Week 8 - Your Individual Assignment Instructions
(Individual Assignment) (8%)
· After studying The Orion Shield Project, (linked here and posted as a separate module at the end of course content), each student critically discusses the technical, ethical, legal, contractual, and other project management issues that faced program manager Gary Allison.
· He or she decides where Gary has done well and where not, in a succinct report that includes an executive summary.
Clarification:
After you view the videos, you'll likely agree that Gary Allison has not done well as Orion Shield R&D program manager.
Your task is to identify and discuss the technical, ethical, legal, contractual and other project management issues that he has faced. There are difficulties in each of these areas.
For instance, perhaps the Orion Shield contract type is wrong. What would have been a better one? For whom - the customer, the company or both?
This is no time to be politically correct. Name names as you identify the culprits in this case.
Be careful to study all the information in the case.
Remember to include a meaningful, results-filled executive summary at the beginning of your report. Be sure to leave enough time to run your analysis through Turnitin and make any necessary changes. You must submit both your final paper and your final Turnitin report to your assignment folder by the due date.
The Orion Shield Project Transcript:
Gary Allison accepted a position at Scientific Engineering Corporation (SEC) soon after graduating with a Ph. D. in mechanical engineering. Over the last 14 years he established a reputation as a respected and talented project engineer. Everything changed once he accepted a position as Project Manager on the Orion Shield Project.
"This is impossible! Just totally impossible! Ten months ago I was sitting on top of the world. Upper-level management considered me one of the best, if not the best engineer in the plant. Now look at me! I have bags under my eyes, I haven't slept soundly in the last six months, and here I am, cleaning out my desk. I'm sure glad they gave me back my old job in engineering. I guess I could have saved myself a lot of grief and aggravation had I not accepted the promotion to project manager."
Henry Larsen, the director of engineering, called Gary into his office.
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Gary was pleased to be involved in such an effort. He had no trouble getting functional support for the R&D effort necessary to put together a technical proposal. All of the functional managers continually remarked to Gary "This must be a biggy. The director of engineering has thrown all of his support behind you."
On December 2, the RFP was received. Gary identified one trouble area. The technical specification.
This document discusses research conducted to understand what separates star engineers from average performers. It describes two engineers, Henry and Lai, who were hired with similar credentials but took different approaches in their first assignment. While Henry focused solely on proving his technical skills, Lai took initiative to help colleagues with their projects. As a result, Lai was viewed as a potential star performer while Henry was seen as competent but lacking initiative. The document outlines nine work strategies used by star engineers, including taking initiative, developing networks of experts, continuously learning, and collaborating effectively. It explains how adopting these strategies can help engineers boost their productivity and performance.
What were issues with the Orion Shield ProjectSolutionA good .pdfkellenaowardstrigl34
What were issues with the Orion Shield Project?
Solution
A good project management plan takes some preparation. In the case study of The Orion Shield
Project that preparation never seemed to occur. From the beginning, the project was plagued with
the subcontractor, Scientific Engineering Corporation (SEC), bidding for a project that they
knew their current product would not be able to do. The case study shows the actions of an
inexperienced professional, his poor planning methods, unethical decision skills and inability to
manage a project to completion. While the project was looked at as a success, ultimately it was
doomed from the start. There was specification issues that initially concerned Gary Allison,
SEC’s project manager, but he was told by the Director of Engineering, Henry Larsen, that this
wasn’t a big issue. By the project manager lying to the primary contractor, Space Technology
Institute (STI), this created an unethical work environment from the start. There are various
issues throughout the project such as contractual, legal, technical and ethical issues. A project
manager should be concerned with time and cost, however, Gary was concerned mainly about
his new career and promotion. With the stakeholders waiting for a complete project and funding
on the line, the project team continuously upset STI until the primary contractor made a decision
to work more closely with SEC to ensure accuracy. With good project management skills, a
project manager uses tools to ensure project accuracy, timeliness and has weekly status meetings
with the primary contractor to keep them aware of any changes that may occur. In this paper you
will see an unorganized project with overrun funding and lack of organization.
Recommendations are made to enhance the performance of the project manager and the overall
improvements that should have been addressed at the start..
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Letter of Recommendation from Martin KennyGreg A. Steele
Greg Steele worked as a team lead on implementing a new financial system for Woolworths in Australia from April 2008 to December 2008. His manager, Martin Kenny, reports that Greg's quality of work was good with no complaints from the client. Greg was able to meet all timelines and deadlines. While the manager was not aware of specific initiatives or projects, Greg interacted well with the team as an individual contributor. Greg performed very well in his role as a senior systems programmer and was dependable, willing to work extra hours as needed. The manager found Greg to be professional and well-liked by colleagues.
Discussion Planning and OrganizingWhy is there so much poor p.docxedgar6wallace88877
Discussion: Planning and Organizing
Why is there so much poor planning and organizing in organizations? How could the planning process be improved where you work? Has anyone considered using flow process charts? An ancient Chinese proverb says, "In addition to the noble art of getting things done, there is the noble art of leaving things undone. The wisdom of life consists in the elimination of the non-essentials." What does this mean, and does it relate to planning?
Case Incident: First in the Market
Juan Peron is a process engineer employed by Vantage Engineering, Inc., and assigned to the research laboratory in the Advanced Products Division (APD). Vantage is a well-established manufacturer of military hardware. APD's general purpose is to conduct research to improve the company's military hardware products. However, the laboratory director was recently given permission to develop spin-off products for possible sale on the open market.
Juan spent his first year in APD assisting on various project assignments. At the end of that year, he was put in charge of a special project to research a chemically processed wood for specialty applications. During the initial stages of the project, Juan spent most of his time in the laboratory becoming familiar with the basic aspects of the treatment process. However, he soon tired of the long, tedious experimental work and became more and more eager to move quickly into the promotion and marketing of the product. This desire was soon realized. An article in a recent national trade publication had generated keen interest in a similar wood product, and as a result, Vantage immediately allocated several thousand dollars to the development and marketing of the chemically processed wood. Simultaneously, a minor reorganization occurred, placing Juan and his project under the direction of Greg Waites, a close friend of Juan's. Thus, Juan had an opportunity to get out of the lab and become more involved in the promotion and marketing aspects.
Juan and Greg soon began traveling nationally, discussing the new product with potential customers. Traveling enabled Juan to spend less and less time in the lab, and as a result many of the experiments required to determine the performance characteristics of the new product were left unfinished. As the number of companies demonstrating an interest in purchasing small quantities for trial applications grew, Juan suggested to Greg that a small pilot plant be constructed. In response to Greg's concerns regarding the performance characteristics of the wood, Juan assured him the preliminary tests indicated the wood could be successfully produced. Juan contended that Vantage had to get a head start on the newly created market before everyone else got into the game, that they should build the pilot plant immediately to fill the sudden influx of orders, and then worry about completing the performance tests. Greg, seeing the advantages of getting into the market first, final.
Discussion Planning and OrganizingWhy is there so much poor p.docxduketjoy27252
Discussion: Planning and Organizing
Why is there so much poor planning and organizing in organizations? How could the planning process be improved where you work? Has anyone considered using flow process charts? An ancient Chinese proverb says, "In addition to the noble art of getting things done, there is the noble art of leaving things undone. The wisdom of life consists in the elimination of the non-essentials." What does this mean, and does it relate to planning?
Case Incident: First in the Market
Juan Peron is a process engineer employed by Vantage Engineering, Inc., and assigned to the research laboratory in the Advanced Products Division (APD). Vantage is a well-established manufacturer of military hardware. APD's general purpose is to conduct research to improve the company's military hardware products. However, the laboratory director was recently given permission to develop spin-off products for possible sale on the open market.
