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 Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docxaltheaboyer
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, ...
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters,.docxaltheaboyer
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 opportunities 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 organization. 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 technically 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 company. 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 application 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. Rep ...
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.
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.
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
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docxaltheaboyer
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, ...
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters,.docxaltheaboyer
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 opportunities 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 organization. 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 technically 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 company. 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 application 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. Rep ...
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.
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.
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
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.
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/
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.
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
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.
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.
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.
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.
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.
Discussion Questions List the advantages of a single custome.docxpetehbailey729071
Discussion Questions
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 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 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 divi- sional 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 sys.
How ‘Big Data’ Can Create Significant Impact on Enterprises? Part I: Findings...IJERA Editor
Big data is the latest buzz word in the BI domain, and is increasingly gaining traction amongst enterprises. The prospect of gaining highly targeted business and market insight from unmanageable and unstructured data sets is creating huge adoption potential for such solutions. The scope of big data moves beyond conventional enterprise databases to more open environments, covering new sources of information typically relating to various social networking sites, wikis and blogs. Moreover, advancements in communications and M2M technologies are also contributing to the massive availability of big data
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."
Read below and answer the questions at the bottom. A few years a.docxtawnan2hsurra
Read below and answer the questions at the bottom.
A few years ago, the CEO of one of the world’s largest corporations laid some very tough love on his 500 top managers. Despite having annual revenue of about $300 billion, BP had become, said CEO Tony Hayward, “a serial underperformer” that had “promised a lot but not delivered very much.”
At that March 2008 meeting, those same 500 top BP managers also heard a Morgan Stanley oil and gas analyst tell them that while the rest of the energy industry was undertaking rapid change, BP was building a legacy of consistent failure both in finding and extracting new energy, and in refining and marketing finished products. And unless BP transformed its entire global business dramatically and rapidly, the analyst predicted, “BP will not exist in four to five years’ time in its current form.”
One of the people in that meeting was BP chief information officer and group vice president Dana Deasy, who’d joined the company four months earlier as its first global CIO.
As Deasy listened to the sobering comments from his chief executive officer and from a highly influential analyst, he thought about the transformation he had already launched within IT, an organization he thought had become, like the company overall, bloated, passive, unfocused, and unconcerned with performance and accountability.
Deasy wanted to strip out $800 million in expenses from BP’s overall IT budget of $3 billion; cut in half the more than 2,000 IT vendors it had; overhaul BP’s ranks of 4,200 IT employees; rationalize and reduce the 8,500 applications in use at BP worldwide; and turn IT from a tactical services unit to a business-driven and intimately embedded strategic weapon.
No stranger to challenging CIO roles, Deasy took the post with full knowledge of the tumultuous times ahead. “We were several billion dollars behind our competitors in oil and gas, and there was a real and very pressing concern in the company due to that, “Deasy says. “Another part of the gap that Tony wanted to see closed was around organizational simplification: fewer layers of management, smaller corporate staffs, and deeper talent across key functions.”
While noting that BP at the time had some great people in IT and some cutting-edge systems for exploration, Deasy also understood that he was going to have to drive enormous change in personnel, processes, and objectives across the entire IT organization in order to support and enhance the larger overhaul taking place across all of BP.
He saw a fundamental problem with the 4,200 IT employees BP had. “What was most startling to me about that number, only 55% of those IT professionals were actually BP-badged. The rest were contractors,” he says. “So I was really struck by the very deep dependency we had on outside contractors.”
Then there was the complexity that lay behind that $3 billion IT budget: “That encompassed everything, from the back office to the coalface,” says Deasy, including everything from.
As demand for digital talent reaches a crescendo, CIOs are increasingly embracing an Uber-like approach to filling key technical roles throughout their organizations.
Patrick Couch - Intelligenta Maskiner & Smartare Tjänster IBM Sverige
Industriföretag, såväl tillverkare som användare av maskiner, fordon och utrustning, står inför ett paradigmskifte drivet av ökad global konkurrens, kunders förändrade efterfrågan samt det faktum att produkterna nu blir instrumenterade, ihopkopplade och mer intelligenta. Stora datamängder är inte ett buzzword för dessa företag, utan en reell verklighet som de behöver förhålla sig till för att säkra sin framtida verksamhet. I bästa fall omvandlar dessa företag denna teknologiska revolution (populärt kallad Internet of Things, Industrial Internet, M2M, Industri 4.0 etc.) till en motor för att utveckla verksamheten mot tillväxt och effektivare produktion. Detta skifte skapar framförallt stora möjligheter att förflytta sig mot leveranser av tjänster som kraftigt ökar mervärdet för kunderna, deras kunders kunder samt för producenten.
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
.
Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
Include: Architecture in the movie. Historical research to figure out if the movie did a good job of representing the art historical past of not. Anything in the movie that are related to art or art history. And provide its outline and bibliography (any website source is acceptable as well)
.
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Similar to Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
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.
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/
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.
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
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.
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.
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.
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.
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.
Discussion Questions List the advantages of a single custome.docxpetehbailey729071
Discussion Questions
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 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 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 divi- sional 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 sys.
How ‘Big Data’ Can Create Significant Impact on Enterprises? Part I: Findings...IJERA Editor
Big data is the latest buzz word in the BI domain, and is increasingly gaining traction amongst enterprises. The prospect of gaining highly targeted business and market insight from unmanageable and unstructured data sets is creating huge adoption potential for such solutions. The scope of big data moves beyond conventional enterprise databases to more open environments, covering new sources of information typically relating to various social networking sites, wikis and blogs. Moreover, advancements in communications and M2M technologies are also contributing to the massive availability of big data
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."
Read below and answer the questions at the bottom. A few years a.docxtawnan2hsurra
Read below and answer the questions at the bottom.
A few years ago, the CEO of one of the world’s largest corporations laid some very tough love on his 500 top managers. Despite having annual revenue of about $300 billion, BP had become, said CEO Tony Hayward, “a serial underperformer” that had “promised a lot but not delivered very much.”
At that March 2008 meeting, those same 500 top BP managers also heard a Morgan Stanley oil and gas analyst tell them that while the rest of the energy industry was undertaking rapid change, BP was building a legacy of consistent failure both in finding and extracting new energy, and in refining and marketing finished products. And unless BP transformed its entire global business dramatically and rapidly, the analyst predicted, “BP will not exist in four to five years’ time in its current form.”
One of the people in that meeting was BP chief information officer and group vice president Dana Deasy, who’d joined the company four months earlier as its first global CIO.
As Deasy listened to the sobering comments from his chief executive officer and from a highly influential analyst, he thought about the transformation he had already launched within IT, an organization he thought had become, like the company overall, bloated, passive, unfocused, and unconcerned with performance and accountability.
Deasy wanted to strip out $800 million in expenses from BP’s overall IT budget of $3 billion; cut in half the more than 2,000 IT vendors it had; overhaul BP’s ranks of 4,200 IT employees; rationalize and reduce the 8,500 applications in use at BP worldwide; and turn IT from a tactical services unit to a business-driven and intimately embedded strategic weapon.
No stranger to challenging CIO roles, Deasy took the post with full knowledge of the tumultuous times ahead. “We were several billion dollars behind our competitors in oil and gas, and there was a real and very pressing concern in the company due to that, “Deasy says. “Another part of the gap that Tony wanted to see closed was around organizational simplification: fewer layers of management, smaller corporate staffs, and deeper talent across key functions.”
While noting that BP at the time had some great people in IT and some cutting-edge systems for exploration, Deasy also understood that he was going to have to drive enormous change in personnel, processes, and objectives across the entire IT organization in order to support and enhance the larger overhaul taking place across all of BP.
He saw a fundamental problem with the 4,200 IT employees BP had. “What was most startling to me about that number, only 55% of those IT professionals were actually BP-badged. The rest were contractors,” he says. “So I was really struck by the very deep dependency we had on outside contractors.”
Then there was the complexity that lay behind that $3 billion IT budget: “That encompassed everything, from the back office to the coalface,” says Deasy, including everything from.
As demand for digital talent reaches a crescendo, CIOs are increasingly embracing an Uber-like approach to filling key technical roles throughout their organizations.
Patrick Couch - Intelligenta Maskiner & Smartare Tjänster IBM Sverige
Industriföretag, såväl tillverkare som användare av maskiner, fordon och utrustning, står inför ett paradigmskifte drivet av ökad global konkurrens, kunders förändrade efterfrågan samt det faktum att produkterna nu blir instrumenterade, ihopkopplade och mer intelligenta. Stora datamängder är inte ett buzzword för dessa företag, utan en reell verklighet som de behöver förhålla sig till för att säkra sin framtida verksamhet. I bästa fall omvandlar dessa företag denna teknologiska revolution (populärt kallad Internet of Things, Industrial Internet, M2M, Industri 4.0 etc.) till en motor för att utveckla verksamheten mot tillväxt och effektivare produktion. Detta skifte skapar framförallt stora möjligheter att förflytta sig mot leveranser av tjänster som kraftigt ökar mervärdet för kunderna, deras kunders kunder samt för producenten.
Similar to Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx (20)
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
.
Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
Include: Architecture in the movie. Historical research to figure out if the movie did a good job of representing the art historical past of not. Anything in the movie that are related to art or art history. And provide its outline and bibliography (any website source is acceptable as well)
.
