SCI 200 Project Part One: Research Question Guidelines and Rubric
Overview: Now that you have identified an issue in the natural sciences to research for your project, the next step is to formulate a specific research question to
investigate in your planning document. For example, if your topic was electric cars, the following is an example question that would narrow the focus of your
research: “What advances must be made in electric car technology and usage to have an impact on climate change?” As you develop your research question,
think about how English physician John Snow was forced to develop his questions, and how they had to change over time. With that in mind, in Theme 2 you will
investigate sources for your chosen topic, so your research question may evolve as you discover more details related to your topic. Remember that science is an
iterative process.
Prompt: Articulate a clear and specific research question related to the topic that you would like to investigate. You will submit this question to your instructor
for feedback and guidance while shaping the direction of your planning document.
Specifically, the following critical element must be addressed:
Based on what you know so far about your chosen topic, develop a specific research question. In other words, what would you like to know more about
the topic?
Rubric
Guidelines for Submission: Your research question should be one to two sentences, double spaced, with 12-point Times New Roman font and one-inch margins.
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Research Question Develops specific research
question related to chosen issue
Develops specific research
question related to chosen issue,
but lacks specificity or not clearly
related to chosen issue
Does not develop specific research
question related to chosen issue
80
Articulation of
Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
20
Total 100%
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, .
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
2Smith, H. A., and J. D. McKeen. Delivering Business Value wi.docxlorainedeserre
2Smith, H. A., and J. D. McKeen. “Delivering Business Value with IT at Hefty Hardware,” #1-L10-1-001, Queen’s
School of Business, May 2010. Reproduced by permission of Queen’s University, School of Business, Kingston,
Ontario, Canada.
MINI CASE
Delivering Business Value with IT
at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea,
VP of retail marketing, as she slipped into a seat at
the table in the Hefty Hardware executive dining
room, next to her colleagues. “It’s all technical
mumbo-jumbo when they talk to you and I still
don’t know if they have any idea about what we’re
trying to accomplish with our Savvy Store pro-
gram. I keep explaining that we have to improve
the customer experience and that we need IT’s
help to do this, but they keep talking about infra-
structure and bandwidth and technical architec-
ture, which is all their internal stuff and doesn’t
relate to what we’re trying to do at all! They have
so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we
go outside the company.”
“You’ve got that right,” agreed Glen Vogel,
the COO. “I really like my IT account manager,
Jenny Henderson. She sits in on all our strategy
meetings and seems to really understand our
business, but that’s about as far as it goes. By the
time we get a project going, my staff are all com-
plaining that the IT people don’t even know some
of our basic business functions, like how our
warehouses operate. It takes so long to deliver any
sort of technology to the field, and when it doesn’t
work the way we want it to, they just shrug and
tell us to add it to the list for the next release! Are
we really getting value for all of the millions that
we pour into IT?”
“Well, I don’t think it’s as bad as you both
seem to believe,” added Michelle Wright, the
CFO. “My EA sings the praises of the help desk
and the new ERP system we put in last year. We
can now close the books at month-end in 24 hours.
Before that, it took days. And I’ve seen the bench-
marking reports on our computer operations. We
are in the top quartile for reliability and cost-effec-
tiveness for all our hardware and systems. I don’t
think we could get IT any cheaper outside the
company.”
“You are talking ‘apples and oranges’ here,”
said Glen. “On one hand, you’re saying that we’re
getting good, cheap, reliable computer operations
and value for the money we’re spending here. On
the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re
really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even
agree with you that they do a pretty good job of
keeping our systems functioning and preventing
viruses and things. At least we’ve never lost any
data like some of our competitors. But I don’t see
how they’re contributing to executing our business
strategy. And surely in this day and age with
increased competition, new technologies coming
out all over the place, and so many changes in our
eco ...
Attribute - Pearson Education, Inc. Publishing as Prentice Hall.docxShiraPrater50
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 1
Hefty Hardware Case Study Assignment
Synopsis
This case highlights a retail firm struggling to make sense of the increasing criticality of information technology (IT) to the business and the value IT is currently delivering. Torn between “keeping the lights on” and “delivering new products and services to customers”, successive CIOs have failed to connect effectively with their business partners despite seemingly effective relationships at the mid-management level. How to collaborate effectively with the business at all levels remains the key IT challenge.
Key Issues
· • There is increasing pressure on business to be more flexible and to deliver products and services to customers quickly. IT practices often inhibit these business goals.
· • “Techno speak” is confusing and frustrating for business. This can work against IT plans and strategies because business leaders don’t understand how these plans/strategies relate to their own needs, issues, and strategies.
· • Business expects IT communication to be in business language.
Key Points
The Scene
The challenge is “knowing where to start” – just as it is in real organizations – and this requires detective work. Therefore, the first task is to highlight the issues. To do this, you will have to identify all the issues presented within the case.
The Analysis
Once the issues are identified, summarize the situation at Hefty based on the identified issues. As you have already identified, there are number of issues in the case. Your task is to hone down to two key challenges, which are highlighted in the case.
Here is a hint, the first challenge is one of collaboration and the second is one of communication.
There are a lot of different possible solutions to address both the short-term needs and the long-term needs at Hefty. In order to consider what is most important, you will have to make sure that your solutions address both the communications and collaborations challenges.
Questions
1. Explain how IT and the business can work collaboratively to deliver the Savvy Store program successfully. (Appendix A provides an organizational chart to help with the planning)
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 2
Appendix A
Organization Chart
Running Head: Case Studies
2
Running Head: Case Studies
Case Studies Reviews
Type Your Full Name Here
Professor Dr. Lynda Marshall
University Of The Cumberlands
Organization Leadership
And
Decision Making
Type Date Here
Abstract
Type a paragraph that briefs your audience/ reader about your paper. Synthesize each topic of discussion. The abstract section is always typed on page 2 following the title page. Font type is Times New Roman with 12 font size letters. A minimum of 7 succinct sentences is required in this section.
Introduction
Type a paragraph that prepares your audience/ reader on what you are about to say. Indent th ...
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxssuserf9c51d
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxroushhsiu
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxaltheaboyer
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business ...
HP's Converged Infrastructure and Data Center Transformation Models Define th...Dana Gardner
Transcript of a sponsored podcast discussion from HP Discover 2011 in Las Vegas on How HP's converged strategy is designed to meet the challenges facing IT today.
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
2Smith, H. A., and J. D. McKeen. Delivering Business Value wi.docxlorainedeserre
2Smith, H. A., and J. D. McKeen. “Delivering Business Value with IT at Hefty Hardware,” #1-L10-1-001, Queen’s
School of Business, May 2010. Reproduced by permission of Queen’s University, School of Business, Kingston,
Ontario, Canada.
MINI CASE
Delivering Business Value with IT
at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea,
VP of retail marketing, as she slipped into a seat at
the table in the Hefty Hardware executive dining
room, next to her colleagues. “It’s all technical
mumbo-jumbo when they talk to you and I still
don’t know if they have any idea about what we’re
trying to accomplish with our Savvy Store pro-
gram. I keep explaining that we have to improve
the customer experience and that we need IT’s
help to do this, but they keep talking about infra-
structure and bandwidth and technical architec-
ture, which is all their internal stuff and doesn’t
relate to what we’re trying to do at all! They have
so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we
go outside the company.”
“You’ve got that right,” agreed Glen Vogel,
the COO. “I really like my IT account manager,
Jenny Henderson. She sits in on all our strategy
meetings and seems to really understand our
business, but that’s about as far as it goes. By the
time we get a project going, my staff are all com-
plaining that the IT people don’t even know some
of our basic business functions, like how our
warehouses operate. It takes so long to deliver any
sort of technology to the field, and when it doesn’t
work the way we want it to, they just shrug and
tell us to add it to the list for the next release! Are
we really getting value for all of the millions that
we pour into IT?”
“Well, I don’t think it’s as bad as you both
seem to believe,” added Michelle Wright, the
CFO. “My EA sings the praises of the help desk
and the new ERP system we put in last year. We
can now close the books at month-end in 24 hours.
Before that, it took days. And I’ve seen the bench-
marking reports on our computer operations. We
are in the top quartile for reliability and cost-effec-
tiveness for all our hardware and systems. I don’t
think we could get IT any cheaper outside the
company.”
“You are talking ‘apples and oranges’ here,”
said Glen. “On one hand, you’re saying that we’re
getting good, cheap, reliable computer operations
and value for the money we’re spending here. On
the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re
really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even
agree with you that they do a pretty good job of
keeping our systems functioning and preventing
viruses and things. At least we’ve never lost any
data like some of our competitors. But I don’t see
how they’re contributing to executing our business
strategy. And surely in this day and age with
increased competition, new technologies coming
out all over the place, and so many changes in our
eco ...