Juan spent his first year in APD assisting on various project assignments. At the end of that year, he was put in charge of a special project to research a chemically processed wood for specialty applications. During the initial stages of the project, Juan spent most of his time in the laboratory becoming familiar with the basic aspects of the treatment process. However, he soon tired of the long, tedious experimental work and became more and more eager to move quickly into the promotion and marketing of the product. This desire was soon realized. An article in a recent national trade publication had generated keen interest in a similar wood product, and as a result, Vantage immediately allocated several thousand dollars to the development and marketing of the chemically processed wood. Simultaneously, a minor reorganization occurred, placing Juan and his project under the direction of Greg Waites, a close friend of Juan's. Thus, Juan had an opportunity to get out of the lab and become more involved in the promotion and marketing aspects.
Juan and Greg soon began traveling nationally, discussing the new product with potential customers. Traveling enabled Juan to spend less and less time in the lab, and as a result many of the experiments required to determine the performance characteristics of the new product were left unfinished. As the number of companies demonstrating an interest in purchasing small quantities for trial applications grew, Juan suggested to Greg that a small pilot plant be constructed. In response to Greg's concerns regarding the performance characteristics of the wood, Juan assured him the preliminary tests indicated the wood could be successfully produced. Juan contended that Vantage had to get a head start on the newly created market before everyone else got into the game, that they should build the pilot plant immediately to fill the sudden influx of orders, and then worry about completing the performance tests. Greg, seeing the advantages of getting into the market first, final.
The document describes an Innovation Engineering implementation at a company called AcmePowerCo. It discusses how the author, Jane, was tasked with leading a 6-month effort to implement Innovation Engineering in AcmePowerCo's Division Y. This involved preparing for and having an initial meeting with the Division Y GM to discuss Innovation Engineering and create a 6-month startup plan. Key actions taken included selecting Innovation Engineering Blue Belts and Black Belts to receive training and education.
Learn the top 5 reasons why software projects fail. The scariest part is that the failure causes are easily avoidable - yet as IT professionals, we continue to make life more difficult than it really needs to be.
This document discusses research conducted to understand what separates star engineers from average performers. It describes two engineers, Henry and Lai, who were hired with similar credentials but took different approaches in their first assignment. While Henry focused solely on proving his technical skills, Lai took initiative to help colleagues with their projects. As a result, Lai was viewed as a potential star performer while Henry was seen as competent but lacking initiative. The document outlines nine work strategies used by star engineers, including taking initiative, developing networks of experts, continuously learning, and collaborating effectively. It explains how adopting these strategies can help engineers boost their productivity and performance.
What were issues with the Orion Shield ProjectSolutionA good .pdfkellenaowardstrigl34
What were issues with the Orion Shield Project?
Solution
A good project management plan takes some preparation. In the case study of The Orion Shield
Project that preparation never seemed to occur. From the beginning, the project was plagued with
the subcontractor, Scientific Engineering Corporation (SEC), bidding for a project that they
knew their current product would not be able to do. The case study shows the actions of an
inexperienced professional, his poor planning methods, unethical decision skills and inability to
manage a project to completion. While the project was looked at as a success, ultimately it was
doomed from the start. There was specification issues that initially concerned Gary Allison,
SEC’s project manager, but he was told by the Director of Engineering, Henry Larsen, that this
wasn’t a big issue. By the project manager lying to the primary contractor, Space Technology
Institute (STI), this created an unethical work environment from the start. There are various
issues throughout the project such as contractual, legal, technical and ethical issues. A project
manager should be concerned with time and cost, however, Gary was concerned mainly about
his new career and promotion. With the stakeholders waiting for a complete project and funding
on the line, the project team continuously upset STI until the primary contractor made a decision
to work more closely with SEC to ensure accuracy. With good project management skills, a
project manager uses tools to ensure project accuracy, timeliness and has weekly status meetings
with the primary contractor to keep them aware of any changes that may occur. In this paper you
will see an unorganized project with overrun funding and lack of organization.
Recommendations are made to enhance the performance of the project manager and the overall
improvements that should have been addressed at the start..
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Letter of Recommendation from Martin KennyGreg A. Steele
Greg Steele worked as a team lead on implementing a new financial system for Woolworths in Australia from April 2008 to December 2008. His manager, Martin Kenny, reports that Greg's quality of work was good with no complaints from the client. Greg was able to meet all timelines and deadlines. While the manager was not aware of specific initiatives or projects, Greg interacted well with the team as an individual contributor. Greg performed very well in his role as a senior systems programmer and was dependable, willing to work extra hours as needed. The manager found Greg to be professional and well-liked by colleagues.
Discussion Planning and OrganizingWhy is there so much poor p.docxedgar6wallace88877
Discussion: Planning and Organizing
Why is there so much poor planning and organizing in organizations? How could the planning process be improved where you work? Has anyone considered using flow process charts? An ancient Chinese proverb says, "In addition to the noble art of getting things done, there is the noble art of leaving things undone. The wisdom of life consists in the elimination of the non-essentials." What does this mean, and does it relate to planning?
Case Incident: First in the Market
Juan Peron is a process engineer employed by Vantage Engineering, Inc., and assigned to the research laboratory in the Advanced Products Division (APD). Vantage is a well-established manufacturer of military hardware. APD's general purpose is to conduct research to improve the company's military hardware products. However, the laboratory director was recently given permission to develop spin-off products for possible sale on the open market.
Juan spent his first year in APD assisting on various project assignments. At the end of that year, he was put in charge of a special project to research a chemically processed wood for specialty applications. During the initial stages of the project, Juan spent most of his time in the laboratory becoming familiar with the basic aspects of the treatment process. However, he soon tired of the long, tedious experimental work and became more and more eager to move quickly into the promotion and marketing of the product. This desire was soon realized. An article in a recent national trade publication had generated keen interest in a similar wood product, and as a result, Vantage immediately allocated several thousand dollars to the development and marketing of the chemically processed wood. Simultaneously, a minor reorganization occurred, placing Juan and his project under the direction of Greg Waites, a close friend of Juan's. Thus, Juan had an opportunity to get out of the lab and become more involved in the promotion and marketing aspects.
Juan and Greg soon began traveling nationally, discussing the new product with potential customers. Traveling enabled Juan to spend less and less time in the lab, and as a result many of the experiments required to determine the performance characteristics of the new product were left unfinished. As the number of companies demonstrating an interest in purchasing small quantities for trial applications grew, Juan suggested to Greg that a small pilot plant be constructed. In response to Greg's concerns regarding the performance characteristics of the wood, Juan assured him the preliminary tests indicated the wood could be successfully produced. Juan contended that Vantage had to get a head start on the newly created market before everyone else got into the game, that they should build the pilot plant immediately to fill the sudden influx of orders, and then worry about completing the performance tests. Greg, seeing the advantages of getting into the market first, final.
Discussion Planning and OrganizingWhy is there so much poor p.docxduketjoy27252
Discussion: Planning and Organizing
Why is there so much poor planning and organizing in organizations? How could the planning process be improved where you work? Has anyone considered using flow process charts? An ancient Chinese proverb says, "In addition to the noble art of getting things done, there is the noble art of leaving things undone. The wisdom of life consists in the elimination of the non-essentials." What does this mean, and does it relate to planning?
Case Incident: First in the Market
Juan Peron is a process engineer employed by Vantage Engineering, Inc., and assigned to the research laboratory in the Advanced Products Division (APD). Vantage is a well-established manufacturer of military hardware. APD's general purpose is to conduct research to improve the company's military hardware products. However, the laboratory director was recently given permission to develop spin-off products for possible sale on the open market.