Motivation and Retention Discuss the specific strategies you pl.docxaudeleypearl
Motivation and Retention
Discuss the specific strategies you plan to use to motivate individuals from your priority
population to participate in your program and continue working on their behavior change.
You can refer to information you obtained from the Potential Participant Interviews. You
also can search the literature for strategies that have been successfully used in similar
situations; be sure to cite references in APA format.
.
Mother of the Year In recognition of superlative paren.docxaudeleypearl
Mother of the Year
In recognition of superlative parenting
Elizabeth Nino
is awarded
2012 Mother of the Year
May 9, 2012
MOM
Smash That Like Button: Facebook’s Chris Cox Is Messing with One of the Most Valuable Features on the Internet
Inside Facebook’s Decision to Blow Up the Like Button
The most drastic change to Facebook in years was born a year ago during an off-site at the Four Seasons Silicon Valley, a 10-minute drive from headquarters. Chris Cox, the social network’s chief product officer, led the discussion, asking each of the six executives around the conference room to list the top three projects they were most eager to tackle in 2015. When it was Cox’s turn, he dropped a bomb: They needed to do something about the “like” button.
The like button is the engine of Facebook and its most recognized symbol. A giant version of it adorns the entrance to the company’s campus in Menlo Park, Calif. Facebook’s 1.6 billion users click on it more than 6 billion times a day—more frequently than people conduct searches on Google—which affects billions of advertising dollars each quarter. Brands, publishers, and individuals constantly, and strategically, share the things they think will get the most likes. It’s the driver of social activity. A married couple posts perfectly posed selfies, proving they’re in love; a news organization offers up what’s fun and entertaining, hoping the likes will spread its content. All those likes tell Facebook what’s popular and should be shown most often on the News Feed. But the button is also a blunt, clumsy tool. Someone announces her divorce on the site, and friends grit their teeth and “like” it. There’s a devastating earthquake in Nepal, and invariably a few overeager clickers give it the ol’ thumbs-up.
Changing the button is like Coca-Cola messing with its secret recipe. Cox had tried to battle the like button a few times before, but no idea was good enough to qualify for public testing. “This was a feature that was right in the heart of the way you use Facebook, so it needed to be executed really well in order to not detract and clutter up the experience,” he says. “All of the other attempts had failed.” The obvious alternative, a “dislike” button, had been rejected on the grounds that it would sow too much negativity.
Cox told the Four Seasons gathering that the time was finally right for a change, now that Facebook had successfully transitioned a majority of its business to smartphones. His top deputy, Adam Mosseri, took a deep breath. “Yes, I’m with you,” he said solemnly.
Later that week, Cox brought up the project with his boss and longtime friend. Mark Zuckerberg’s response showed just how much leeway Cox has to take risks with Facebook’s most important service. “He said something like, ‘Yes, do it.’ He was fully supportive,” Cox says. “Good luck,” he remembers Zuckerberg telling him. “That’s a hard one.”
The solution would eventually be named Reactions. It will arrive .
Mrs. G, a 55 year old Hispanic female, presents to the office for he.docxaudeleypearl
Mrs. G, a 55 year old Hispanic female, presents to the office for her annual exam. She reports that lately she has been very fatigued and just does not seem to have any energy. This has been occurring for 3 months. She is also gaining weight since menopause last year. She joined a gym and forces herself to go twice a week, where she walks on the treadmill at least 30 minutes but she has not lost any weight, in fact she has gained 3 pounds. She doesn’t understand what she is doing wrong. She states that exercise seems to make her even more hungry and thirsty, which is not helping her weight loss. She wants get a complete physical and to discuss why she is so tired and get some weight loss advice. She also states she thinks her bladder has fallen because she has to go to the bathroom more often, recently she is waking up twice a night to urinate and seems to be urinating more frequently during the day. This has been occurring for about 3 months too. This is irritating to her, but she is able to fall immediately back to sleep.
Current medications:
Tylenol 500 mg 2 tabs daily for knee pain. Daily multivitamin
PMH:
Has left knee arthritis. Had chick pox and mumps as a child. Vaccinations up to
date.
GYN hx:
G2 P1. 1 SAB, 1 living child, full term, wt 9lbs 2 oz. LMP 15months ago. No history of abnormal Pap smear.
FH:
parents alive, well, child alive, well. No siblings. Mother has HTN and father has high cholesterol.
SH:
works from home part time as a planning coordinator. Married. No tobacco history, 1-2 glasses wine on weekends. No illicit drug use
Allergies
: NKDA, allergic to cats and pollen. No latex allergy
Vital signs
: BP 129/80; pulse 76, regular; respiration 16, regular
Height 5’2.5”, weight 185 pounds
General:
obese female in no acute distress. Alert, oriented and cooperative.