Attribute - Pearson Education, Inc. Publishing as Prentice Hall.docxShiraPrater50
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 1
Hefty Hardware Case Study Assignment
Synopsis
This case highlights a retail firm struggling to make sense of the increasing criticality of information technology (IT) to the business and the value IT is currently delivering. Torn between “keeping the lights on” and “delivering new products and services to customers”, successive CIOs have failed to connect effectively with their business partners despite seemingly effective relationships at the mid-management level. How to collaborate effectively with the business at all levels remains the key IT challenge.
Key Issues
· • There is increasing pressure on business to be more flexible and to deliver products and services to customers quickly. IT practices often inhibit these business goals.
· • “Techno speak” is confusing and frustrating for business. This can work against IT plans and strategies because business leaders don’t understand how these plans/strategies relate to their own needs, issues, and strategies.
· • Business expects IT communication to be in business language.
Key Points
The Scene
The challenge is “knowing where to start” – just as it is in real organizations – and this requires detective work. Therefore, the first task is to highlight the issues. To do this, you will have to identify all the issues presented within the case.
The Analysis
Once the issues are identified, summarize the situation at Hefty based on the identified issues. As you have already identified, there are number of issues in the case. Your task is to hone down to two key challenges, which are highlighted in the case.
Here is a hint, the first challenge is one of collaboration and the second is one of communication.
There are a lot of different possible solutions to address both the short-term needs and the long-term needs at Hefty. In order to consider what is most important, you will have to make sure that your solutions address both the communications and collaborations challenges.
Questions
1. Explain how IT and the business can work collaboratively to deliver the Savvy Store program successfully. (Appendix A provides an organizational chart to help with the planning)
Attribute - Pearson Education, Inc. Publishing as Prentice Hall 2
Appendix A
Organization Chart
Running Head: Case Studies
2
Running Head: Case Studies
Case Studies Reviews
Type Your Full Name Here
Professor Dr. Lynda Marshall
University Of The Cumberlands
Organization Leadership
And
Decision Making
Type Date Here
Abstract
Type a paragraph that briefs your audience/ reader about your paper. Synthesize each topic of discussion. The abstract section is always typed on page 2 following the title page. Font type is Times New Roman with 12 font size letters. A minimum of 7 succinct sentences is required in this section.
Introduction
Type a paragraph that prepares your audience/ reader on what you are about to say. Indent th ...
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxssuserf9c51d
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxroushhsiu
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business.
Mini CaseDelivering Business Value with IT at Hefty Hardw.docxaltheaboyer
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t
know if they have any idea about what we’re trying to accomplish with our Savvy Store
program. I keep explaining that we have to improve the customer experience and that
we need IT’s help to do this, but they keep talking about infrastructure and bandwidth
and technical architecture, which is all their internal stuff and doesn’t relate to what
we’re trying to do at all! They have so many processes and reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside the company.”
“You’ve got that right,” agreed Glen Vogel, the COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really
understand our business, but that’s about as far as it goes. By the time we get a project
going, my staff are all complaining that the IT people don’t even know some of our
basic business functions, like how our warehouses operate. It takes so long to deliver
any sort of technology to the field, and when it doesn’t work the way we want it to, they
just shrug and tell us to add it to the list for the next release! Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle
Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system
we put in last year. We can now close the books at month-end in 24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our computer operations. We
are in the top quartile for reliability and cost-effectiveness for all our hardware and
systems. I don’t think we could get IT any cheaper outside the company.”
“You are talking ‘apples and oranges’ here,” said Glen. “On one hand, you’re
saying that we’re getting good, cheap, reliable computer operations and value for the
money we’re spending here. On the other hand, we don’t feel IT is contributing to
creating new business value for Hefty. They’re really two different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that they do a pretty
good job of keeping our systems functioning and preventing viruses and things. At
least we’ve never lost any data like some of our competitors. But I don’t see how they’re
contributing to executing our business strategy. And surely in this day and age with
increased competition, new technologies coming out all over the place, and so many
changes in our economy, we should be able to get them to help us be more flexible, not
less, and deliver new products and services to our customers quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering Business ...
HP's Converged Infrastructure and Data Center Transformation Models Define th...Dana Gardner
Transcript of a sponsored podcast discussion from HP Discover 2011 in Las Vegas on How HP's converged strategy is designed to meet the challenges facing IT today.
The Analytics Stack Guidebook (Holistics)Truong Bomi
Chapter 1: High-level Overview of an Analytics Setup
Chapter 2: Centralizing Data
Chapter 3: Data Modeling for Analytics
Chapter 4: Using Data
+++
Trích lời Huy - tác giả cuốn sách, co-founder & CTO của Holistics
+++
"Làm thế nào để thiết kế hệ thống BI stack phù hợp cho công ty mình?"
Có bao giờ bạn được công ty giao nhiệm vụ set up hệ thống BI/analytics stack cho công ty, rồi đến khi lên mạng google thì tá hoả vì mỗi bài viết, mỗi người bạn khác nhau lại khuyên bạn nên sử dụng một bộ công cụ/công nghệ khác nhau? ETL hay ELT, Hadoop hay BigQuery, Data Warehouse hay Data Lake, ...
Rồi bạn thắc mắc: Thiết kế một hệ thống analytics stack như thế nào là phù hợp với nhu cầu hiện tại của công ty mình? Làm thế nào để bắt đầu nhanh nhưng vẫn có thể scale được (mà không phải đập đi xây lại) khi nhu cầu dữ liệu tăng cao?
Thay vì chín người mười ý, bạn ước giá mà có 1 tấm bản đồ (map) có thể giúp bạn định vị được trong thế giới BI/analytics phức tạp này. Một tấm bản đồ cho bạn thấy các thành phần khác nhau của mỗi hệ thống BI là gì, lắp ráp nó lại như thế nào, và tradeoff giữa các cách tiếp cận khác nhau là sao.
Well, sau 2 tháng trời cực khổ thì team mình đã vẽ ra tấm bản đồ đó trong hình dạng một.. cuốn sách:
"The Analytics Setup Guidebook: How to build scalable analytics & BI stacks in modern cloud era."
Cuốn sách là một crash-course để bạn có thể trở thành một "part-time data architect", giúp bạn hiểu được rõ hơn về landscape analytics phức tạp hiện nay.
Sách giải thích high-level overview của một hệ thống analytics ntn, các thành phần tương tác với nhau ra sao, và đi sâu vào đủ chi tiết của những thành phần cũng như best practices cuả nó.
Cuốn sách được viết dành cho các bạn hơi technical được nhận nhiệm vụ phụ trách hệ thống analytics của công ty mình. Bạn có thể là một data analyst đang làm BI, software engineer được kêu qua hỗ trợ làm data engineering, hoặc đơn giản là 1 Product Manager đang thắc mắc sao quy trình data công ty mình chậm quá...
Cuốn sách cũng có những phần chia sẻ nâng cao như Data Modeling, BI evolution phù hợp với các bạn đã có kinh nghiệm làm BI lâu đời.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Chapter 9 Changing Your Requirements-Gathering Mind-Set Th.docxchristinemaritza
Chapter 9
Changing Your Requirements-Gathering Mind-Set
The success of any IT project is determined at the very beginning of the project life cycle,
when the IT staff meets with the business clients to gather the requirements. But IT's
track record with this important phase is similar to its history with project management
itself: abysmal. Requirements have been gathered for decades, but most IT
organizations have yet to discover a consistently successful way of sitting down with
business clients, discussing their needs, and translating those needs into a useful
system, enhancement, customization, or software package selection.
In fact, according to some statistics, poor requirements gathering is the cause of about
70 percent of today's technology project failures. That's because passing along one bad
requirement is akin to throwing a stone into a pond and watching how far the ripples go.
According to some calculations, each badly defined requirement results in 10 bad design
statements, which then can multiply to 100 incorrect coding statements. Even if that's
an exaggeration, you can easily see how poor requirements negatively affect application
integrity, maintenance costs, and client satisfaction. This is true whether you're looking
to build a custom system, buy a new software package, or enhance an existing system.
Skipping requirements gathering is like building a house without a plan. For example,
I've seen companies buy software that didn't meet their business needs, mainly because
they wanted to save time on the requirements step. When they tried to modify the
package to meet their needs, they discovered they didn't know the requirements. They
sadly concluded that the step they skipped really did need to be done to make the
package useful.
I often see organizations turn to yet another vendor tool or methodology in their
attempt to improve this situation. But just as with project management, IT is facing a
problem that requires less of a scientific fix and more of a mind-set change that
emphasizes the up-front work of really communicating with business clients to discover
what they need.
