
Directions: Be sure to make an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar. Sources must be cited in APA format. Your response should be a minimum of one (1) single-spaced page to a maximum of two (2) pages in length; refer to the "Assignment Format" page for specific format requirements.
Part A (a 1 ½ page response is required)
Objective: Explain the approaches to ethics and social responsibility
MKD Transportation owns and operates a fleet of container ships and tankers that transport goods around the globe. Company executives have just been contacted by the media with a credible report that one of their ships is leaking an oily substance off the coast of Belize. If true, some of the world's most beautiful coral reefs could be in danger. On the other hand, the captain of the ship in question has not notified the company of any problem, and cleanup could be very costly. Environmental groups and the government of Belize have demanded that the company admit responsibility and immediately begin cleanup.
Managers at MKD claim to exercise ethical behavior toward their employees. Describe three (3) matters this behavior might cover.
What might the general public begin to think about MKD's responsibilities toward the environment? Provide one (1) example.
If MKD adopts an obstructionist stance, how will the company respond to this media report? Provide one (1) supporting fact.
If MKD adopts a defensive stance, how will the company respond to this situation? Provide one (1) supporting fact.
If MKD adopts an accommodative stance, how will the company respond to the media and demands by the government of Belize and environmental groups? Provide one (1) supporting fact.
How might this situation have been different in the event that MKD had initially adopted a proactive stance to social responsibility? Provide one (1) supporting fact.
Part B (a ½ page response is required)
Objective: Describe pricing strategies for a product
Describe one (1) example of a situation in which a company might adopt a pricing objective other than profit maximization. Provide two (2) supporting facts.
.
InstructionsDisciplinary Assignment Part 1 Instructions.docxaltheaboyer
Instructions:
Disciplinary Assignment Part 1 Instructions
Instructions:
Since 1963, a series of United States Supreme Court case decisions have clarified that in criminal cases, prosecutors must disclose to the defense evidence favorable to the defendant. This includes information that may be used to impeach the credibility of government witnesses, including law enforcement officers. These decisions mean that police officers who have documented histories of lying in official matters are liabilities to their agencies, and these histories may render them unable to testify credibly.
Part 1: Please write a professional memorandum summarizing the main issues that are involved in the following United States Supreme Court cases. You must have at least 2.5 pages not including your title page.
Brady v. Maryland
, 373 U.S. 83 (1963)
Giglio v. United States
, 405 U. S. 150 (1972)
United States v. Agurs
, 427 U. S. 97 (1976)
Disciplinary Assignment Part 2 Instructions
This is a continuation of the Disciplinary Assignment Part 1. Students read the following journal articles found in the Reading and Study section of Module/Week 7
.
Judge, Lisa A.
(November 2005).
Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad Coming to Your Town?.
The Police Chief, 72
(11).
Serpas, Ronal, & Hagar, Michael.
(August 2010).
The Untruthful Employee: Is Termination the Only Response?.
The Police Chief, LXXVII
(8).
Copyrights held by the International Association of Chiefs of Police, 515 North Washington Street, Alexandria, VA 22314 USA.
Instructions:
Since 1963, a series of United States Supreme Court case decisions have clarified that in criminal cases, prosecutors must disclose to the defense evidence favorable to the defendant. This includes information that may be used to impeach the credibility of government witnesses, including law enforcement officers. These decisions mean that police officers who have documented histories of lying in official matters are liabilities to their agencies, and these histories may render them unable to testify credibly.
With this in mind, you are the Chief of Police of a municipality. Your Deputy Chief of Police advises you that one of your officers was investigated for inappropriate use of one of the computers in the patrol division. As a result of this internal investigation, it was determined that the officer used this computer to search pornographic web sites. When confronted with this allegation, the officer denied any knowledge of this incident. Upon further investigation, the computer crimes analyst determined that the officer’s logon password was used to enter the unauthorized web sites. The officer then admitted to his wrongdoing and stated it would never happen again. This officer has been with your organization for 15 years, and the only other disciplinary action taken against him was for being involved in an at fault traffic accident 10 years ago. As the Chief of Police, you mus.
InstructionsFor this assignment propose a scenario where you.docxaltheaboyer
Instructions
For this assignment propose a scenario where you or someone you know is confronted with a moral dilemma relating to cultural diversity and multiculturalism. It cannot be the same as what has covered in the week one discussion.
Cultural diversity refers to religious, sexual, racial, and other forms of social difference. A moral dilemma is a situation in which one must make a decision between two or more options such that the options involve seemingly ethical and/or unethical conduct. Address the following questions:
What was the situation? What did the dilemma involve?
What would a subjective moral relativist say is the right approach to the dilemma? Why would that kind of relativist say that?