Juan spent his first year in APD assisting on various project assignments. At the end of that year, he was put in charge of a special project to research a chemically processed wood for specialty applications. During the initial stages of the project, Juan spent most of his time in the laboratory becoming familiar with the basic aspects of the treatment process. However, he soon tired of the long, tedious experimental work and became more and more eager to move quickly into the promotion and marketing of the product. This desire was soon realized. An article in a recent national trade publication had generated keen interest in a similar wood product, and as a result, Vantage immediately allocated several thousand dollars to the development and marketing of the chemically processed wood. Simultaneously, a minor reorganization occurred, placing Juan and his project under the direction of Greg Waites, a close friend of Juan's. Thus, Juan had an opportunity to get out of the lab and become more involved in the promotion and marketing aspects.
Juan and Greg soon began traveling nationally, discussing the new product with potential customers. Traveling enabled Juan to spend less and less time in the lab, and as a result many of the experiments required to determine the performance characteristics of the new product were left unfinished. As the number of companies demonstrating an interest in purchasing small quantities for trial applications grew, Juan suggested to Greg that a small pilot plant be constructed. In response to Greg's concerns regarding the performance characteristics of the wood, Juan assured him the preliminary tests indicated the wood could be successfully produced. Juan contended that Vantage had to get a head start on the newly created market before everyone else got into the game, that they should build the pilot plant immediately to fill the sudden influx of orders, and then worry about completing the performance tests. Greg, seeing the advantages of getting into the market first, final.
The document describes an Innovation Engineering implementation at a company called AcmePowerCo. It discusses how the author, Jane, was tasked with leading a 6-month effort to implement Innovation Engineering in AcmePowerCo's Division Y. This involved preparing for and having an initial meeting with the Division Y GM to discuss Innovation Engineering and create a 6-month startup plan. Key actions taken included selecting Innovation Engineering Blue Belts and Black Belts to receive training and education.
Learn the top 5 reasons why software projects fail. The scariest part is that the failure causes are easily avoidable - yet as IT professionals, we continue to make life more difficult than it really needs to be.
The document discusses the principles behind the Agile Manifesto and provides examples of patterns and anti-patterns related to adopting Agile practices. It begins by listing the 12 principles from the Agile Manifesto, including delivering working software frequently and valuing customer collaboration over contract negotiation. The document then analyzes scenarios to determine whether team decisions align with or contradict Agile principles, and suggests more aligned approaches when needed.
This project aimed to reduce setup time for flexographic printing machines at GM Nameplate. Setup times averaged over 68 minutes. Operators spent much time retrieving tools stored offsite. The team implemented 5S to improve organization, identified planning as a root cause for multiple retrieval trips, and created a pull scheduling system with standardized bins to prioritize jobs. These changes reduced setup time and increased annual production capacity.
Klint Cardinal conducted an industrial hygiene internship with Morley Builders in Santa Monica, CA from May to August 2016. As part of the internship, Klint performed respirable silica sampling at three construction projects in San Diego: Ball Park Village, Bosa, and UTC Westfield. Fifteen of the eighteen samples Klint took were above the OSHA PEL for silica exposure. At Ball Park Village specifically, Klint sampled drilling and chipping operations and found that four out of six samples exceeded exposure limits for silica and respirable dust. The results indicate that engineering controls and PPE may need to be implemented to reduce silica exposures.
Jeremy Hergert has over 20 years of experience in semiconductor manufacturing, holding roles such as Production Supervisor and Manufacturing Supervisor. He has a B.S. in Mathematics from Western Oregon State College and skills in leadership, accountability, and competitive drive. Currently he is a Senior Production Supervisor at Jireh Semiconductor, where his responsibilities include overseeing a shift of 40 employees, updating production reports, and mentoring other supervisors.
5001A few years ago I was part of project which consisted of ord.docxevonnehoggarth79783
5001
A few years ago I was part of project which consisted of ordering new vehicles to replace an old fleet my organization had. This process consisted of a small team of personnel with several assigned tasks in order to complete the project to standard. There was a project manager assigned and we had frequent meetings in order to make sure everyone was on the same page in the process. It was important to meet every so often so that everyone was on the right track to the objective.
The project consisted of ordering a specific type of vehicle that would be able to carry a specific type of load and also be able to be air transportable. The toughest part of the project was making sure the vehicle could be transported by air with no issues. There are a lot of restrictions when putting vehicles on a plane. This is why we wanted to be that the specifications of the vehicles were correct at the time of coming up with the design. It was a government vehicle going on a government plane. This made the process even tougher.
The project manager was the type of person who wanted to know every single detail of the project at all times. Even though we had regular meetings to see all the updates of the project, he wanted additional information in between the meetings because he was overall in charge of the project. The were some project-related factors that held the process of the overall project. The market research part of the project took longer than expected because we had to rely on private companies to give us quotes of the equipment we were planning to purchase. we were also help up trying to figure out the exact policies and restrictions of vehicles being air transported.
The overall impact of this project to the organization was positive. It took a long time to order the right type of vehicle for the mission at hand but at the same time it was worth the wait because the right type of equipment was ordered and the teams were able to accomplish theirs missions with ease.
5002
In 2014, I participated in a capital project to upgrade the mill’s IT network to meet our corporate standards. Most of this aging equipment was unsupported by both the manufacturer and Microsoft. The scope of the project was to upgrade all L2/L3 switches and implement a Mosaic VMware solution to give the capability to virtualize all of the outdated network servers. These servers ran our production and quality reporting services and with our aging physical servers, fiber, and copper connections the mill was experiencing lost production and materials due to unreliable inventory reports and production data. Remote support capability was implemented to reduce machine downtime and improve the range of support.
The importance of this project was high due to the issues it caused the planning team to schedule our assets properly. The project was six-month in length and enlisted help from the windows services, mosaic, and engineering teams along with the outside phone provider. The s.
In this session, I talk about how empirical data (which I’m calling agile numbers) can serve as signposts on our journey to reach the goal of delivering customer value faster with maximum reliability and minimum issues. I’ll show how agile numbers can help us determine if a practice is worth the investment and whether it will improve our team’s performance. I will also share examples of agile numbers that can assist you in your agile journey. Those numbers are pulled from different sources like scientific studies, research from Google, and the 2017 State of DevOps Report.
The talk explores what empirical data tells us about what works and what doesn’t in software delivery:
* What is the best team structure that leads to high IT performance?
* What is the best architecture that leads to high IT performance?
* Do skills, experience and personalities on a team what distinguishes great teams?
* What leadership attributes are tied to high IT performance?
Is estimation scientifically valid?
* Do code review works? How much time should we spend on them?
* How long is too long for a branch?
* And much more
Running Head Project Overview Statement1Project Overview Stat.docxtodd581
The project overview document summarizes a hardware deployment project for ABC Company. The old hardware system was causing major issues and incompatibility with current software. The goals of the new hardware deployment project are to ensure compatibility between software and hardware and improve overall functionality. Objectives include deploying updated hardware, ensuring compatibility, providing staff access, and decommissioning old hardware. Success will be measured by deployment of new hardware, increased productivity, reliability of new system, and efficient work flows. Risks include need for staff training and potential obstacles in knowledgeable staff or hardware availability.
1 ENG 1213 Research Essay (20) Draft #1 du.docxjeremylockett77
1
ENG 1213
Research Essay (20%)
Draft #1 due Wednesday, November 13th by 8:00am in the online drop-box
Bring a physical or digital copy to class.
Draft #2 due Friday, November 22nd by 8:00am in the online drop-box (1200 word minimum)
Bring a physical or digital copy to class.
Final due Monday, November 25th by 8:50am in the online drop-box (1600 word minimum)
Instructions:
Research a topic to construct an essay around your own analytical or argumentative thesis
statement. Your analysis/argument should be informed by secondary sources that reflect
relevant factual information as well as current scholarship (including debates) within your field
of research.