Skin
: warm dry and intact. No lesions noted
HEENT:
head normocephalic. Hair thick and distribution throughout scalp. Eyes without exudate, sclera white. Wears contacts. Tympanic membranes gray and intact with light reflex noted. Pinna and tragus nontender. Nares patent without exudate. Oropharynx moist without erythema. Teeth in good repair, no cavities noted. Neck supple. Anterior cervical lymph nontender to palpation. No lymphadenopathy. Thyroid midline, small and firm without palpable masses.
CV
: S1 and S2 RRR without murmurs or rubs
Lungs
: Clear to auscultation bilaterally, respirations unlabored.
Abdomen
- soft, round, nontender with positive bowel sounds present; no organomegaly; no abdominal bruits. No CVAT.
Labwork:
CBC
:
WBC 6,000/mm3 Hgb 12.5 gm/dl Hct 41% RBC 4.6 million MCV 88 fl MCHC
34 g/dl RDW 13.8%
UA:
pH 5, SpGr 1.013, Leukocyte esterase negative, nitrites negative, 1+ glucose; small protein; negative for ketones
CMP:
Sodium 139
Potassium 4.3
Chloride 100
CO2 29
Glucose 95
BUN 12
Creatinine 0.7
GFR est non-AA 92 mL/min/1.73 GFR est AA 101 mL/min/1.73 Calcium 9.5
Total protein 7.6 Bilirubin, total 0.6 Alkaline.
Mr. Rivera is a 72-year-old patient with end stage COPD who is in th.docxaudeleypearl
Mr. Rivera is a 72-year-old patient with end stage COPD who is in the care of Hospice. He has a history of smoking, hypertension, obesity, and type 2 Diabetes. He is on Oxygen 2L per nasal cannula around the clock. His wife and 2 adult children help with his care. Develop a concept map for Mr. Rivera. Consider the patients Ethnic background (he and his family are from Mexico) and family dynamics. Please use the
concept map
form provided.
.
Mr. B, a 40-year-old avid long-distance runner previously in goo.docxaudeleypearl
Mr. B, a 40-year-old avid long-distance runner previously in good health, presented to his primary provider for a yearly physical examination, during which a suspicious-looking mole was noticed on the back of his left arm, just proximal to the elbow. He reported that he has had that mole for several years, but thinks that it may have gotten larger over the past two years. Mr. B reported that he has noticed itchiness in the area of this mole over the past few weeks. He had multiple other moles on his back, arms, and legs, none of which looked suspicious. Upon further questioning, Mr. B reported that his aunt died in her late forties of skin cancer, but he knew no other details about her illness. The patient is a computer programmer who spends most of the work week indoors. On weekends, however, he typically goes for a 5-mile run and spends much of his afternoons gardening. He has a light complexion, blonde hair, and reports that he sunburns easily but uses protective sunscreen only sporadically.
Physical exam revealed: Head, neck, thorax, and abdominal exams were normal, with the exception of a hard, enlarged, non-tender mass felt in the left axillary region. In addition, a 1.6 x 2.8 cm mole was noted on the dorsal upper left arm. The lesion had an appearance suggestive of a melanoma. It was surgically excised with 3 mm margins using a local anesthetic and sent to the pathology laboratory for histologic analysis. The biopsy came back Stage II melanoma.
1. How is Stage II melanoma treated and according to the research how effective is this treatment?
250 words.
.
Moving members of the organization through the change process ca.docxaudeleypearl
Moving members of the organization through the change process can be quite difficult. As leaders take on this challenge of shifting practice from the current state to the future, they face the obstacles of confidence and competence experienced by staff. Change leaders understand the importance of recognizing their moral purpose and helping others to do the same. Effective leaders foster moral purpose by building relationships, considering other’s perspectives, demonstrating respect, connecting others, and examining progress (Fullan & Quinn, 2016). For this Discussion, you will clarify your own moral perspective and how it will impact the elements of focusing direction.
To prepare:
· Review the Adams and Miskell article. Reflect on the measures taken in building capacity throughout the organization.
· Review Fullan and Quinn’s elements of Focusing Direction in Chapter 2. Reflect on aspects needed to build capacity as a leader.
· Analyze the two case examples used to illustrate focused direction in Chapter 2.
· Clarify your own moral purpose, combining your personal values, persistence, emotional intelligence, and resilience.
A brief summary clarifying your own moral imperative.
· Using the guiding questions in Chapter 2 on page 19, explain your moral imperative and how you can use your strengths to foster moral imperative in others.
· Based on Fullan’s information on change leadership, in which areas do you feel you have strong leadership skills? Which areas do you feel you need to continue to develop?