From what I've seen in my 24 years in the IT profession and from working with clients
across the country, this is a mind-set change that's way past due, as business leaders
grow increasingly frustrated with the gap between what clients need and what IT
delivers. I learned about the importance of good requirements throughout my varied IT
career, which included stints in analysis, development, production support, project
management, and relationship management. It became clear to me that to have success
in any of these roles, it all starts with good requirements. Everyone who has to read and
use them appreciates them, they increase productivity and quality, and they add
accountability. Finally, a good requirement is measurable because either the end
product delivers on that requirement or it doesn't.
Specificall ...
Digital Workplace Quick Poll: What's not, what's not!Jane McConnell
Priority topics as voted by 110 organizations worldwide in the July 2013 Quick Poll for the 2014 Digital Workplace Survey.
Lots of food for thought for digital practitioners and their eco-system of partners, consultants, agencies and vendors.
Survey Says: Investing in IT Distinguishes Industry Leaders from Industry Lag...Dana Gardner
Transcript of a sponsored BriefingsDirect podcast on the results of a survey that shows that innovation focusing on information and KPIs drives substantial positive business results.
How the Modern Data Center Extends Across Remote Locations Due to Automation ...Dana Gardner
A discussion on how new demands from the industrial edge, 5G networks, and hybrid deployment models will lead to more diverse types of data centers in more places.
Big Data Pushes Enterprises into Data-Driven Mode, Makes Demands for More App...Dana Gardner
Transcript of a BriefingsDirect podcast on how creating big-data capabilities are new top business imperatives in dealing with a flood of data from disparate sources.
This takes a look at the architectural constructs that are used for building business intelligence systems and how they are used in business processes to improve marketing, better serve customers, and maximize organizational efficiency.
Data Analytics Integration in OrganizationsKavika Roy
What is data analytics and how it is used by large organizations to support strategic and organizational decisions.?
Read the full article to know more
https://www.datatobiz.com/blog/integrating-data-analytics-organizations-professional/
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.
Problem 7. Dollars for WaitingJeffrey Swift has been a messenger.docxjeffsrosalyn
Problem 7. Dollars for Waiting?
Jeffrey Swift has been a messenger used by a couple of the local businesses where the Discrimina, Inc. machine shop is located. Sometimes he has done some extra errands inside the Discrimina building for a couple of hours. For the last several weeks, he has helped package items for shipment on Thursdays. Things have gone well, but Jeffrey is concerned because sometimes he has waited over two hours in the waiting room while waiting for the packaging to begin. He wouldn't mind but Discrimina pays only for packaging time, not for waiting time. He can never be certain when the parts will be ready for packaging because final quality checking time varies wildly.
Jeffrey has his own delivery business, but Discrimina has only paid him cash. Each time, Jeffrey has given the company a receipt for the cash. While he waits, he sometimes goes out for donuts for the crew. At other times, he plays games on his PDA or makes cell calls to friends.
Question
If Jeffrey Swift sues for the waiting time hours, what is the likely result and why? Write your answer in a Word document in 1-2 pages.
.
Problem 8-2B(a) Journalize the transactions, including explanation.docxjeffsrosalyn
Problem 8-2B
(a) Journalize the transactions, including explanations.
(Note, enter all accounts in one box.
The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
1
2
3
4
5
(b) Enter the January 1, 2014 balances in Accounts Receivable and Allowance for Doubtful Accounts. Post the transactions to the ledger T Accounts
Be sure to post the amounts to the correct side of the T-Account!
Accounts Receivable
Bal.
(2)
(1)
(3)
(5)
(4)
(5)
Bal.
Allowance for Doubtful Accounts
(4)
Bal.
(5)
Bal.
(c)
Prepare the journal entry to record bad debt expense for 2014, assuming that aging the accounts receivable indicates that expected bad debts are $140,000.
Balance needed
...............................................................................
$
Balance before adjustment [see (b)]
................................................
Adjustment required
.......................................................................
$
The journal entry would therefore be as follows:
(d) Accounts Receivable Turnover Ratios:
Enter your answer here
Average Collection Period:
Enter your answer here
Problem 8-6B
(a) Journalize the transactions, including explanations.
(Note, enter all accounts in one box.
The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
5
20
Feb
18
Apr
20
30
May
25
Aug
18
Sept.
1
Problem 9-2B
(a) Journalize the transactions, including explanations.
(Note, enter all accounts in one box.
The dates have been included to help with formatting).
If there are two entries for the same day, then you do not need to enter the date again.
Date
Account Titles and Explanation
Debit
Credit
April
1
May
1
May
1
June
1
Sept
1
PART B
Dec
31
31
(c)
Partial Balance Sheet
TONG CORPORATION
Partial Balance Sheet
December 31, 2014
Assets
Plant assets
Account title
Amount
Account title
Amount
Account title
Amount
Account title (or contra account)
Amount
Total plant assets
Amount
Problem 9-7B
(a)
BUS 1
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 2
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 3
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
(b)
BUS 2
Year
Depreciation Expense
Amount
Amount
.
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The Analytics Stack Guidebook (Holistics)Truong Bomi
Chapter 1: High-level Overview of an Analytics Setup
Chapter 2: Centralizing Data
Chapter 3: Data Modeling for Analytics
Chapter 4: Using Data
+++
Trích lời Huy - tác giả cuốn sách, co-founder & CTO của Holistics
+++
"Làm thế nào để thiết kế hệ thống BI stack phù hợp cho công ty mình?"
Có bao giờ bạn được công ty giao nhiệm vụ set up hệ thống BI/analytics stack cho công ty, rồi đến khi lên mạng google thì tá hoả vì mỗi bài viết, mỗi người bạn khác nhau lại khuyên bạn nên sử dụng một bộ công cụ/công nghệ khác nhau? ETL hay ELT, Hadoop hay BigQuery, Data Warehouse hay Data Lake, ...
Rồi bạn thắc mắc: Thiết kế một hệ thống analytics stack như thế nào là phù hợp với nhu cầu hiện tại của công ty mình? Làm thế nào để bắt đầu nhanh nhưng vẫn có thể scale được (mà không phải đập đi xây lại) khi nhu cầu dữ liệu tăng cao?
Thay vì chín người mười ý, bạn ước giá mà có 1 tấm bản đồ (map) có thể giúp bạn định vị được trong thế giới BI/analytics phức tạp này. Một tấm bản đồ cho bạn thấy các thành phần khác nhau của mỗi hệ thống BI là gì, lắp ráp nó lại như thế nào, và tradeoff giữa các cách tiếp cận khác nhau là sao.
Well, sau 2 tháng trời cực khổ thì team mình đã vẽ ra tấm bản đồ đó trong hình dạng một.. cuốn sách:
"The Analytics Setup Guidebook: How to build scalable analytics & BI stacks in modern cloud era."
Cuốn sách là một crash-course để bạn có thể trở thành một "part-time data architect", giúp bạn hiểu được rõ hơn về landscape analytics phức tạp hiện nay.
Sách giải thích high-level overview của một hệ thống analytics ntn, các thành phần tương tác với nhau ra sao, và đi sâu vào đủ chi tiết của những thành phần cũng như best practices cuả nó.
Cuốn sách được viết dành cho các bạn hơi technical được nhận nhiệm vụ phụ trách hệ thống analytics của công ty mình. Bạn có thể là một data analyst đang làm BI, software engineer được kêu qua hỗ trợ làm data engineering, hoặc đơn giản là 1 Product Manager đang thắc mắc sao quy trình data công ty mình chậm quá...
Cuốn sách cũng có những phần chia sẻ nâng cao như Data Modeling, BI evolution phù hợp với các bạn đã có kinh nghiệm làm BI lâu đời.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Chapter 9 Changing Your Requirements-Gathering Mind-Set Th.docxchristinemaritza
Chapter 9
Changing Your Requirements-Gathering Mind-Set
The success of any IT project is determined at the very beginning of the project life cycle,
when the IT staff meets with the business clients to gather the requirements. But IT's
track record with this important phase is similar to its history with project management
itself: abysmal. Requirements have been gathered for decades, but most IT
organizations have yet to discover a consistently successful way of sitting down with
business clients, discussing their needs, and translating those needs into a useful
system, enhancement, customization, or software package selection.
In fact, according to some statistics, poor requirements gathering is the cause of about
70 percent of today's technology project failures. That's because passing along one bad
requirement is akin to throwing a stone into a pond and watching how far the ripples go.