Option 1: An analytical essay interprets a primary text using secondary sources to inform and
engage your own analysis.
Option 2: An argumentative essay argues a social, political, or institutional point; informed by
and engaged with secondary sources that illuminate the existing positions on the subject.
Option 3: A problem/solution essay identifies an existing social, political, or institutional
problem and offers a solution based on information from secondary sources.
Your research essay should demonstrate:
a knowledge and critical assessment of the discourse of its subject (the academic
writings, case studies, histories, past and current debates—i.e. your secondary sources)
your own analysis and original argument on the subject.
NB: It is difficult to establish an original analysis/argument on commonly discussed
topics such as debates around gun control, abortion, and marijuana legalization; choose a
topic or an approach that will allow you to offer a new perspective.
2
Additionally, essays should:
Develop the stated thesis (a clearly defined and original stance)
Effectively incorporate 6-10 secondary sources, representative of the existing discourse.
Demonstrate critical thinking and knowledge of the subject material.
Support and defend the thesis through detailed argument, analysis, and evidence.
Additional Requirements:
Before submitting your essay, first you will submit:
A research proposal (due Monday, September 23rd)
An annotated bibliography (due Friday, October 4th)
A formal outline (due Monday, October 28th)
All three components must be submitted before you turn in your final essay.
For this assignment, you may expand upon your own previous work.
However, your research essay must be at least 70% new material and include at least
4 new sources. Previous work must be submitted at the time of the proposal.
Failure to comply with these guidelines will lead to plagiarism.
Format:
All essays must be typed, double spaced, 12 point Times New Roman font
Essays should be 1,600-2,000 words (approximately 5-6 pages)
Essay should include proper citations (a MLA Works Cited Page, Chicago Style
footnotes or endnotes, or an APA Reference Pa ...
This document provides an introduction to agile principles and practices. It discusses that agile values responding to change, continuous delivery, collaboration between teams, and delivering working software frequently through iterative development. It outlines three common agile practices: continuous feedback through testing, test-driven development, and continuous integration. The document emphasizes failing fast and delivering minimum viable products to adapt to changing needs.
The Unicorn Project and The Five Ideals (Updated Dec 2019)Gene Kim
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
This document outlines a project to establish a winter clothing manufacturing industry in Moose Jaw, Canada. The project aims to boost the local economy and provide jobs. The project team will oversee obtaining approvals, constructing facilities, procuring machinery, and implementing operations over 2.5-3 years with a budget of $1.78 million. Key milestones include completing construction, successfully implementing machinery, and generating revenue and demand for manufactured clothes. The team establishes roles, communication guidelines, and processes to manage scope, schedule, budget, quality, and risks to achieve the project's goals.
Why Your Team Has Slowed Down, Why That's Worse than You Think, and How to Fi...C4Media
Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/1ytDjEW.
Edmund Jorgensen discusses how and why engineering teams slow down, showing how attempts to manage costs in the face of slowdowns can death-spiral into worse delays with deadly economic consequences. Filmed at qconnewyork.com.
Edmund Jorgensen is a co-founder at Hut 8 Labs. Before Hut 8 Labs he worked at HubSpot, TripAdvisor, and a number of startups (some of them also with camel-cased names), where he led teams, designed and coded high-traffic systems, and carried the pager. He is especially interested in the operational and economic aspects of software.
Case Study 1THE MANAGEMENT RESERVEBackgroundA project sponMaximaSheffield592
Case Study 1
THE MANAGEMENT RESERVE
Background
A project sponsor forces the project management to include a management reserve in the cost of a project. However, the project sponsor intends to use the management reserve for his own “pet” project and this creates problems for the project manager.
Sole-Source Contract
The Structural Engineering Department at Avcon, Inc. made a breakthrough in the development of a high-quality, low-weight composite material. Avcon believed that the new material could be manufactured inexpensively and Avcon’s clients would benefit by lowering their manufacturing and shipping costs.
News of the breakthrough spread through the industry. Avcon was asked by one of its most important clients to submit an unsolicited proposal for design, development, and testing of products for the client using the new material. Jane would be the project manager. She had worked with the client previously as the project manager on several other projects that were considered successes.
Meeting with Tim
Because of the relative newness of the technology, both Avcon and the client understood that this could not be a firm-fixed-price contract. They ultimately agreed to a cost-plus-incentive-fee contract type. However, the target costs still had to be determined. Jane worked with all of the functional managers to determine what their efforts would be on this contract. The only unknown was the time and cost needed for structural testing. Structural testing would be done by the Structural Engineering Department, which was responsible for making the technical breakthrough. Tim was head of the Structural Engineering Department. Jane set up a meeting to discuss the cost of testing on this project. During the meeting, Tim replied:
A full test matrix will cost about $100,000. I believe that we should price out the full test matrix and also include a management reserve of at least $100,000 should anything go wrong.
Jane was a little perplexed about adding in a management reserve. Tim was usually right on the money on his estimates and Jane knew from previous experience that a full test matrix might not be needed. But Tim was the subject matter expert and Jane reluctantly agreed to include in the contract a management reserve of $100,000. As Jane was about to exit Tim’s office, Tim remarked:
Jane, I had requested to be your project sponsor on this effort and management has given me the okay. You and I will be working together on this effort. As such, I would like to see all of the cost figures before submitting the final bid to the client.
Reviewing Cost Figures
Jane had worked with Tim before but not in a situation where Tim would be the project sponsor. However, it was common on some contracts that lower and middle levels of management would assume the sponsorship role rather than having all sponsorship at the top of the organization. Jane met with Tim and showed him the following information, which would appear in the proposal:
Sharing rat ...
Agile Test Management and Reporting—Even in a Non-Agile ProjectTechWell
This document summarizes an upcoming presentation on "Agile Test Management and Reporting - Even in a Non-Agile Project" by Paul Holland from Testing Thoughts. The presentation will discuss using a whiteboard and spreadsheet to plan and track testing work instead of metrics like test cases and pass/fail percentages. Tracking actual effort spent rather than numbers provides better visibility into testing progress and issues. Sample tools like a whiteboard layout and spreadsheet report are shown to illustrate this approach.
This document outlines a Lean Six Sigma project to improve quality in the machine shop and brazing area of a rollator manufacturing process. The project aims to reduce dimensional variation in rollator frames and crossbars to decrease defects like cross folding and three wheeling. Success would mean an 80% reduction in rework/scrap and meeting delivery, production, and WIP reduction targets. Baseline data on outputs like scrap rates is available but more data needs to be collected from the processes to understand the root causes of variation. Completing new process controls in 4-6 months seems feasible if required equipment investments are approved. Stakeholders include suppliers, various process areas, customers, and others.
Sebastian GM - EM Templates - Loco Fridays.pdfSebastian Gomez
Loco Friday is one tool I created for my team to ensure we invest time on R&D, to bring new knowledge and improve our services, and very important, to improve their mood working on these aspects of engineering that they do not do during the sprints.
Using Accolade to Manage Agile Software Development ProcessesSopheon
This document discusses using Agile methods for software development and how Accolade can support Agile processes. It first provides background on why the Agile movement began due to high failure rates of traditional waterfall projects. It then explains key aspects of Agile like iterative development, valuing working software over documentation, and responding to change. The document contrasts Agile software development with using Agile for new product development. It also outlines how Accolade can help address challenges for Agile teams like maintaining cross-functional involvement and alignment with business strategy while allowing processes to continuously evolve.
`Do assignments as detailed outNO WIKI for referncesPlease m.docxmelbruce90096
`Do assignments as detailed out
NO WIKI for refernces
Please make sure that ALL REFERNCES ARE APA CITED
TB BOOK CITATION:
Dyer, W. G., Jr., Dyer, J. H., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass.
.