Learning Resources
Required Readings
Fullan, M., & Quinn, J. (2016).
Coherence: The right drivers in action for schools, districts, and systems
. Thousand Oaks, CA: Corwin.
Chapter 2, “Focusing Direction” (pp. 17–46)
Florian, L. (Ed.). (2014).
The SAGE handbook of special education
(2nd ed.). London, England: Sage Publications Ltd.
Chapter 23, “Researching Inclusive Classroom Practices: The Framework for Participation” (389–404)
Chapter 31, “Assessment for Learning and the Journey Towards Inclusion” (pp. 523–536)
Adams, C.M., & Miskell, R.C. (2016). Teacher trust in district administration: A promising line of inquiry. Journal of Leadership for Effective and Equitable Organizations, 1-32. DOI: 10.1177/0013161X1665220
Choi, J. H., Meisenheimer, J. M., McCart, A. B., & Sailor, W. (2016). Improving learning for all students through equity-based inclusive reform practices effectiveness of a fully integrated school-wide model on student reading and math achievement. Remedial and Special Education, doi:10.1177/0741932516644054
Sailor, W. S., & McCart, A. B. (2014). Stars in alignment. Research and Practice for Persons with Severe Disabilities, 39(1), 55-64. doi: 10.1177/1540796914534622
Required Media
Grand City Community
Laureate Education (Producer) (2016c).
Tracking data
[Video file]. Baltimore, MD: Author.
Go to the Grand City Community and click into
Grand City School District Administration Offices
. Revie.
Mr. Friend is acrime analystwith the SantaCruz, Califo.docxaudeleypearl
Mr. Friend is a
crime analyst
with the Santa
Cruz, California,
Police
Department.
Predictive Policing: Using Technology to Reduce Crime
By Zach Friend, M.P.P.
4/9/2013
Nationwide law enforcement agencies face the problem
of doing more with less. Departments slash budgets
and implement furloughs, while management struggles
to meet the public safety needs of the community. The
Santa Cruz, California, Police Department handles the
same issues with increasing property crimes and
service calls and diminishing staff. Unable to hire more
officers, the department searched for a nontraditional
solution.
In late 2010 researchers published a paper that the
department believed might hold the answer. They
proposed that it was possible to predict certain crimes,
much like scientists forecast earthquake aftershocks.
An “aftercrime” often follows an initial crime. The time and location of previous criminal activity helps to
determine future offenses. These researchers developed an algorithm (mathematical procedure) that
calculates future crime locations.1
Equalizing Resources
The Santa Cruz Police Department has 94 sworn officers and serves a population of 60,000. A
university, amusement park, and beach push the seasonal population to 150,000. Department personnel
contacted a Santa Clara University professor to apply the algorithm, hoping that leveraging technology
would improve their efforts. The police chief indicated that the department could not hire more officers.
He felt that the program could allocate dwindling resources more efficiently.
Santa Cruz police envisioned deploying officers by shift to the most targeted locations in the city. The
predictive policing model helped to alert officers to targeted locations in real time, a significant
improvement over traditional tactics.
Making it Work
The algorithm is a culmination of anthropological and criminological behavior research. It uses complex
mathematics to estimate crime and predict future hot spots. Researchers based these studies on
In Depth
Featured Articles
- IAFIS Identifies Suspect from 1978 Murder Case
- Predictive Policing: Using Technology to Reduce
Crime
- Legal Digest Part 1 - Part 2
Search Warrant Execution: When Does Detention Rise to
Custody?
- Perspective
Public Safety Consolidation: Does it Make Sense?
- Leadership Spotlight
Leadership Lessons from Home
Archive
- Web and Print
Departments
- Bulletin Notes - Bulletin Honors
- ViCAP Alerts - Unusual Weapons
- Bulletin Reports
Topics in the News
See previous LEB content on:
- Hostage Situations - Crisis Management
- School Violence - Psychopathy
About LEB
- History - Author Guidelines (pdf)
- Editorial Staff - Editorial Release Form (pdf)
Patch Call
Known locally as the
“Gateway to the Summit,”
which references the city’s
proximity to the Bechtel Family
National Scout Reserve. More
The patch of the Miamisburg,
Ohio, Police Department
prominently displays the city
seal surroun.
Mr. E is a pleasant, 70-year-old, black, maleSource Self, rel.docxaudeleypearl
Mr. E is a pleasant, 70-year-old, black, male
Source: Self, reliable source
Subjective:
Chief complaint:
“I urinate frequently.”
HPI:
Patient states that he has had an increase in urination for the past several years, which seems to be worsening over the past year. He estimates that he urinates clear/light yellow urine approximately every 1.5-2 hours while awake and is up 2-4 times at night to urinate. He states some urgency and hesitancy with urination and feeling of incomplete voiding. He denies any pain or blood. Denies any head trauma. Denies any increase in thirst or hunger. He denies any unintentional weight loss.