According to some calculations, each badly defined requirement results in 10 bad design
statements, which then can multiply to 100 incorrect coding statements. Even if that's
an exaggeration, you can easily see how poor requirements negatively affect application
integrity, maintenance costs, and client satisfaction. This is true whether you're looking
to build a custom system, buy a new software package, or enhance an existing system.
Skipping requirements gathering is like building a house without a plan. For example,
I've seen companies buy software that didn't meet their business needs, mainly because
they wanted to save time on the requirements step. When they tried to modify the
package to meet their needs, they discovered they didn't know the requirements. They
sadly concluded that the step they skipped really did need to be done to make the
package useful.
I often see organizations turn to yet another vendor tool or methodology in their
attempt to improve this situation. But just as with project management, IT is facing a
problem that requires less of a scientific fix and more of a mind-set change that
emphasizes the up-front work of really communicating with business clients to discover
what they need.
From what I've seen in my 24 years in the IT profession and from working with clients
across the country, this is a mind-set change that's way past due, as business leaders
grow increasingly frustrated with the gap between what clients need and what IT
delivers. I learned about the importance of good requirements throughout my varied IT
career, which included stints in analysis, development, production support, project
management, and relationship management. It became clear to me that to have success
in any of these roles, it all starts with good requirements. Everyone who has to read and
use them appreciates them, they increase productivity and quality, and they add
accountability. Finally, a good requirement is measurable because either the end
product delivers on that requirement or it doesn't.
Specificall ...
Digital Workplace Quick Poll: What's not, what's not!Jane McConnell
Priority topics as voted by 110 organizations worldwide in the July 2013 Quick Poll for the 2014 Digital Workplace Survey.
Lots of food for thought for digital practitioners and their eco-system of partners, consultants, agencies and vendors.
Survey Says: Investing in IT Distinguishes Industry Leaders from Industry Lag...Dana Gardner
Transcript of a sponsored BriefingsDirect podcast on the results of a survey that shows that innovation focusing on information and KPIs drives substantial positive business results.
How the Modern Data Center Extends Across Remote Locations Due to Automation ...Dana Gardner
A discussion on how new demands from the industrial edge, 5G networks, and hybrid deployment models will lead to more diverse types of data centers in more places.
Big Data Pushes Enterprises into Data-Driven Mode, Makes Demands for More App...Dana Gardner
Transcript of a BriefingsDirect podcast on how creating big-data capabilities are new top business imperatives in dealing with a flood of data from disparate sources.
This takes a look at the architectural constructs that are used for building business intelligence systems and how they are used in business processes to improve marketing, better serve customers, and maximize organizational efficiency.
Data Analytics Integration in OrganizationsKavika Roy
What is data analytics and how it is used by large organizations to support strategic and organizational decisions.?
Read the full article to know more
https://www.datatobiz.com/blog/integrating-data-analytics-organizations-professional/
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.
Problem 7. Dollars for WaitingJeffrey Swift has been a messenger.docxjeffsrosalyn
Problem 7. Dollars for Waiting?
Jeffrey Swift has been a messenger used by a couple of the local businesses where the Discrimina, Inc. machine shop is located. Sometimes he has done some extra errands inside the Discrimina building for a couple of hours. For the last several weeks, he has helped package items for shipment on Thursdays. Things have gone well, but Jeffrey is concerned because sometimes he has waited over two hours in the waiting room while waiting for the packaging to begin. He wouldn't mind but Discrimina pays only for packaging time, not for waiting time. He can never be certain when the parts will be ready for packaging because final quality checking time varies wildly.
Jeffrey has his own delivery business, but Discrimina has only paid him cash. Each time, Jeffrey has given the company a receipt for the cash. While he waits, he sometimes goes out for donuts for the crew. At other times, he plays games on his PDA or makes cell calls to friends.
Question
If Jeffrey Swift sues for the waiting time hours, what is the likely result and why? Write your answer in a Word document in 1-2 pages.
.
Problem 8-2B(a) Journalize the transactions, including explanation.docxjeffsrosalyn
Problem 8-2B
(a) Journalize the transactions, including explanations.
(Note, enter all accounts in one box.
The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
1
2
3
4
5
(b) Enter the January 1, 2014 balances in Accounts Receivable and Allowance for Doubtful Accounts. Post the transactions to the ledger T Accounts
Be sure to post the amounts to the correct side of the T-Account!
Accounts Receivable
Bal.
(2)
(1)
(3)
(5)
(4)
(5)
Bal.
Allowance for Doubtful Accounts
(4)
Bal.
(5)
Bal.
(c)
Prepare the journal entry to record bad debt expense for 2014, assuming that aging the accounts receivable indicates that expected bad debts are $140,000.
Balance needed
...............................................................................
$
Balance before adjustment [see (b)]
................................................
Adjustment required
.......................................................................
$
The journal entry would therefore be as follows:
(d) Accounts Receivable Turnover Ratios:
Enter your answer here
Average Collection Period:
Enter your answer here
Problem 8-6B
(a) Journalize the transactions, including explanations.
(Note, enter all accounts in one box.
The dates have been included to help with formatting).
Date
Account Titles and Explanation
Debit
Credit
5
20
Feb
18
Apr
20
30
May
25
Aug
18
Sept.
1
Problem 9-2B
(a) Journalize the transactions, including explanations.
(Note, enter all accounts in one box.
The dates have been included to help with formatting).
If there are two entries for the same day, then you do not need to enter the date again.
Date
Account Titles and Explanation
Debit
Credit
April
1
May
1
May
1
June
1
Sept
1
PART B
Dec
31
31
(c)
Partial Balance Sheet
TONG CORPORATION
Partial Balance Sheet
December 31, 2014
Assets
Plant assets
Account title
Amount
Account title
Amount
Account title
Amount
Account title (or contra account)
Amount
Total plant assets
Amount
Problem 9-7B
(a)
BUS 1
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 2
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
BUS 3
Year
Computation
Accumulated Depreciation
Amount
Amount
Amount
(b)
BUS 2
Year
Depreciation Expense
Amount
Amount
.
Problem 14-4AFinancial information for Ernie Bishop Company is pre.docxjeffsrosalyn
Problem 14-4A
Financial information for Ernie Bishop Company is presented below.
ERNIE BISHOP COMPANY
Balance Sheets
December 31
Assets
2013
2012
Cash
$ 70,000
$ 65,000
Short-term investments
52,000
40,000
Receivables (net)
98,000
80,000
Inventory
125,000
135,000
Prepaid expenses
29,000
23,000
Land
130,000
130,000
Building and equipment (net)
168,000
175,000
$672,000
$648,000
Liabilities and Stockholders’ Equity
Notes payable
$100,000
100,000
Accounts payable
48,000
42,000
Accrued liabilities
44,000
40,000
Bonds payable, due 2016
150,000
150,000
Common stock, $10 par
200,000
200,000
Retained earnings
130,000
116,000
$672,000
$648,000
ERNIE BISHOP COMPANY
Income Statement
For the Years Ended December 31
2013
2012
Net sales
$858,000
$798,000
Cost of goods sold
611,000
575,000
Gross profit
247,000
223,000
Operating expenses
204,500
181,000
Net income
$ 42,500
$ 42,000
Additional information:
1.
Inventory at the beginning of 2012 was $118,000.
2.
Total assets at the beginning of 2012 were $632,000.
3.
No common stock transactions occurred during 2012 or 2013.
4.
All sales were on account.
5.
Receivables (net) at the beginning of 2012 were $88,000.
(a)
Indicate, by using ratios, the change in liquidity and profitability of Ernie Bishop Company from 2012 to 2013.
(Round Earnings per share to 2 decimal places, e.g. 1.65, and all others to 1 decimal place, e.g. 6.8 or 6.8% .)
2012
2013
Change
LIQUIDITY
Current
Acid-test
Receivables turnover
Inventory turnover
PROFITABILITY
Profit margin
Asset turnover
Return on assets
Earnings per share
$
(b)
Given below are three independent situations and a ratio that may be affected. For each situation, compute the affected ratio (1) as of December 31, 2013, and (2) as of December 31, 2014, after giving effect to the situation. Net income for 2014 was $50,000. Total assets on December 31, 2014, were $700,000.
Situation
Ratio
(1)
18,000 shares of common stock were sold at par on July 1, 2014.
Return on common stockholders’ equity
(2)
All of the notes payable were paid in 2014. The only change in liabilities was that the notes payable were paid.
Debt to total assets
(3)
Market price of common stock was $9 on December 31, 2013, and $12.50 on December 31, 2014.
Price-earnings ratio
2013
2014
Change
Return on common stockholders’ equity
Debt to total assets
Price-earnings ratio
Click if you would like to Show Work for this question:
Open Show Work
.