_____1.On July 9, Sheb Company sells goods on credit to .docxmelbruce90096
_____1.
On July 9, Sheb Company sells goods on credit to Wooley Company for $5,000, terms 1/10, n/60. Sheb receives payment on July 18. The entry by Sheb on July 18 is:
A)
Cash
5,000
Accounts Receivable
5,000
B)
Cash
5,000
Sales Discounts
50
Accounts Receivable
4,950
C)
Cash
4,950
Sales Discounts
50
Accounts Receivable
5,000
D)
Cash
5,050
Sales Discounts
50
Accounts Receivable
5,000
_____2.
The collection of a $1,000 account after the 2 percent discount period will result in a
A)
debit to Cash for $980.
B)
credit to Accounts Receivable for $1,000.
C)
credit to Cash for $1,000.
D)
debit to Sales Discounts for $20.
_____3.
Gross profit does
not
appear
A)
on a multiple-step income statement.
B)
on a single-step income statement.
C)
to be relevant in analyzing the operation of a merchandiser.
D)
on the income statement if the periodic inventory system is used because it cannot be calculated.
_____4.
During 2014, Parker Enterprises generated revenues of $90,000. The company's expenses were as follows: cost of goods sold of $45,000, operating expenses of $18,000 and a loss on the sale of equipment of $3,000.
Parker's gross profit is
A)
$24,000.
B)
$27,000.
C)
$45,000.
D)
$90,000.
_____5.
At the beginning of September, 2014, Stella Company reported Inventory of $8,000. During the month, the company made purchases of $35,600. At September 30, 2014, a physical count of inventory reported $8,400 on hand. Cost of goods sold for the month is
A)
$35,200.
B)
$35,600.
C)
$36,000.
D)
$43,600.
_____6.
The Freight-In account
A)
increases the cost of merchandise purchased.
B)
is contra to the Purchases account.
C)
is a permanent account.
D)
has a normal credit balance.
______7.
A company purchased inventory as follows:
150 units at $5
350 units at $6
The average unit cost for inventory is
A)
$5.00.
B)
$5.50.
C)
$5.70.
D)
$6.00.
______8.
A company just starting business made the following four inventory purchases in June:
June
1
150 units
$
390
June
10
200 units
585
June
15
200 units
630
June
28
150 units
510
$2,115
A physical count of merchandise inventory on June 30 reveals that there are 250 units on hand. Using the FIFO inventory method, the amount allocated to cost of goods sold for June is
A)
$683.
B)
$825.
C)
$1,290.
D)
$1,432.
PART II — BASIC INVENTORY COMPUTATIONS
(18 points)
9.
Joe Poultry uses a
periodic
inventory system. Its beginning inventory on May 1 consisted of 300 units of Product A at a cost of $6.25 per unit. During May, the following purchases and sales were made.
Purchases
Sales
May
6
300
units at $7.20
May
4
275
units
14
400
units at $9.10
8
300
units
21
100
units at $11.50
22
400
units
28
500
units at $11.80
24
225
units
1,300
1,200
Instructions:
Compute the May 31 ending inventory and May cost of goods sold under (a) Average Cost, (b) FIFO, and (c) LIFO. Provide appropriate supporting ca.
[removed]eltomate Son rojos y se sirven (they are serv.docxmelbruce90096
[removed]
el
tomate
: Son rojos y se sirven (
they are served
) en las ensaladas.
[removed]
los
entremeses
: Se come (
It is eaten
) antes del plato principal; es líquida y caliente (
hot
).
[removed]
la
zanahoria
: Son unas verduras anaranjadas, largas y delgadas
.
[u07d2] Unit 7 Discussion 2Conflict and ChangeResourcesDiscuss.docxmelbruce90096
[u07d2] Unit 7 Discussion 2
Conflict and Change
Resources
Discussion and Participation Scoring Guide
.
Change is part of our lives. Change is viewed as positive and negative. It is accompanied with excitement and confidence, opportunity, progress, growth, innovation, fear and anxiety, upheaval, threat, and unpredictability. People react to change differently.
Based on the assigned readings, briefly answer the following questions.
List and explain the three approaches to change.
Explain the dynamics of change as you see it.
.
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The document discusses the principles behind the Agile Manifesto and provides examples of patterns and anti-patterns related to adopting Agile practices. It begins by listing the 12 principles from the Agile Manifesto, including delivering working software frequently and valuing customer collaboration over contract negotiation. The document then analyzes scenarios to determine whether team decisions align with or contradict Agile principles, and suggests more aligned approaches when needed.
This project aimed to reduce setup time for flexographic printing machines at GM Nameplate. Setup times averaged over 68 minutes. Operators spent much time retrieving tools stored offsite. The team implemented 5S to improve organization, identified planning as a root cause for multiple retrieval trips, and created a pull scheduling system with standardized bins to prioritize jobs. These changes reduced setup time and increased annual production capacity.
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Jeremy Hergert has over 20 years of experience in semiconductor manufacturing, holding roles such as Production Supervisor and Manufacturing Supervisor. He has a B.S. in Mathematics from Western Oregon State College and skills in leadership, accountability, and competitive drive. Currently he is a Senior Production Supervisor at Jireh Semiconductor, where his responsibilities include overseeing a shift of 40 employees, updating production reports, and mentoring other supervisors.
5001A few years ago I was part of project which consisted of ord.docxevonnehoggarth79783
5001
A few years ago I was part of project which consisted of ordering new vehicles to replace an old fleet my organization had. This process consisted of a small team of personnel with several assigned tasks in order to complete the project to standard. There was a project manager assigned and we had frequent meetings in order to make sure everyone was on the same page in the process. It was important to meet every so often so that everyone was on the right track to the objective.
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5002
In 2014, I participated in a capital project to upgrade the mill’s IT network to meet our corporate standards. Most of this aging equipment was unsupported by both the manufacturer and Microsoft. The scope of the project was to upgrade all L2/L3 switches and implement a Mosaic VMware solution to give the capability to virtualize all of the outdated network servers. These servers ran our production and quality reporting services and with our aging physical servers, fiber, and copper connections the mill was experiencing lost production and materials due to unreliable inventory reports and production data. Remote support capability was implemented to reduce machine downtime and improve the range of support.
The importance of this project was high due to the issues it caused the planning team to schedule our assets properly. The project was six-month in length and enlisted help from the windows services, mosaic, and engineering teams along with the outside phone provider. The s.
In this session, I talk about how empirical data (which I’m calling agile numbers) can serve as signposts on our journey to reach the goal of delivering customer value faster with maximum reliability and minimum issues. I’ll show how agile numbers can help us determine if a practice is worth the investment and whether it will improve our team’s performance. I will also share examples of agile numbers that can assist you in your agile journey. Those numbers are pulled from different sources like scientific studies, research from Google, and the 2017 State of DevOps Report.
The talk explores what empirical data tells us about what works and what doesn’t in software delivery:
* What is the best team structure that leads to high IT performance?
* What is the best architecture that leads to high IT performance?
* Do skills, experience and personalities on a team what distinguishes great teams?
* What leadership attributes are tied to high IT performance?
Is estimation scientifically valid?
* Do code review works? How much time should we spend on them?
* How long is too long for a branch?
* And much more
Running Head Project Overview Statement1Project Overview Stat.docxtodd581
The project overview document summarizes a hardware deployment project for ABC Company. The old hardware system was causing major issues and incompatibility with current software. The goals of the new hardware deployment project are to ensure compatibility between software and hardware and improve overall functionality. Objectives include deploying updated hardware, ensuring compatibility, providing staff access, and decommissioning old hardware. Success will be measured by deployment of new hardware, increased productivity, reliability of new system, and efficient work flows. Risks include need for staff training and potential obstacles in knowledgeable staff or hardware availability.