Allergies
: NKA
Current Mediations
:
Multivitamin, daily
Aspirin, 81 mg, daily
Olmesartan, 20 mg daily
Atorvastatin, 10 mg daily
Diphenhydramine, 50 mg, at night
Pertinent History:
Hypertension, hyperlipidemia, insomnia
Health Maintenance. Immunizations:
Immunizations up to date
Family History:
No cancer, cardiac, pulmonary or autoimmune disease in immediate family members
Social History:
Patient lives alone. He drinks one cup of caffeinated coffee each morning at the local diner. He denies any nicotine, alcohol or drug use.
ROS:
Incorporated into HPI
Objective:
VS
– BP: 118/68, HR: 86, RR: 16, Temp 97.6, oxygenation 100%, weight: 195 lbs, height: 70 inches.
Mr. E is alert, awake, oriented x 3. Patient is clean and dressed appropriate for age.
Cardiac: No cardiomegaly or thrills; regular rate and rhythm, no murmur or gallop
Respiratory: Clear to auscultation
Abdomen: Bowel sounds positive. Soft, nontender, nondistended, no hepatomegaly
Neuro: CN 2-12 intact
Renal/prostate: Prostate enlarged, non-tender. No asymmetry or nodules palpated
Labs:
Test Name
Result
Units
Reference Range
Color
Yellow
Yellow
Clarity
Clear
Clear
Bilirubin
Negative
Negative
Specific Gravity
1.011
1.003-1.030
Blood
Negative
Negative
pH
7.5
4.5-8.0
Nitrite
Negative
Negative
Leukocyte esterase
Negative
Negative
Glucose
Negative
mg/dL
Negative
Ketones
Negative
mg/dL
Negative
Protein
Negative
mg/dL
Negative
WBC
Negative
/hpf
Negative
RBC
Negative
/hpf
Negative
Lab
Pt’s Result
Range
Units
Sodium
137
136-145
mmol/L
Potassium
4.7
3.5-5.1
mmol/L
Chloride
102
98-107
mmol/L
CO2
30
21-32
mmol/L
Glucose
92
70-99
mg/dL
BUN
7
6-25
mg/dL
Creat
1.6
.8-1.3
mg/dL
GFR
50
>60
Calcium
9.6
8.2-10.2
mg/dL
Total Protein
8.0
6.4-8.2
g/dL
Albumin
4.5
3.2-4.7
g/dL
Bilirubin
1.1
<1.1
mg/dL
Alkaline Phosphatase
94
26-137
U/L
AST
25
0-37
U/L
ALT
55
15-65
U/L
Pt’s results
Normal Range
Units
WBC
9.9
3.4 - 10.8
x10E3/uL
RBC
4.0
3.77 - 5.28
x10E6/uL
Hemoglobin
11.5
11.1 - 15.9
g/dL
H.
Motor Milestones occur in a predictable developmental progression in.docxaudeleypearl
Motor Milestones occur in a predictable developmental progression in young children. They begin with reflexive movements that develop into voluntary movement patterns. For the motor milestone of independent walking, there are many precursor reflexes that must first integrate and beginning movement patterns that must be learned. Explain the motor progression of walking in a child, starting with the integration of primitive reflexes to the basic motor skills needed for a child to walk independently. Discuss at which time frame each milestone occurs from birth to walking (12-18 months of age). What are some reasons why a child could be delayed in walking? At what age is a child considered delayed in walking and in need of intervention? What interventions are available to children who are having difficulty walking? Please be sure to use APA citations for all sources used to formulate your answers.
.
Most women experience their closest friendships with those of th.docxaudeleypearl
Most women experience their closest friendships with those of the same sex. Men have suffered more of a stigma in terms of sharing deep bonds with other men. Open affection and connection is not actively encouraged among men. Recent changes in society might impact this, especially with the advent of the meterosexual male. “The meterosexual male is less interested in blood lines, traditions, family, class, gender, than in choosing who they want to be and who they want to be with” (Vernon, 2010, p. 204).
In this week’s reading material, the following philosophers discuss their views on this topic: Simone de Beauvoir, Thomas Aquinas, MacIntyre, Friedman, Hunt, and Foucault. Make sure to incorporate their views as you answer each discussion question. Think about how their views may be similar or different from your own. In at least 250 words total, please answer each of the following, drawing upon your reading materials and your personal insight:
To what extent do you think women still have a better opportunity to forge deeper friendships than men? What needs to change to level the friendship playing field for men, if anything?
How is the role of the meterosexual man helping to forge a new pathway for male friendships?