Problem and solution essay about the difficulties of speaking Engli.docxjeffsrosalyn
Problem and solution essay about the difficulties of speaking English language for international students in the foriegn country.
- introduction with good thesis statement( start with transition word and include the problem and solution)
- first body paragraph ( define and explain the problem)
- second body paragraph. give the solution
- conclusion
two paraphrase
.
problem 8-6 (LO 4) Worksheet, direct and indirect holding, interco.docxjeffsrosalyn
problem 8-6 (LO 4) Worksheet, direct and indirect holding, intercompany mer-
chandise,
machine. The
following
diagram
depicts
the
relationships
among
Mary
Company, John Company, and Joan Company on December 31, 2014:
Mary
John
Owns 60%
Owns 40%
Joan
Owns 50%
Mary Company purchases its interest in John Company on January 1, 2012, for $204,000.
John Company purchases its interest in Joan Company on January 1, 2013, for $75,000. Mary
Company purchases its interest in Joan Company on January 1, 2014, for $72,000. All invest-
ments are accounted for under the equity method. Control over Joan Company does not occur
until the January 1, 2014, acquisition. Thus, a D&D schedule will be prepared for the invest-
ment in Joan as of January 1, 2014.
The following stockholders’ equities are available:
John
Joan
Company
December31
,
December 31
2011
2012
2013
Commonstock ($10par). ........... ............
$150,000
Commonstock ($10par). ........... ............
$100,000
$100,000
Paid-incapitalinexcess of par ............. ..... 75,000
Retained earnings .............................
75,000
50,000
80,000
Totalequity ......... ........... ............
$300,000
$150,000
$180,000
On January 2, 2014, Joan Company sells a machine to Mary Company for $20,000. The
machine has a book value of $10,000, with an estimated life of five years and is being depre-
ciated on a straight-line basis.
John Company sells $20,000 of merchandise to Joan Company during 2014 to realize a gross
profit of 30%. Of this merchandise, $5,000 remains in Joan Company’s December 31, 2014,
inventory. Joan owes John $3,000 on December 31, 2014, for merchandise delivered during
2014.
Trial balances of the three companies prepared from general ledger account balances on
December 31, 2014, are as follows:
Mary
John
Joan
Cash ...................... ........... ......
62,500
60,000
30,000
Accounts Receivable ........................... 200,000
55,000
30,000
Inventory ................... ........... ......
360,000
80,000
50,000
Investmentin JohnCompany........... ........ 270,000
Investmentin JoanCompany........... .......... 86,000
107,500
Property, Plant,andEquipment.... ........... ...2,250,000
850,000
350,000
Accumulated Depreciation ....... ........... .... (938,000)
(377,500)
(121,800
Mary
John
Joan
Intangibles.... ........... ........... .........
15,000
Accounts Payable ............... ........... ...
(215,500)
(61,000)
(22,000)
AccruedExpenses............... ........... ...
(12,000)
(4,000)
(1,200)
BondsPayable. ........... ........... .........
(500,000)
(300,000)
(100,000)
Common Stock($5par) ........................
(500,000)
Common Stock($10par) ....................... (150,000)
Common Stock($10par) ....................... (100,000)
Paid-In Capital inExcessof Par ...... ........... (700,000)
(75,000).
Problem 4-5ADevine Brown opened Devine’s Carpet Cleaners on March .docxjeffsrosalyn
Problem 4-5A
Devine Brown opened Devine’s Carpet Cleaners on March 1. During March, the following transactions were completed.
Mar. 1
Invested $10,940 cash in the business.
1
Purchased used truck for $6,050, paying $3,025 cash and the balance on account.
3
Purchased cleaning supplies for $1,128 on account.
5
Paid $1,788 cash on one-year insurance policy effective March 1.
14
Billed customers $4,723 for cleaning services.
18
Paid $1,538 cash on amount owed on truck and $402 on amount owed on cleaning supplies.
20
Paid $1,648 cash for employee salaries.
21
Collected $1,926 cash from customers billed on March 14.
28
Billed customers $2,561 for cleaning services.
31
Paid gasoline for month on truck $393.
31
Withdrew $769 cash for personal use.
(a)
Your answer is correct.
Journalize the March transactions.
(Record entries in the order displayed in the problem statement. Credit account titles are automatically indented when amount is entered. Do not indent manually.)
Date
Account Titles and Explanation
Debit
Credit
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
J1
[removed]
[removed]
[removed]
Click if you would like to Show Work for this question:
Open Show Work
SHOW LIST OF ACCOUNTS
SHOW ANSWER
LINK TO TEXT
LINK TO TEXT
LINK TO TEXT
LINK TO TEXT
Attempts: 2 of 5 used
(b) and (c)
Your answer is partially correct. Try again.
Prepare a trial balance at March 31 on a worksheet. Enter the following adjustments on the worksheet and complete the worksheet.
(1)
Earned but unbilled revenue at March 31 was $843.
(2)
Depreciation on equipment for the month was $463.
(3)
One-twelfth of the insurance expired.
(4)
An inventory count shows $273 of cleaning supplies on hand at March 31.
(5)
Accrued but unpaid employee salaries were $598.
DEVINE’S CARPET CLEANERS
Worksheet
For the Month Ended March 31, 2012
Trial Balance
Adjustments
Adjusted Trial Balance
Income Statement
Balance Sheet
Account Titles
Dr.
Cr.
Dr.
Cr.
Dr.
Cr.
Dr.
Cr.
Dr.
Cr.
Cash
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
Accounts Receivable
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
Supplies
[removed]
[removed]
[removed]
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[removed]
[removed]
[removed]
Prepaid Insurance
[removed]
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[removed]
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[removed]
Equipment
[removed]
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Accounts Payable
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[removed]
[removed]
Owner’s Capital
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
Owner’s Drawings
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[remove.
Problem 1-4A (Part Level Submission)Matt Stiner started a delivery.docxjeffsrosalyn
Problem 1-4A (Part Level Submission)
Matt Stiner started a delivery service, Stiner Deliveries, on June 1, 2014. The following transactions occurred during the month of June.
June 1
Stockholders invested $14,493 cash in the business in exchange for common stock.
2
Purchased a used van for deliveries for $14,932. Matt paid $3,189 cash and signed a note payable for the remaining balance.
3
Paid $669 for office rent for the month.
5
Performed $4,502 of services on account.
9
Declared and paid $203 in cash dividends.
12
Purchased supplies for $109 on account.
15
Received a cash payment of $1,468 for services provided on June 5.
17
Purchased gasoline for $124 on account.
20
Received a cash payment of $1,385 for services provided.
23
Made a cash payment of $531 on the note payable.
26
Paid $122 for utilities.
29
Paid for the gasoline purchased on account on June 17.
30
Paid $1,255 for employee salaries.
(a)
Show the effects of the previous transactions on the accounting equation.
(If a transaction causes a decrease in Assets, Liabilities or Stockholders' Equity, place a negative sign (or parentheses) in front of the amount entered for the particular Asset, Liability or Equity item that was reduced. See Illustration 1-8 for example.)
STINER DELIVERIES
Assets
=
Liabilities
+
Stockholders' Equity
Retained Earnings
Date
Cash
+
Accounts
Receivable
+
Supplies
+
Equipment
=
Notes
Payable
+
Accounts
Payable
+
Common
Stock
+
Revenues
–
Expenses
–
Dividends
June 1
$
[removed]
$
[removed]
$
[removed]
$
[removed]
$
[removed]
$
[removed]
$
[removed]
$
[removed]
$
[removed]
$
[removed]
2
[removed]
[removed]
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3
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5
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9
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12
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15
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17
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20
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23
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PROBLEM 5-5BPrepare a correct detailed multiple-step income stat.docxjeffsrosalyn
PROBLEM 5-5B
Prepare a correct detailed multiple-step income statement.
Assume a tax rate of 25%.
WRIGHT COMPANY
Income Statement
For the Month Ended December 31, 2014
Sales Revenues
Account title
Amount
Account title
Amount
Account title
Amount
Net Sales
Cost of goods sold
Gross profit
Amount
Operating Expenses
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Account title
Amount
Total operating expenses
Amount
Income from operations
Amount
Other revenues and gains
Account title
Amount
Other expenses and losses
Account title
Amount
Amount (Total)
Income before income taxes
Income tax expense
Net Income
P5-5B
An inexperienced accountant prepared this condensed income statement for
Wright Company, a retail firm that has been in business for a number of years.
WRIGHT COMPANY
Income Statement
For the Year Ended December 31, 2014
Revenues
Net sales $952,000
Other revenues 16,000
968,000
Cost of goods sold 548,000
Gross profit 420,000
Operating expenses
Selling expenses 160,000
Administrative expenses
104,000
264,000
Net earnings $156,000
As an experienced, knowledgeable accountant, you review the statement and determine
the following facts.