1 ENG 1213 Research Essay (20) Draft #1 du.docxjeremylockett77
1
ENG 1213
Research Essay (20%)
Draft #1 due Wednesday, November 13th by 8:00am in the online drop-box
Bring a physical or digital copy to class.
Draft #2 due Friday, November 22nd by 8:00am in the online drop-box (1200 word minimum)
Bring a physical or digital copy to class.
Final due Monday, November 25th by 8:50am in the online drop-box (1600 word minimum)
Instructions:
Research a topic to construct an essay around your own analytical or argumentative thesis
statement. Your analysis/argument should be informed by secondary sources that reflect
relevant factual information as well as current scholarship (including debates) within your field
of research.
Option 1: An analytical essay interprets a primary text using secondary sources to inform and
engage your own analysis.
Option 2: An argumentative essay argues a social, political, or institutional point; informed by
and engaged with secondary sources that illuminate the existing positions on the subject.
Option 3: A problem/solution essay identifies an existing social, political, or institutional
problem and offers a solution based on information from secondary sources.
Your research essay should demonstrate:
a knowledge and critical assessment of the discourse of its subject (the academic
writings, case studies, histories, past and current debates—i.e. your secondary sources)
your own analysis and original argument on the subject.
NB: It is difficult to establish an original analysis/argument on commonly discussed
topics such as debates around gun control, abortion, and marijuana legalization; choose a
topic or an approach that will allow you to offer a new perspective.
2
Additionally, essays should:
Develop the stated thesis (a clearly defined and original stance)
Effectively incorporate 6-10 secondary sources, representative of the existing discourse.
Demonstrate critical thinking and knowledge of the subject material.
Support and defend the thesis through detailed argument, analysis, and evidence.
Additional Requirements:
Before submitting your essay, first you will submit:
A research proposal (due Monday, September 23rd)
An annotated bibliography (due Friday, October 4th)
A formal outline (due Monday, October 28th)
All three components must be submitted before you turn in your final essay.
For this assignment, you may expand upon your own previous work.
However, your research essay must be at least 70% new material and include at least
4 new sources. Previous work must be submitted at the time of the proposal.
Failure to comply with these guidelines will lead to plagiarism.
Format:
All essays must be typed, double spaced, 12 point Times New Roman font
Essays should be 1,600-2,000 words (approximately 5-6 pages)
Essay should include proper citations (a MLA Works Cited Page, Chicago Style
footnotes or endnotes, or an APA Reference Pa ...
This document provides an introduction to agile principles and practices. It discusses that agile values responding to change, continuous delivery, collaboration between teams, and delivering working software frequently through iterative development. It outlines three common agile practices: continuous feedback through testing, test-driven development, and continuous integration. The document emphasizes failing fast and delivering minimum viable products to adapt to changing needs.
The Unicorn Project and The Five Ideals (Updated Dec 2019)Gene Kim
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
This document outlines a project to establish a winter clothing manufacturing industry in Moose Jaw, Canada. The project aims to boost the local economy and provide jobs. The project team will oversee obtaining approvals, constructing facilities, procuring machinery, and implementing operations over 2.5-3 years with a budget of $1.78 million. Key milestones include completing construction, successfully implementing machinery, and generating revenue and demand for manufactured clothes. The team establishes roles, communication guidelines, and processes to manage scope, schedule, budget, quality, and risks to achieve the project's goals.
Why Your Team Has Slowed Down, Why That's Worse than You Think, and How to Fi...C4Media
Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/1ytDjEW.
Edmund Jorgensen discusses how and why engineering teams slow down, showing how attempts to manage costs in the face of slowdowns can death-spiral into worse delays with deadly economic consequences. Filmed at qconnewyork.com.
Edmund Jorgensen is a co-founder at Hut 8 Labs. Before Hut 8 Labs he worked at HubSpot, TripAdvisor, and a number of startups (some of them also with camel-cased names), where he led teams, designed and coded high-traffic systems, and carried the pager. He is especially interested in the operational and economic aspects of software.
Case Study 1THE MANAGEMENT RESERVEBackgroundA project sponMaximaSheffield592
Case Study 1
THE MANAGEMENT RESERVE
Background
A project sponsor forces the project management to include a management reserve in the cost of a project. However, the project sponsor intends to use the management reserve for his own “pet” project and this creates problems for the project manager.
Sole-Source Contract
The Structural Engineering Department at Avcon, Inc. made a breakthrough in the development of a high-quality, low-weight composite material. Avcon believed that the new material could be manufactured inexpensively and Avcon’s clients would benefit by lowering their manufacturing and shipping costs.
News of the breakthrough spread through the industry. Avcon was asked by one of its most important clients to submit an unsolicited proposal for design, development, and testing of products for the client using the new material. Jane would be the project manager. She had worked with the client previously as the project manager on several other projects that were considered successes.
Meeting with Tim
Because of the relative newness of the technology, both Avcon and the client understood that this could not be a firm-fixed-price contract. They ultimately agreed to a cost-plus-incentive-fee contract type. However, the target costs still had to be determined. Jane worked with all of the functional managers to determine what their efforts would be on this contract. The only unknown was the time and cost needed for structural testing. Structural testing would be done by the Structural Engineering Department, which was responsible for making the technical breakthrough. Tim was head of the Structural Engineering Department. Jane set up a meeting to discuss the cost of testing on this project. During the meeting, Tim replied:
A full test matrix will cost about $100,000. I believe that we should price out the full test matrix and also include a management reserve of at least $100,000 should anything go wrong.
Jane was a little perplexed about adding in a management reserve. Tim was usually right on the money on his estimates and Jane knew from previous experience that a full test matrix might not be needed. But Tim was the subject matter expert and Jane reluctantly agreed to include in the contract a management reserve of $100,000. As Jane was about to exit Tim’s office, Tim remarked:
Jane, I had requested to be your project sponsor on this effort and management has given me the okay. You and I will be working together on this effort. As such, I would like to see all of the cost figures before submitting the final bid to the client.
Reviewing Cost Figures
Jane had worked with Tim before but not in a situation where Tim would be the project sponsor. However, it was common on some contracts that lower and middle levels of management would assume the sponsorship role rather than having all sponsorship at the top of the organization. Jane met with Tim and showed him the following information, which would appear in the proposal:
Sharing rat ...
Agile Test Management and Reporting—Even in a Non-Agile ProjectTechWell
This document summarizes an upcoming presentation on "Agile Test Management and Reporting - Even in a Non-Agile Project" by Paul Holland from Testing Thoughts. The presentation will discuss using a whiteboard and spreadsheet to plan and track testing work instead of metrics like test cases and pass/fail percentages. Tracking actual effort spent rather than numbers provides better visibility into testing progress and issues. Sample tools like a whiteboard layout and spreadsheet report are shown to illustrate this approach.
This document outlines a Lean Six Sigma project to improve quality in the machine shop and brazing area of a rollator manufacturing process. The project aims to reduce dimensional variation in rollator frames and crossbars to decrease defects like cross folding and three wheeling. Success would mean an 80% reduction in rework/scrap and meeting delivery, production, and WIP reduction targets. Baseline data on outputs like scrap rates is available but more data needs to be collected from the processes to understand the root causes of variation. Completing new process controls in 4-6 months seems feasible if required equipment investments are approved. Stakeholders include suppliers, various process areas, customers, and others.
Sebastian GM - EM Templates - Loco Fridays.pdfSebastian Gomez
Loco Friday is one tool I created for my team to ensure we invest time on R&D, to bring new knowledge and improve our services, and very important, to improve their mood working on these aspects of engineering that they do not do during the sprints.