What would a cultural relativist say is the right approach to the dilemma? Why would that kind of relativist say that? Is that approach correct?
What did you the person confronting the dilemma decide to do? What moral justification did they give? Is that approach morally correct?
Was there an objective moral truth (the objectively right thing to do) in this situation? Why or why not?
Remember, the dilemma should be detailed with description and dialogue. Regard the questions as requirements. This is an essay, so rather than simply providing a list of brief answers to questions, provide an in-depth reflection regarding a difficult ethical situation.
Cite the textbook and incorporate outside sources, including citations.
Writing Requirements (APA format)
Length: 1.5-2 pages (not including title page or references page)
1-inch margins
Double spaced
12-point Times New Roman font
Title page
References page (minimum of 2 scholarly sources)
This essay and include these question.
.
instructions1. Create an APA-style Title Page for this assig.docxaltheaboyer
instructions
1. Create an APA-style Title Page for this assignment (2 points)
2. Put each of the following seven Article References in accurate APA format (see below).
3. Create an APA-style References page by alphabetizing the seven Article References. (4 points for each reference). Note: Always leave authors within each reference in the order they appear (do not alphabetize the authors in the reference); it is an honor to be primary authors. Always list last name of author(s), followed by initials.
4. Use the Alphabetized APA-style REFERENCE PAGE to fill in the In-Text citations on the next page.(5 points for each in-text citation)
Article References
Author(s): Abela-Dimech, F., & Vuksic, O.
Journal: Archives of Psychiatric Nursing
Title of article: Improving the Practice of Handover for Psychiatric Inpatient Nursing Staff
Pages: 729-736
Year published: 2018
Volume: 32
Issue: 5
DOI:https://doi-org.chamberlainuniversity.doi:10.1016/j.apnu.2018.04.004
Author(s): Tobiano, G., Whitty, J. A., Bucknall, T., & Chaboyer, W.
Journal: Worldviews on Evidence-Based Nursing
Title of article). Nurses’ perceived barriers to bedside handover and their implication for clinical practice
Pages: 343-349
Year published: 2017
Volume: 14
Issue: 5
DOI: https://doi-org.chamberlainuniversity.idm.oclc.org/10.1111/wvn.12241
Author(s): Bressan, V., Cadorin, L., Pellegrinet, D., Bulfone, G., Stevanin, S., & Palese, A.
Journal: Journal of Nursing Management
Title of article: Bedside shift handover implementation quantitative evidence: Findings from a scoping review.
Pages: 815-832
Year published: 2019
Volume: 27
Issue: 4
DOI:https://doi-org.chamberlainuniversity.doi:10.1111/jonm.12746
Author(s): Walsh, J., Messmer, P. R., Hetzler, K., O’Brien, D. J., & Winningham, B. A.
Journal: Journal of Continuing Education in Nursing,
Title of article: Standardizing the Bedside Report to Promote Nurse Accountability and Work effectiveness
Pages: 460-466
Year: 2018
Volume: 49
Issue: 10
DOI: https://doi-org.chamberlainuniversity.idm.oclc.org/10.3928/00220124-20180918-06
Author(s): Christine Wollenhaup, Eleanor Stevenson, Julie Thompson, Helen Gordon, & Gloria Nunn
Journal: Journal of Nursing Administration
Title: Implementation of a modified bedside handoff for a postpartum unit
Pages:320-326
Year:2017
Volume:47
Issue:6
Doi: https://doi-org.chamberlainuniversity.doi:10.1097/NNA.0000000000000487
Author(s): Schirm, V., Banz, G., Swartz, C., & Richmond, M.
Journal: Applied Nursing Research
Title: Evaluation of bedside shift report: A research and evidence-based practice initiative.
Pages: 20-25.
Year: 2018
Volume: 40
Doi: https://doi-org.chamberlainuniversity.doi: 2017.12.004
Author: Forde, M. F., Coffey, A., & Hegarty, J.
Journal: Journal of Nursing Management
Title: The factors to be considered when evaluating bedside handover
Pages: 757-768
Year:2018
Volume:26
Issue: 7
.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docx
1. Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he
listened to CEO John Johnson wrapping up his remarks. “So our
executive team thinks there are real business oppor- tunities for
us in developing these two new strategic thrusts. But before I go
to the board for final approval next month, I need to know that
our IT, marketing, and sales plans will support us all the way,”
Johnson concluded.
Brian mentally calculated the impact these new initiatives
would have on his orga- nization. He had heard rumors from his
boss, the COO, that something big was coming down. He had
even been asked his opinion about whether these strategies were
techni- cally doable, theoretically. But both at once?
Resources—people, time, and money—were tight, as usual.