1. Net sales consist of sales $972,000, less freight-out on merchandise sold $20,000.
2. Other revenues consist of sales discounts $12,000 and interest revenue $4,000.
3. Selling expenses consist of salespersons’ salaries $88,000; depreciation on equip-
ment $4,000; sales returns and allowances $46,000; advertising $12,000; and sales
commissions $10,000. All compensation should be recorded as Salaries and Wages
Expense.
4. Administrative expenses consist of office salaries $54,000; dividends $14,000; utili-
ties $13,000; interest expense $3,000; and rent expense $20,000, which includes
prepayments totaling $2,000 for the first month of 2015. The utilities represent
utilities paid. At December 31, utility expense of $3,000 has been incurred but not
paid.
Problem 6-2B
(a) Determine the Cost of Goods Available for Sale
Date
Explanation
Units
Unit Cost
Total Cost
Total
(b) Determine the ending inventory and cost of goods sold under each of the assumed cost flow methods.
Prove the accuracy of the cost of goods sold under FIFO and LIFO.
FIFO
(1) Ending Inventory
(2) Cost of Goods Sold
Date
Units
Unit Cost
Total Cost
Cost of goods available for sale
Amount
Amount
Amount
Less: ending inventory
Amount
Amount
Amount
Total
Amount
Total
Amount
Cost of Goods Sold
Amount
Proof of Cost of Goods Sold (FIFO)
Date
Units
Unit Cost
Total Cost
Amount
Amount
Amount
Amount
Amount
Amount
Amount
Amount
Total
Amount
Total
Amount
LIFO
(1) Ending Inventory
(2) Cost of Goods Sold
Date
Units
Unit Cost
Total Cost
Cost of goods available for sale
Amount
Amount
Amount
Less: ending inventory
Amount
Amount
Amount
Total
Amount
Total
Amount
Cost of Goods Sold
Amount
Proof of .
Problem 12-9ACondensed financial data of Odgers Inc. follow.ODGE.docxjeffsrosalyn
Problem 12-9A
Condensed financial data of Odgers Inc. follow.
ODGERS INC.
Comparative Balance Sheets
December 31
Assets
2014
2013
Cash
$ 147,864
$ 88,572
Accounts receivable
160,674
69,540
Inventory
205,875
188,216
Prepaid expenses
51,972
47,580
Long-term investments
252,540
199,470
Plant assets
521,550
443,775
Accumulated depreciation
(91,500
)
(95,160
)
Total
$1,248,975
$941,993
Liabilities and Stockholders’ Equity
Accounts payable
$ 186,660
$ 123,159
Accrued expenses payable
30,195
38,430
Bonds payable
201,300
267,180
Common stock
402,600
320,250
Retained earnings
428,220
192,974
Total
$1,248,975
$941,993
ODGERS INC.
Income Statement Data
For the Year Ended December 31, 2014
Sales revenue
$710,882
Less:
Cost of goods sold
$247,892
Operating expenses, excluding depreciation
22,710
Depreciation expense
85,095
Income tax expense
49,922
Interest expense
8,656
Loss on disposal of plant assets
13,725
428,000
Net income
$ 282,882
Additional information:
1.
New plant assets costing $183,000 were purchased for cash during the year.
2.
Old plant assets having an original cost of $105,225 and accumulated depreciation of $88,755 were sold for $2,745 cash.
3.
Bonds payable matured and were paid off at face value for cash.
4.
A cash dividend of $47,636 was declared and paid during the year.
Prepare a statement of cash flows using the indirect method.
(Show amounts that decrease cash flow with either a - sign e.g. -15,000 or in parenthesis e.g. (15,000).)
ODGERS INC.
Statement of Cash Flows
For the Year Ended December 31, 2014
$
$
$
[removed]
.
Problem 13-6AIrwin Corporation has been authorized to issue 20,80.docxjeffsrosalyn
*Problem 13-6A
Irwin Corporation has been authorized to issue 20,800 shares of $100 par value, 10%, noncumulative preferred stock
and 981,000 shares of no-par common stock. The corporation assigned a $2.50 stated value to the common stock. At
December 31, 2014, the ledger contained the following balances pertaining to stockholders’ equity.
The preferred stock was issued for land having a fair value of $142,900. All common stock issued was for cash. In
November, 1,500 shares of common stock were purchased for the treasury at a per share cost of $14. In
December, 500 shares of treasury stock were sold for $15 per share. No dividends were declared in 2014.
Preferred Stock $119,000
Paid-in Capital in Excess of Par—Preferred Stock 23,900
Common Stock 981,000
Paid-in Capital in Excess of Stated Value—Common Stock 1,781,300
Treasury Stock (1,000 common shares) 14,000
Paid-in Capital from Treasury Stock 500
Retained Earnings 81,600
.
Prior to posting in this discussion, completeThe Parking Garage.docxjeffsrosalyn
Prior to posting in this discussion, complete
The Parking Garage
scenario interactivity module and view the video,
This is Water by David Foster Wallace
. Reflect on what you have seen and recall a time when you experienced simplistic and unfounded stereotypical thinking. What could you have done differently? What is something that you need to work on in the future to become a better critical thinker? 200 words
.
Prior to engaging in this discussion, read Chapters 10 and 11 in y.docxjeffsrosalyn
Prior to engaging in this discussion, read Chapters 10 and 11 in your text as well as the “Steps for Effective Discharge Planning” article, and review any relevant Instructor Guidance.
For this discussion, refer to the information in the
“Introduction to the Miller Family”
document.
Select one of the family members below whose medical condition has the potential to have worsened to the point that they would need to be hospitalized. Once you have chosen your subject, create a discharge scenario. Each of these family members has been introduced in an earlier assignment. Be sure to review your materials for that assignment including any relevant instructor feedback.
Option 1:
Elías - leukemia
Option 2:
Lila - diabetes (IDDM)
Option 3:
Sam - liver disease caused by heavy drinking
Option 4:
Lucy - bipolar disorder and serious substance abuse (dual diagnosis)
In your initial post, create and present a possible scenario in order to respond to the subject’s discharge from the hospital. See earlier assignments for samples of how to begin crafting the scenario for your subject. Remember to be creative, refer to the “Introduction to the Miller Family” document, and include as much detailed information as appropriate. Be sure to address the following points in your initial post.
Describe the specific issues that need to be addressed when discharging this patient.
Briefly identify who (individuals, professionals, agencies, or organizations) might be identified in the plan, what needs to be done, and when it should happen.
Identify community resources (e.g., doctors, counselors, and agencies) that will be needed, what their roles are in the plan, and assess how they might meet the needs of your patient. Integrate the biological theory of intellect and cognition with your subject’s sociocultural experiences in order to better ascertain his or her needs.
Identify and discuss at least one barrier for success based on the individual’s intellect and his or her sociocultural experiences and perspectives. Critique the contributions of community-based programs and how they might alleviate issues related to this barrier.
dq2
Watch one of the eight videos from
The Future of Medicine
playlist. Then, go to the Ashford University Library and find two research articles related to the social impact or relevance of the topic addressed in your selected video. For assistance with finding peer-reviewed articles, please see the
tutorial
on the Ashford University Library website. Consider the work you have completed in the previous discussions throughout the course. Summarize how we, as individuals, are affected by disease, disability, or disorder. What emotions do we experience toward others with these conditions (empathy, judgment, fear, guilt)? Critique the contributions of community-based programs and how they influence our societal reactions to diseases, disabilities, and disorders. Examine and comment on the ways in which individuals, families, communi.
Privacy in a Technological AgePrivacy protection is a hot top.docxjeffsrosalyn
Privacy in a Technological Age:
Privacy protection is a hot topic in today’s data-hungry technological world
. In a well-written paper,
1.
Begin with an examination of an individual’s right to privacy
.
Then consider
2.
How advanced surveillance and monitoring technologies might intrude upon this right to privacy.
3.
How might the roles and obligations of an organization conflict with its workers right to privacy?
Provide specific examples to support your analysis.
Your well-written paper should be 2-3 pages in length and formatted according to the
CSU-Global Guide to Writing and
APA Requirements
. You should reference 2-3 scholarly sources (your textbook can count as one of these). The CSU-Global Library is a good place to find these scholarly sources
Textbook is attached
Reynolds, G. W. (2014).
Ethics in information technology
(5th ed.). Stamford, CT: Cengage Learning
Note:
I don’t need cover page.
.