Using Accolade to Manage Agile Software Development ProcessesSopheon
This document discusses using Agile methods for software development and how Accolade can support Agile processes. It first provides background on why the Agile movement began due to high failure rates of traditional waterfall projects. It then explains key aspects of Agile like iterative development, valuing working software over documentation, and responding to change. The document contrasts Agile software development with using Agile for new product development. It also outlines how Accolade can help address challenges for Agile teams like maintaining cross-functional involvement and alignment with business strategy while allowing processes to continuously evolve.
`Do assignments as detailed outNO WIKI for referncesPlease m.docxmelbruce90096
`Do assignments as detailed out
NO WIKI for refernces
Please make sure that ALL REFERNCES ARE APA CITED
TB BOOK CITATION:
Dyer, W. G., Jr., Dyer, J. H., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass.
.
_____1.On July 9, Sheb Company sells goods on credit to .docxmelbruce90096
_____1.
On July 9, Sheb Company sells goods on credit to Wooley Company for $5,000, terms 1/10, n/60. Sheb receives payment on July 18. The entry by Sheb on July 18 is:
A)
Cash
5,000
Accounts Receivable
5,000
B)
Cash
5,000
Sales Discounts
50
Accounts Receivable
4,950
C)
Cash
4,950
Sales Discounts
50
Accounts Receivable
5,000
D)
Cash
5,050
Sales Discounts
50
Accounts Receivable
5,000
_____2.
The collection of a $1,000 account after the 2 percent discount period will result in a
A)
debit to Cash for $980.
B)
credit to Accounts Receivable for $1,000.
C)
credit to Cash for $1,000.
D)
debit to Sales Discounts for $20.
_____3.
Gross profit does
not
appear
A)
on a multiple-step income statement.
B)
on a single-step income statement.
C)
to be relevant in analyzing the operation of a merchandiser.
D)
on the income statement if the periodic inventory system is used because it cannot be calculated.
_____4.
During 2014, Parker Enterprises generated revenues of $90,000. The company's expenses were as follows: cost of goods sold of $45,000, operating expenses of $18,000 and a loss on the sale of equipment of $3,000.
Parker's gross profit is
A)
$24,000.
B)
$27,000.
C)
$45,000.
D)
$90,000.
_____5.
At the beginning of September, 2014, Stella Company reported Inventory of $8,000. During the month, the company made purchases of $35,600. At September 30, 2014, a physical count of inventory reported $8,400 on hand. Cost of goods sold for the month is
A)
$35,200.
B)
$35,600.
C)
$36,000.
D)
$43,600.
_____6.
The Freight-In account
A)
increases the cost of merchandise purchased.
B)
is contra to the Purchases account.
C)
is a permanent account.
D)
has a normal credit balance.
______7.
A company purchased inventory as follows:
150 units at $5
350 units at $6
The average unit cost for inventory is
A)
$5.00.
B)
$5.50.
C)
$5.70.
D)
$6.00.
______8.
A company just starting business made the following four inventory purchases in June:
June
1
150 units
$
390
June
10
200 units
585
June
15
200 units
630
June
28
150 units
510
$2,115
A physical count of merchandise inventory on June 30 reveals that there are 250 units on hand. Using the FIFO inventory method, the amount allocated to cost of goods sold for June is
A)
$683.
B)
$825.
C)
$1,290.
D)
$1,432.
PART II — BASIC INVENTORY COMPUTATIONS
(18 points)
9.
Joe Poultry uses a
periodic
inventory system. Its beginning inventory on May 1 consisted of 300 units of Product A at a cost of $6.25 per unit. During May, the following purchases and sales were made.
Purchases
Sales
May
6
300
units at $7.20
May
4
275
units
14
400
units at $9.10
8
300
units
21
100
units at $11.50
22
400
units
28
500
units at $11.80
24
225
units
1,300
1,200
Instructions:
Compute the May 31 ending inventory and May cost of goods sold under (a) Average Cost, (b) FIFO, and (c) LIFO. Provide appropriate supporting ca.
[removed]eltomate Son rojos y se sirven (they are serv.docxmelbruce90096
[removed]
el
tomate
: Son rojos y se sirven (
they are served
) en las ensaladas.
[removed]
los
entremeses
: Se come (
It is eaten
) antes del plato principal; es líquida y caliente (
hot
).
[removed]
la
zanahoria
: Son unas verduras anaranjadas, largas y delgadas
.
[u07d2] Unit 7 Discussion 2Conflict and ChangeResourcesDiscuss.docxmelbruce90096
[u07d2] Unit 7 Discussion 2
Conflict and Change
Resources
Discussion and Participation Scoring Guide
.
Change is part of our lives. Change is viewed as positive and negative. It is accompanied with excitement and confidence, opportunity, progress, growth, innovation, fear and anxiety, upheaval, threat, and unpredictability. People react to change differently.
Based on the assigned readings, briefly answer the following questions.
List and explain the three approaches to change.
Explain the dynamics of change as you see it.
.
[removed]1.Which of the following processes addresses when to sp.docxmelbruce90096
The document appears to be a set of multiple choice questions related to public speaking concepts. It includes questions about processes of speech organization, types of supporting materials, enhancing voice volume, maintaining audience attention, outlining techniques, audience analysis methods, speech delivery elements, and other topics related to public speaking best practices.
Your paper should be a literary essay in which you present a combina.docxmelbruce90096
Your paper should be a literary essay in which you present a combination of primary and secondary research. Use MLA style for formatting (margins, spacing, numbering pages, heading, title etc.) and citing sources (parenthetical notes and works cited page)
Choose an English Romantic writer (William Wordsworth)
Choose a work by that writer as the focus of your research (Tintern Abbey)
Analyze and interpret the work to plan our approach to it and do some preliminary reading to evaluate the topic.
8 pages 4 secondary sources
.
[removed]1.Photographs are an important source of data because t.docxmelbruce90096
[removed]
1.
Photographs are an important source of data because they:
a.
b.
c.
d.
2.
The Ju/'hoansi are best described as a band because:
a.
b.
c.
d.
3.
A bifurcate kinship system is one where:
a.
b.
c.
d.
4.
The "honeymoon" phase in anthropological fieldwork can be described as a:
a.
b.
c.
d.
5.
Theoretical models in anthropology are:
a.
b.
c.
d.
6.
If your informant describes how her peers treat her differently because her father is an important film star, this is termed her __________ status.
a.
b.
c.
d.
7.
Rank societies are those where individuals gain prestige and wealth by using:
a.
b.
c.
d.
8.
Agriculturally based societies are primarily associated with which of the following economic institution(s)?
a.
b.
c.
d.
9.
An anthropologist that includes his or her thoughts about what he or she sees as well as quotations from his or her informants is presenting what type of ethnography?
a.
b.
c.
d.
10.
Anthropological interest in sexuality can be traced back to which of the following anthropologists?
a.
b.
c.
d.
11.
Which of the following chromosomal pairs shows that an individual is male?
a.
b.
c.
d.
12.
A key informant is selected using a:
a.
b.
c.
d.
13.
Which of the following situations is considered a suitable fieldwork setting for an anthropologist?
a.
b.
c.
d.
14.
The most common kinship system in North America today consists of __________ descent groups known as __________.
a.
b.
c.
d.
15.
Members of the Yurok, Karuk, Hupa, and Tolowa use valued items such as obsidian blades, white deer skins, and elaborately carved paddles and spoons to:
a.
b.
c.
d.
16.
The production maximization model of intensive agriculture strives to maximize production through:
a.
b.
c.
d.
17.
Forensic anthropologists apply their knowledge to legal issues by studying what materials?
a.
b.
c.
d.
18.
The Zuni recognize the berdache gender person as being:
a.
b.
c.
d.
19.
The Zuni recognize the berdache gender person as being:
a.
b.
c.
d.
20.