.
Most patients with mental health disorders are not aggressive. Howev.docxaudeleypearl
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
SCHOLAR NURSING ARTICLE>>>APA FORMAT>>>
.
Most of our class readings and discussions to date have dealt wi.docxaudeleypearl
Most of our class readings and discussions to date have dealt with the issue of ethics and ethical behavior. Various philosophers have made contributions to jurisprudence including how to apply ethical principles (codes of conduct?) to ethical dilemma.
Your task is to watch the Netflix documentary ‘The Social Dilemma.’ If you cannot currently access Netflix it offers a free trial opportunity, which you can cancel after viewing the documentary. Should this not be an option for whatever reason, then please email me and we will create an alternative ethics question.
DUE DATE: Tuesday, Sept. 29, 2020 by noon
SEND YOUR NO MORE THAN 5 PAGE DOUBLE SPACED RESPONSE TO MY EMAIL ADDRESS. LATE PAPERS SUBJECT TO DOWNGRADING
As critics have written, the documentary showcases ways our minds are twisted and twirled by social media companies like Facebook, Twitter, and Google through their platforms and search engines, and the why of what they are doing, and what must be done to stop it.
After watching the movie, respond to the following questions in the order given. Use full sentences and paragraphs, and start off each section by stating the question you are answering. Be succinct.
What are the critical ethical issues identified?
What concerns are raised over the polarization of society and promulgation of fake news?
What is the “attention-extraction model” of software design and why worry?
What is “surveillance capitalism?”
Do you agree that social media warps your perceptions of reality?
Who has the power and control over these social media platforms – software designers, artificial intelligence (Ai), CEOs of media platforms, users, government?
Are social media platforms capable of self-regulation to address the political and ethical issues raised or not? If not, then should government regulate?
What other actions can be taken to address the basic concern of living in a world “…where no one believes what’s true.”
.
Most people agree we live in stressful times. Does stress and re.docxaudeleypearl
Most people agree we live in stressful times. Does stress and reactions to stress contribute to illness? Explain why or why not. Support your opinions with information from the text.
Make sure to reference and cite your textbook as well as any other source you may use to support your answers to the question. Your initial post must include appropriate APA references at the end.
.
Most of the ethical prescriptions of normative moral philosophy .docxaudeleypearl
Most of the ethical prescriptions of normative moral philosophy tend to fall into one of the following three categories: deontology, consequentialism, and virtue ethics. These categories in turn put an emphasis on different normative standards for judging what constitutes right and wrong actions.
Moral psychologists and behavioral economists such as Jonathan Haidt and Dan Ariely take a different approach: focusing not on some normative ethical framework for moral judgment, but rather on the psychological foundations of moral intuition and on the limitations that our human frailty places on real-world honesty, decency, and ethical commitments.
In this context, write a short essay (minimum 400 words) on what you see as the most important differences between the traditional normative philosophical approaches and the more recent empirical approach of moral psychology when it comes to ethics. As part of your answer also make sure that you discuss the implications of these differences.
Deadline reminder:
this assignment is
due on June 14th
. Any assignments submitted after that date will lose 5 points (i.e., 20% of the maximum score of 25 points) for each day that they are submitted late. Accordingly, after June 14th, any submissions would be worth zero points and at that time the assignment inbox will close.
.
Most healthcare organizations in the country are implementing qualit.docxaudeleypearl
Most healthcare organizations in the country are implementing quality improvement programs to save lives, enhance customer satisfaction, and reduce the cost of healthcare services. Limited human and material resources often undermine such efforts. Zenith Hospital in a rural community has 200 beds. Postsurgical patients tend to contract infections at the surgical site, requiring extended hospitalization. Mr. Jones—75 years old—was admitted to Zenith Hospital for inguinal hernia repairs. He was also hypertensive, with a compromised immune system. Two days after surgery, he acquired an infection at the surgical site, with elevated temperature, and then he developed septicemia. His condition worsened, and he was moved to isolation in the intensive care unit (ICU). A day after transfer to the ICU, he went into ventricular arrhythmia and was placed on a respirator and cardiac monitoring machine. Intravenous fluids, antibiotics, and antipyretics could not bring the fever down, and blood analysis continued to deteriorate.
The hospital infection control unit got involved. The team confirmed that postsurgical infections were on the increase, but the hospital was unable to identify the sources of infection. The surgery unit and surgical team held meetings to understand possible sources of infection. The team leader had earlier reported to management that they needed to hire more surgical nurses, arguing that nurses in the unit were overworked, had to go on leave, and often worked long hours without break.
Mr. Jones’ family members were angry and wanted to know the source of his infection, why he was on the respirator in isolation, and why his temperature was not coming down. Unfortunately, his condition continued to deteriorate. His daughter invited the family’s legal representative to find out what was happening to her father and to commence legal proceedings.