Privacy Introduction Does the technology today Pene.docxjeffsrosalyn
Privacy :
Introduction
Does the technology today
Penetrates
our
privacy
?
Harms and the benefits.
What is the natural right for privacy ?
How we can trust the people or the organizations in our privacy ?
Does the governments have the right to go through our privacy? why ?
What the limit for privacy ?
How we can protect our privacy ?
Conclusion
.
Prisoner rights in America are based largely on the provisions of th.docxjeffsrosalyn
Prisoner rights in America are based largely on the provisions of the Bill of Rights. In this assignment, you will research the U.S. Bill of Rights and explain its major provisions. You should address the impact that the Bill of Rights has had on the field of criminal justice, corrections, and prisoners' rights. Also, explain how the Bill of Rights is applied at the state level.
Identify and explain the major provisions of the Bill of Rights.
How has the Bill of Rights significantly impacted the prisoners' rights and the fields of criminal justice and corrections?
Explain how the Bill of Rights is applied at the state level.
What are 2 major avenues of relief pursued by prisoners?
You must reference at least 2 credible sources in APA style.
4 pages
No plagerism
Abstract and Reference Page
.
Principles of Supply and Demanda brief example of supply and deman.docxjeffsrosalyn
Principles of Supply and Demand
a brief example of supply and demand for public health goods and services. Select two factors that might influence price elasticity of demand for public health goods or services in your example. Explain how and why price elasticity might influence the quantity of goods and services demanded in that example.
.
Primary Task Response Within the Discussion Board area, write 300.docxjeffsrosalyn
Primary Task Response:
Within the Discussion Board area, write 300–500 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas.
Interest groups play a significant role in contemporary American politics, on a wide range of public policy issues, from healthcare (Affordable Care Act, for example) to gun control (the NRA is a well-known example), and from financial services regulation to regulating food production.
For this discussion board, choose an interest group that appeals to you and then identify a public policy issue that your selected interest group is working on impacting. In addition, include the following information:
What types of activities are conducted by your interest group? Provide examples of activities undertaken by the group within the last 12 months. Activities can include lobbying, television or radio spots, media spots, rallies or other activities. Also, if available, provide links to any news articles about the organization’s activities or press releases from the organization or other articles from the organization’s website for your classmates’ reference.
How is your chosen interest group connected to the average citizen, if at all? Provide examples of average citizens’ involvement in your chosen interest group, if any. If your chosen interest group rarely or does not interact with the average citizen, please discuss how the work of your chosen interest group indirectly impacts the average citizen, if at all.
Do you believe that interest groups do, or have the ability to, promote corruption in government? Explain your position. If they do or have the potential to do so, why do you believe so? If not, what do you think prevents them from corrupting government? Support your position with specific examples.
.
Pretend you are a British government official during the time leadin.docxjeffsrosalyn
Pretend you are a British government official during the time leading up the Revolutionary War.
Write a 2-3 paragraph letter to the editor of your local newspaper explaining your feelins about the actions of the colonists. Be sure to give examples. (Things to possibly include: Do you think they are overreacting? Why or why not? How do you feel the issues should be resolved?) Really put some thought into this assignment, it wouldn't hurt to do some outside research to support your Letter to the Editor
.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
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.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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.
Thesis Statement for students diagnonsed withADHD.ppt
SCI 200 Project Part One Research Question Guidelines and R.docx
1. SCI 200 Project Part One: Research Question Guidelines and
Rubric
Overview: Now that you have identified an issue in the natural
sciences to research for your project, the next step is to
formulate a specific research question to
investigate in your planning document. For example, if your
topic was electric cars, the following is an example question
that would narrow the focus of your
research: “What advances must be made in electric car
technology and usage to have an impact on climate change?” As
you develop your research question,
think about how English physician John Snow was forced to
develop his questions, and how they had to change over time.
With that in mind, in Theme 2 you will
investigate sources for your chosen topic, so your research
question may evolve as you discover more details related to
your topic. Remember that science is an
iterative process.
Prompt: Articulate a clear and specific research question related
to the topic that you would like to investigate. You will submit
this question to your instructor
for feedback and guidance while shaping the direction of your
planning document.
Specifically, the following critical element must be addressed:
opic,
develop a specific research question. In other words, what
2. would you like to know more about
the topic?
Rubric
Guidelines for Submission: Your research question should be
one to two sentences, double spaced, with 12-point Times New
Roman font and one-inch margins.
Critical Elements Proficient (100%) Needs Improvement (75%)
Not Evident (0%) Value
Research Question Develops specific research
question related to chosen issue
Develops specific research
question related to chosen issue,
but lacks specificity or not clearly
related to chosen issue
Does not develop specific research
question related to chosen issue
80
Articulation of
Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
3. spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
20
Total 100%
Mini Case
Delivering Business Value with
IT at Hefty Hardware2
“IT is a pain in the neck,” groused Cheryl
O’Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive
dining room, next to
her colleagues. “It’s all technical mumbo-jumbo when they talk
to you and I still don’t
know if they have any idea about what we’re trying to
accomplish with our Savvy Store
program. I keep explaining that we have to improve the
customer experience and that
we need IT’s help to do this, but they keep talking about
infrastructure and bandwidth
4. and technical architecture, which is all their internal stuff and
doesn’t relate to what
we’re trying to do at all! They have so many processes and
reviews that I’m not sure
we’ll ever get this project off the ground unless we go outside
the company.”
“You’ve got that right,” agreed Glen Vogel, the
COO. “I really like my IT account
manager, Jenny Henderson. She sits in on all our strategy
meetings and seems to really
understand our business, but that’s about as far as it goes. By
the time we get a project
going, my staff are all complaining that the IT people don’t
even know some of our
basic business functions, like how our warehouses operate. It
takes so long to deliver
any sort of technology to the field, and when it doesn’t work the
way we want it to, they
just shrug and tell us to add it to the list for the next release!
Are we really getting value
for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,”
added Michelle
Wright, the CFO. “My EA singsthe praises of
the help desk and the new ERP system
we put in last year. We can now close the books at month-end in
24 hours. Before that,
it took days. And I’ve seen the benchmarking reports on our
computer operations. We
are in the top quartile for reliability and cost-effectiveness for
all our hardware and
systems. I don’t think we could get IT any cheaper outside the
company.”
5. “You are talking ‘apples and oranges’ here,” said Glen. “On one
hand, you’re
saying that we’re getting good, cheap, reliable computer
operations and value for the
money we’re spending here. On the other hand, we don’t feel IT
is contributing to
creating new business value for Hefty. They’re really two
different things.”
“Yes, they are,” agreed Cheryl. “I’d even agree with you that
they do a pretty
good job of keeping our systems functioning and preventing
viruses and things. At
least we’ve never lost any data like some of our competitors.
But I don’t see how they’re
contributing to executing our business strategy. And surely in
this day and age with
increased competition, new technologies coming out all over the
place, and so many
changes in our economy, we should be able to get them to help
us be more flexible, not
less, and deliver new products and services to our customers
quickly!”
2 Smith, H. A., and J. D. McKeen. “Delivering
Business Value with IT at Hefty Hardware.”
#1-L10-1-001,
Queen’s School of Business, May 2010. Reproduced by
permission of Queen’s University, School of Business,
Kingston, Ontario, Canada.
98
M06_MCKE0260_03_GE_C06.indd 98 12/3/14 8:38 PM
6. Delivering Business Value with IT at Hefty
Hardware 99
The conversation moved on then, but Glen was thoughtful as he
walked back to
his office after lunch. Truthfully, he only ever thought about IT
when it affected him and
his area. Like his other colleagues, he found most of his
communication with the depart-
ment, Jenny excepted, to be unintelligible, so he delegated it to
his subordinates, unless
it absolutely couldn’t be avoided. But Cheryl was right. IT was
becoming increasingly
important to how the company did its business. Although
Hefty’s success was built on
its excellent supply chain logistics and the assortment of
products in its stores, IT played
a huge role in this. And to implement Hefty’s new Savvy Store
strategy, IT would be
critical for ensuring that the products were there when a
customer wanted them and
that every store associate had the proper information to answer
customers’ questions.
In Europe, he knew from his travels, IT
was front and center in most cutting-
edge retail stores. It provided extensive self-service to improve
checkout; multichannel
access to information inside stores to enable customers to
browse an extended product
base and better support sales associates assisting customers; and
multimedia to engage
customers with extended product knowledge. Part of Hefty’s
new Savvy Store business
strategy was to copy some of these initiatives, hoping to become
7. the first retailer in
North America to completely integrate multimedia and digital
information into each of
its 1,000 stores. They’d spent months at the executive
committee meetings working out
this new strategic thrust—using information and multimedia to
improve the customer
experience in a variety of ways and to make it consistent in
each of their stores. Now,
they had to figure out exactly how to execute it, and IT was a
key player. The question
in Glen’s mind now was how could the business and IT work
together to deliver on this
vision, when IT was essentially operating in its own technical
world, which bore very
little relationship to the world of business?