ModMeters was making a reasonable profit, but the CFO, Stan
Abrams, had always kept the lid screwed down tightly on IT
spending. Brian had to fight for every dime. How he was going
to find the wherewithal to support not one but two new strategic
initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking
ModMeters global from a North American operation seemed to
be a logical next step for the com- pany. Its products, metering
components of all types, were highly specialized and in great
demand from such diverse customers as utility companies,
manufacturers, and a host of other industries. Originally
founded as Modern Meters, the firm had grown steadily as
demand for its metering expertise and components had grown
over the past century or so. Today ModMeters was the largest
producer of metering components in the world with a full range
of both mechanical and, now, digital products. Expanding into
meter assembly with plants in Asia and Eastern Europe was a
good plan, thought Brian, but he wasn’t exactly sure how he
was going to get the infrastructure in place to support it. “Many
2. of these countries simply don’t have the telecommunications
and equipment we are going to need, and the training and new
systems we have to put in place are going to be substantial,” he
said.
But it was the second strategic thrust that was going to give him
nightmares, he predicted. How on earth did they expect him to
put direct-to-customer sales in place so they could sell “green”
electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the
CEO had just unveiled.
“In keeping with our updated strategy, may I present our new
name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into
every single applica- tion and every single document this
company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he
still preferred to call it) had been in the IT business a long time.
Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.”
#1-L05-1-008, Queen’s School of Business, September 2005.
Reproduced by permission of Queen’s University, School of
Business, Kingston, Ontario, Canada.
82
IT Planning at ModMeters 83
company had gradually automated almost every aspect of its
business from finance and accounting to supply chain
management. About the only thing it didn’t have was a fancy
Web site for consumers, although even that was about to
change. ModMeters currently had systems reflecting just about
every era of computers from punch cards to PCs. Unfortunately,
the company never seemed to have the resources to invest in
reengineering its existing systems. It just layered more systems
on top of the others. A diagram of all the interactions among
systems looked like a plate of spaghetti. There was no way they
were going to be able to support two new strategic thrusts with
3. their current budget levels, he thought as he applauded the new
design along with the others. “Next week’s IT budget meeting is
going to be a doozy!”
Sure enough, the following week found them all, except for the
CEO, back in the same meeting room, ready to do battle.
Holding his fire, Brian waited until all the VPs had presented
their essential IT initiatives. In addition to what needed to be
done to support the new business strategies, each division had a
full laundry list of essentials for maintaining the current
business of the firm. Even Abrams had gotten into the act this
year because of new legislation that gave the firm’s outside
auditors immense scope to peer into the inner workings of every
financial and governance process the organization had.
After listening carefully to each speaker in turn, Brian stood up.
“As many of you know, we have always been cautious about
how we spend our IT budget. We have been given a budget that
is equal to 2 percent of revenues, which seriously limits what
we in IT have been able to do for the company. Every year we
spend a lot of time paring our project list down to bare bones,
and every year we make do with a patchwork of infra- structure
investments. We are now at the point where 80 percent of our
budget in IT is fixed. Here’s how we spend our money.” Brian
clicked on a PowerPoint presentation showing a multicolored
pie chart.
“This large chunk in blue is just about half our budget,” he
stated. “This is simply the cost of keeping the lights on—
running our systems and replacing a bare minimum of
equipment. The red chunk is about 30 percent of the pie. This is
the stuff we have to do—fixing errors, dealing with changes
mandated by government and our own indus- try, and providing
essential services like the help desk. How we divide up the
remain- der of the pie is what this meeting is all about.”
Brian clicked to a second slide showing a second pie chart. “As
you know, we have typically divided up the remaining IT
budget proportionately, according to who has the biggest overall
operating budget. This large pink chunk is you, Fred.” Brian
4. gestured at Fred Tompkins, head of manufacturing and the most
powerful executive in the room. It was his division that made
the firm’s profit. The pink chunk easily took up more than half
of the pie. Tompkins smiled. Brian went on, pointing out the
slice that each part of the firm had been allotted in the previous
year. “Finally, we come to Harriet and Brenda,” he said with a
smile. Harriet Simpson and Brenda Barnes were the VPs of
human resources and marketing, respectively. Their tiny slivers
were barely visible— just a few percent of the total budget.
“This approach to divvying up our IT budget may have served
us well over the years”—Brian didn’t think it had, but he wasn’t
going to fight past battles—“however, we all heard what John
said last week, and this approach to budgeting doesn’t give us
any room to develop our new strategies or cover our new
infrastructure or staffing needs. Although we might get a little
more money to obtain some new applications
84 Section I • Delivering Value with IT
and buy some more computers”—Abrams nodded slightly—“it
won’t get us where we need to go in the future.”