Then, the healthcare manager received information that two other patients were showing signs of postsurgical infection. The healthcare manager and care providers acknowledged the serious quality issues at Zenith Hospital, particularly in the surgical unit. The healthcare manager wrote to the Chairman of the Hospital Board, seeking approval to implement a quality improvement program. The Board held an emergency meeting and approved the manager’s request. The healthcare manager has invited you to support the organization in this process.
Please address the following questions in your response:
What are successful approaches for gaining a shared understanding of the problem?
How can effective communication be implemented?
What is a qualitative approach that helps in identifying the quality problem?
What tools can provide insight into understanding the problem?
In quality improvement, what does appreciative inquiry help do?
What is a benefit of testing solutions before implementation?
What is a challenge that is inherent in the application of the plan, do, study, act (PDSA) method?
What .
More work is necessary on how to efficiently model uncertainty in ML.docxaudeleypearl
More work is necessary on how to efficiently model uncertainty in ML and NLP, as well as how to represent uncertainty resulting from big data analytics.
Pages - 4
Excluding the required cover page and reference page.
APA format 7 with an introduction, a body content, and a conclusion.
No Plagiarism
.
Mortgage-Backed Securities and the Financial CrisisKelly Finn.docxaudeleypearl
Mortgage-Backed Securities and the Financial Crisis
Kelly Finn
FNCE 4302
Mortgage-Backed Securities (MBS) are “pass-through” bundles of housing debt sold as investment vehicles
A mortgage-backed security, MBS, is a type of asset-backed security that pays investors regular payments, similar to a bond. It gets the title as a “pass-through” because the security involves several entities in the origination and securitization process (where the asset is identified, and where it is used as a base to create a new investment instrument people can profit off of).
Key Players involved in the MBS Process
[Mortgage] Lenders: banks who sell mortgages to GSE’s
GSE: Government Sponsored Entities created by the US Government to make owning property more accessible to Americans
1938: Fannie Mae (FNMA): Federal National Mortgage Assoc.
1970: Freddie Mac (FHLMC): Federal Home Loan Mortgage Corp.
Increase mortgage borrowing
Introduce competitor to Fannie Mae
1970: Ginnie Mae (GNMA): Government National Mortgage Assoc.
US Government: Treasury: implicit commitment of providing support in case of trouble
The several entities involved in the process make MBS a “pass-through”. Here we have 3 main entities that we’ll call “Key Players” for the purpose of this presentation which aims to provide you with a basic and simple explanation of MBS and their role in the financial crisis.
GSE’s created by the US Government in 1938
Part of FDR’s New Plan during Great Depression
Purpose: make owning property more accessible to more Americans
GSE (ex. Fannie Mae) buys mortgages (debt) from banks, & then pools mortgages into little bundles investors can buy (securitization)
Bank’s mortgage is exchanged with GSE’s cash
Created liquid secondary market for mortgages
Result:
1) Bank has more cash to lend out to people
2) Now all who want to a house (expensive) can get the money needed to buy one!
Where MBS came from & when
Yay for combatting homelessness and increasing quality of life for the common American!
Thanks Uncle Sam!
MBS have been around for a long time. Officially in the US, they have their origins in government. During the Great Depression in the 1930s, President Franklin Delano Roosevelt signed into creation Fannie Mae that was brought about to help ease American citizen’s difficulty in becoming homeowners. The sole purpose of a GSE thus was to not make profit, but to promote citizen welfare in regards to housing. Seeing that it was created by regulatory government powers, it earned the title of Government Sponsored Entity, which we will abbreviate as GSE. 2 other GSE’s in housing were created in later decades like Freddie Mae, to further stimulate the mortgage market alongside Fannie, and Ginnie which did a similar thing but only for certain groups of people (Veterans, etc) and to a much smaller scale.
How MBS works: Kelly is a homeowner looking to borrow a lot of money
*The Lender, who issued Kelly the mor.
Moral Development Lawrence Kohlberg developed six stages to mora.docxaudeleypearl
Moral Development:
Lawrence Kohlberg developed six stages to moral behavior in children and adults. Punishment and obedience orientation, interpersonal concordance, law and order orientation, social contract orientation, and universal ethics orientation. All or even just one of these stages will make a good topic for your research paper or you could just do the research paper on Kohlberg.
.
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.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Chapter 3 - Islamic Banking Products and Services.pptx
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.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
2. 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.
3. “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
4. plate of spaghetti. There
was no way they were going to be able to support two new
strategic thrusts with 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
5. 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
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.
6. “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
7. 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
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
8. 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 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
9. 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.
10. 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 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.