Entering his office, with its panoramic view of
the downtowncore, Glen had an
idea. “Hefty’s stores operate in a different world than we do at
our head office. Wouldn’t
it be great to take some of our best IT folks out on the road so
they could see what it’s
really like in the field? What seems like a good idea here at
corporate doesn’t always
work out there, and we need to balance our corporate needs with
those of our store
operations.” He remembered going to one of Hefty’s smaller
stores in Moose River and
seeing how its managers had circumvented the company’s
stringent security protocols
by writing their passwords on Post-it notes stuck to the store’s
only computer terminal.
So, on his next trip to the field he decided he would take Jenny,
along with Cheryl
8. and the Marketing IT Relationship Manager, Paul Gutierez, and
maybe even invite the
CIO, Farzad Mohammed, and a couple of the IT architects. “It
would be good for them
to see what’s actually happening in the stores,” he reasoned.
“Maybe once they do, it
will help them understand what we’re trying to accomplish.”
A few days later, Glen’s e-mailed invitation had Farzad in a
quandary. “He wants
to take me and some of my top people—including you—on the
road two weeks from
now,” he complained to his chief architect, Sergei Grozny.
“Maybe I could spare Jenny
to go, since she’s Glen’s main contact, but we’re up to our
wazoos in alligators trying to
put together our strategic IT architecture so we can support
their Savvy Stores initiative
and half a dozen more ‘top priority’ projects. We’re supposed to
present our IT strategy
to the steering committee in three weeks!”
“And I need Paul to work with the architecture team over the
next couple of
weeks to review our plans and then to work with the master data
team to help them
outline their information strategy,” said Sergei. “If we don’t
have the infrastructure and
M06_MCKE0260_03_GE_C06.indd 99 12/3/14 8:38 PM
100 Section I • Delivering Value with IT
integrated information in place there aren’t going to be any
9. ‘Savvy Stores’! You can’t
send Paul and my core architects off on some boondoggle for a
whole week! They’ve all
seen a Hefty store. It’s not like they’re going to see anything
different.”
“You’re right,” agreed Farzad. “Glen’s just going to have to
understand that I can’t
send five of our top people into the field right now. Maybe in
six months after we’ve
finished this planning and budget cycle. We’ve got too much
work to do now. I’ll send
Jenny and maybe that new intern, Joyce Li, who we’re thinking
of hiring. She could use
some exposure to the business, and she’s not working on
anything critical. I’ll e-mail
Jenny and get her to set it up with Glen. She’s so great with
these business guys. I don’t
know how she does it, but she seems to really get them onside.”
Three hours later, Jenny Henderson arrived back from a
refreshing noontime
workout to find Farzad’s request in her priority
in-box. “Oh #*!#*@!” she swore. She
had a more finely nuanced understanding of the politics
involved in this situation, and
she was standing on a land mine for sure. Her business contacts
had all known about
the invitation, and she knew it was more than a simple request.
However, Farzad, hav-
ing been with the company for only eighteen months, might not
recognize the olive
branch that it represented, nor the problems that it would cause
if he turned down the
trip or if he sent a very junior staff member in his place. “I have
to speak with him about
10. this before I do anything,” she concluded, reaching for her
jacket.
But just as she swiveled around to go see Farzad, Paul Gutierez
appeared in her
doorway, looking furious. “Got a moment?” he asked and, not
waiting for her answer,
plunked himself down in her visitor’s chair. Jenny could almost
see the steam coming
out of his ears, and his face was beet red. Paul was a great
colleague, so mentally put-
ting the “pause” button on her own problems, Jenny replied,
“Sure, what’s up?”
“Well, I just got back from the new technology meeting between
marketing and
our R&Dguys, and it was just terrible!” he
moaned. I’ve been trying to get Cheryl and
her group to consider doing some experimentation with cell
phone promotions—you
know, using that new Japanese bar coding system. There are a
million things you can
do with mobile these days. So, she asked me to set up a
demonstration of the technol-
ogy and to have the R&Dguys explain what it might
do. At first, everyone was really
excited. They’d read about these things in magazines and
wanted to know more. But
our guys kept droning on about 3G and 4G technology and
different types of connec-
tivity and security and how the data move around and how we
have to model and
architect everything so it all fits together. They had the business
guys so confused we
never actually got talking about how the technology might be
used for marketing and
11. whether it was a good business idea. After about half an hour,
everyone just tuned out.
I tried to bring it back to the applications we could develop if
we just invested a little
in the mobile connectivity infrastructure, but by then we were
dead in the water. They
wouldn’t fund the project because they couldn’t see why
customers would want to use
mobile in our stores when we had perfectly good cash registers
and in-store kiosks!”
“I despair!” he said dramatically. “And you know what’s going
to happen don’t
you? In a year or so, when everyone else has got mobile apps,
they’re going to want
us to do something for them yesterday, and we’re going to have
to throw some sort of
stopgap technology in place to deal with it, and everyone’s
going to be complaining
that IT isn’t helping the business with what it needs!”
Jenny was sympathetic. “Been there, done that, and got the T-
shirt,” she laughed
wryly. “These tech guys are so brilliant, but they can’t ever
seem to connect what they
M06_MCKE0260_03_GE_C06.indd 100 12/3/14 8:38 PM
Delivering Business Value with IT at Hefty
Hardware 101
know to what the business thinks it needs. Sometimes, they’re
too farsighted and need
to just paint the next couple of steps of what could be done, not
12. the ‘flying around in
jetpacks vision.’ And sometimes I think they truly don’t
understand why the business
can’t see how these bits and bytes they’re talking about
translate into something that it
can use to make money.” She looked at her watch, and Paul got
the hint. He stood up.
“Thanks for letting me vent,” he said. “You’re a good listener.”
“I hope Farzad is,” she thought grimly as she headed down the
hall. “Or he’s
going to be out of here by Thanksgiving.” It was a sad truth that
CIOs seemed to turn
over every two years or so at Hefty. It
was almost predictable. A new CEO would
come
in, and the next thing you knew the CIO would be history. Or
the user satisfaction rate
would plummet, or there would be a major application crash, or
the executives would
complain about how much IT cost, or there would be an
expensive new system failure.
Whatever it was, IT would always get blamed, and the CIO
would be gone. “We have
some world-class people in IT,” she thought, “but everywhere
we go in the business, we
get a bad rap. And it’s not always our fault.”
She remembered the recent CIM project to produce a single
customer database for
all of Hefty’s divisions: hardware, clothing, sporting goods, and
credit. It had seemed
to be a straightforward project with lots of ROI, but the
infighting between the client
divisions had dragged the project (and the costs) out. No one
could agree about whose
13. version of the truth they should use, and the divisions had
assigned their most junior
people to it and insisted on numerous exceptions, workarounds,
and enhancements, all
of which had rendered the original business case useless. On top
of that, the company
had undergone a major restructuring in the middle of it, and a
lot of the major play-
ers had changed. “It would be a lot easier for us in IT if the
business would get its act
together about what it wants from IT,” she thought. But just as
quickly, she recognized
that this was probably an unrealistic goal. A more practical one
would be to find ways
for business and IT to work collaboratively at all levels. “We
each hold pieces of the
future picture of the business,” she mused. “We need to figure
out a better way to put
them together than simply trying to force them to fit.”
Knocking on Farzad’s door, she peeked into the window beside
it. He seemed
lost in thought but smiled when he saw her. “Jenny!” he
exclaimed. “I was just think-
ing about you and the e-mail I sent you. Have you done
anything about it yet?” When
she shook her head, he gave a sigh of relief. “I was just
rethinking my decision about
this trip, and I’d like your advice.” Jenny gave her own mental
sigh and stepped into
the office. “I think we have a problem with the business and we
need to fix it—fast,”
she said. “I’ve got some ideas, and what to do about the trip is
just part of them. Can
we talk?” Farzad nodded encouragingly and invited her to sit
down. “I agree with you,
14. and I’d like to hear what you have to say. We need to do things
differently around here,
and I think with your help we can. What did you have in mind?”
Discussion Questions
1. Overall, how effective is the partnership between IT and the
business at Hefty
Hardware? Identify the shortcomings of both IT and the
business.
2. Create a plan for how IT and the business can work
collaboratively to deliver the
Savvy Store program successfully.
M06_MCKE0260_03_GE_C06.indd 101 12/3/14 8:38 PM