A third graph went up on the screen, showing the next five
years. “If we don’t do something now to address our IT
challenges, within five years our entire IT budget will be eaten
up by just operations and maintenance. In the past we have paid
mini- mal attention to our infrastructure or our information and
technology architecture or to reengineering our existing systems
and processes.” A diagram of the “spaghetti” flashed on. “This
is what you’re asking me to manage in a cost-effective manner.
It isn’t pretty. We need a better plan for making our systems
more robust and flexible. If we are going to be moving in new
directions with this firm, the foundation just isn’t there. Stan,
you should be worried that we won’t be able to give our
auditors what they ask for. But you should also be worried
about our risk exposure if one of these systems fails and about
how we are going to integrate two new business ventures into
this mess.”
Tompkins looked up from his papers. It was clear he wasn’t
5. pleased with where this presentation was headed. “Well, I, for
one, need everything I’ve asked for on my list,” he stated flatly.
“You can’t expect me to be the cash cow of the organization and
not enable me to make the money we need to invest elsewhere.”
Brian was conciliatory. “I’m not saying that you don’t, Fred.
I’m just saying that we’ve been given a new strategic direction
from the top and that some things are going to have to change to
enable IT to support the whole enterprise better. For example,
until now, we have always prioritized divisional IT projects on
the basis of ROI. How should we prioritize these new strategic
initiatives? Furthermore, these new ventures will require a lot
of additional infrastructure, so we need to figure out a way to
afford this. And right now our systems don’t ‘talk’ to the ones
running in other divisions because they don’t use the same
terminology. But in the future, if we’re going to have systems
that won’t cost increasing amounts of our budget, we are going
to have to simplify and integrate them better.”
Tompkins clearly hadn’t considered the enterprise’s needs at
all. He scowled but said nothing. Brian continued, “We are
being asked to do some new things in the com- pany. Obviously,
John hopes there’s going to be a payback, but it may take a
while. New strategies don’t always bear fruit right away.” Now
looking at Abrams, he said point- edly, “There’s more to IT
value than short-term profit. Part of our business strategy is to
make new markets for our company. That requires investment,
not only in equipment and product but also in the underlying
processes and information we need to manage and monitor that
investment.”
Harriet Simpson spoke for the first time. “It’s like when we hire
someone new in R&D. We hire for quality because we want
their ideas and innovation, not just a warm body. I think we
need to better understand how we are going to translate our five
key corporate objectives into IT projects. Yes, we need to make
a profit, but Stan needs to satisfy regulators and Brenda’s going
to be on the hot seat when we start marketing to individuals.
And we haven’t even spoken about Ted’s needs.” As the VP of
6. R&D, Ted Kwok was tasked with keeping one or more steps
ahead of the competition. New types of products and customer
needs would mean expansion in his area as well.
Abrams cleared his throat. “All of you are right. As I see it, we
are going to have to keep the cash flowing from Fred’s area
while we expand. But Brian’s got a point. We may be being
penny wise and pound foolish if we don’t think things through
more
IT Planning at ModMeters 85
carefully. We’ve put a lot of effort into developing this new
strategy, and there will be some extra money for IT but not
enough to do that plus everything all of you want. We need to
retrench and regroup and move forward at the same time.”
There was silence in the room. Abrams had an annoying way of
stating the obvious without really helping to move the ball
forward. Brian spoke again. “The way I see it, we have to
understand two things before we can really make a new budget.
First, we need to figure out how each of the IT projects we’ve
got on the table contri- butes to one of our key corporate
objectives. Second, we need to figure out a way to determine
the value of each to ModMeters so that we can prioritize it.
Then I need to incorporate a reasonable amount of IT
regeneration so that we can continue to do new projects at all.”
Everyone was nodding now. Brian breathed a small sigh of
relief. That was step one accomplished. But step two was going
to be harder. “We have a month to get back to the board with
our assurances that the IT plan can incorporate the new
strategies and what we’re going to need in terms of extra funds
to do this. As I said earlier, this is not just a matter of throwing
money at the problem. What we need is a process for IT
planning and budgeting that will serve us well over the next few
years. This process will need to accomplish a number of things:
It will need to take an enterprise perspective on IT. We’re all in
these new strategies together. It will have to incorporate all
types of IT initiatives—our new strategies, the needs of Fred
and others for the new IT to oper- ate and improve our existing
7. business, Stan’s new auditing needs, and our operations and
maintenance needs. In addition, we must find some way of
allocating some of the budget to fixing the mess we have in IT
right now. It must provide a better way to con- nect new IT
work with our corporate objectives. It must help us prioritize
projects with different types of value. Finally, it must ensure we
have the business and IT resources in place to deliver that
value.”
Looking at each of his colleagues in turn, he asked, “Now how
are we going to do this?”
Discussion Question
1. Develop an IT planning process for ModMeters to accomplish
the demands as set out above.