Initial attempts by AID to bring about reforestation in Haiti failed because:
a.
b.
c.
d.
21.
What type of evidence is used to analyze the evolutionary model of human cultural adaptations?
a.
b.
c.
d.
22.
The four fields of anthropology are:
a.
b.
c.
d.
23.
The description of a single society based on fieldwork is called a(n):
a.
b.
c.
d.
24.
A societal type common in foraging groups and marked by egalitarian social structure and lack of specialization is a:
a.
b.
c.
d.
25.
Among the New Zealand Maori, facial tattoos communicated all of the following, EXCEPT:
a.
b.
c.
d.
26.
The advantages of polygyny across cultures include all of the following, EXCEPT:
a.
b.
c.
d.
27.
Every aspect of culture influences every other aspect of that culture. Thus culture is:
a.
b.
c.
d.
28.
An informant tells a fieldworker that the preferred marriage custom in his culture is for a man to marry his mother's brot.
Your paper should address the following questionsWhen you hear th.docxmelbruce90096
Your paper should address the following questions:
When you hear the word “scientist” what do you envision? Which famous people or characters from the media come into your mind? What characteristics do they have in common? Discuss at least three characteristics of your vision of a scientist.
Has your image of what a scientist does and how they look changed over time? If so, how has this changed and what influenced you?
Are fictional scientists usually the heroes, villains, or a combination of the two? Provide at least two detailed examples to support your position.
How is science portrayed in fictional media (television shows, movies, music, books, etc.)? Is it seen as a positive, negative, or neutral force in the world? Give specific examples supporting your position.
Do you think the portrayal of scientists in the various forms of media influences how society views people in this profession? Why, or why not?
Can the portrayal of science in media influence how certain research and technology is viewed, and accepted, by the general public (e.g., cloning)?
Your Final Project should be written in an essay format, with an introduction and conclusion. The paper will require you to include details from research including the course materials and sources you locate on your own. Use APA format to cite your sources of information, both within parenthetical citations and also within a reference page at the end of the project.
Basic Writing Expectations:
A minimum of 1,500 words, not counting the title or reference pages
At least 3 academic resources utilized
Include a title page, double space, font size 10 or 12
Include a highly developed viewpoint/thesis, purpose, and exceptional content
Demonstrate superior organization: use logic
Free of grammar and spelling errors
No evidence of plagiarism.
Note:
no more than 10% of your paper should be direct quotes
Use the APA style for all in-text citations, references, and body of paper
.
Your Final Project from this course will enable you to compare cultu.docxmelbruce90096
Your Final Project from this course will enable you to compare cultural viewpoints toward death and dying in Western society to those in other parts of the world.
Final Project Information
Overview
Your Final Project will be a medium-length essay in which you address the cultural viewpoints toward death and dying in Western society and compare these to the perspectives toward death and dying in other parts the world. As the course content will point out, much about the Western response to death and dying amplifies the process of grief and bereavement, perhaps unnecessarily. In the West, death is something that is denied and, in many ways, is something that people seem ill-equipped to deal with once the event occurs or is imminent. Your job in this paper will be to put on your social scientist cap and offer “cultural solutions” to the way that death and dying is dealt with in Western society.
Assignment
Based on your own independent research in which you compare the cultural beliefs toward death and dying in Western societies to those in Eastern societies such as China, Vietnam, Japan, and so forth, write an essay that addresses the following points:
Describe in detail the major differences between the Western viewpoint toward death and dying and those in these Eastern societies (you may focus on one country, such as China, or talk about Eastern societies more generally). Be sure to describe the rituals involved with the process of death and dying, the various technologies, or anything that helps explain these differences.
Give one specific example of a famous case of death and dying in Western society that demonstrates some of the problems or dysfunctions of the Western viewpoint (examining cases in the media, for example, will be a great place to start!).
Finally, conclude your final paper with a detailed commentary about what we can do to change the cultural beliefs toward death and dying in Western societies in a way that makes us less afraid of the dying process. Be very specific in your commentary.
.
Your Final Paper is to be a comprehensive research study on one of t.docxmelbruce90096
Your Final Paper is to be a comprehensive research study on one of the following public policy topics:
Environmental Concerns
Immigration
Health Care
Primary and Secondary Public Education
Social Security
Welfare
Your analysis of the topic will include:
The scope and nature of the public policy problem.
How the problem came to public and political awareness.
The evolution of related public policy.
Level of government and the actors involved.
The intergovernmental structure and political concerns.
Conflicting public opinion and impact on policy solutions.
The approaches to policy formulation, adoption, and evaluation.
The suggested policy direction (continuation, change or termination) and future impact.
Writing the Final Paper
The Final Paper:
Must be eight to ten double-spaced pages in length (including title and reference pages), and formatted according to APA style as outlined in the Ashford Writing Center.
Must include a title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must begin with an introductory paragraph that has a succinct thesis statement.
Must address the topic of the paper with critical thought.
Must end with a conclusion that reaffirms your thesis.
Must use at six to ten scholarly sources, including a minimum of four from the Ashford University Library.
Must document all sources in APA style, as outlined in the Ashford Writing Center.
Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing Center
.
Your director is not aware of the involvement of the Department of H.docxmelbruce90096
Your director is not aware of the involvement of the Department of Homeland Security (DHS) with private enterprise and has requested an information paper that provides her with an explanation about why this is important and how the DHS engages private enterprise in the protection of critical infrastructure and key resources (CIKR). Provide at least 1 example of each program that addresses state, local, tribal, and territorial (SLTT) governments, private enterprises, and individuals in the following DHS mission areas:
Prevention
Response
Recovery
.
YOull need to know The purpose of this research is to focus atte.docxmelbruce90096
YOu'll need to know:
The purpose of this research is to focus attention on how to help newly brought children adapt to the new environment at the child care, given that the children have never been to such environments before.
Content Expectations
Forms of Data (1.5 Points
): In two-to-three paragraphs, describe the multiple forms of data that you will collect (observations, interviews, artifacts, etc.) and how this information will inform your research.
Value of Data (2.5 Points):
In two-to-three paragraphs, explain the value of the selected forms of data and how this information will inform the focus and research questions.
.
Your draft should establish and develop a single thesis [or co.docxmelbruce90096
Your draft should establish and develop a single thesis [or controlling idea], develop in parts. You may also write from the earlier handout on an author you haven’t yet written about.
Gandhi’s “Economic and Moral Progress” suggests that morality and economic prosperity do not go hand in hand. In fact, he argues, oftentimes, one loses one’s morality when one becomes wealthy. Do you agree with Gandhi? Does wealth correlate with immorality? Yes or no. Explain by referring to passages from the essay.
Compare David Suzuki’s understanding of interdependence [interconnectedness] with Ricard and Thuan’s.
Discuss the ways in which Gandhi supports his argument—first with historical examples, then with famous people, then by using the writing of a famous scientist. Is his essay more effective as he adds this type of support?
Desmond Tutu describes South Africa’s decision to seek a middle path between two extremes. What are these extremes and what is this middle path? Is Tutu right in arguing for this road down the middle?
Compare Desmond Tutu’s “middle path” with the teachings of Lao Tzu. Does Lao Tzu advocate a similar position? You might include other famous historical figures who’ve argued a similar position.
David Suzuki’s “The Sacred Balance” appears to be in two parts: first, he identifies the problem in three parts, then he identifies the solution in three parts. What is the essential problem and what is Suzuki’s solution?
Tom Shadyac’s film, “I Am” has a central thesis and advocates a certain solution. What is the basic thesis of the film and what is the solution or solution[s] he advocates? What’s the basic problem and what’s the answer? And how does he convince the audience of these truths?
Kenzaburo Oe develops a very smart and very controversial thesis. What is his thesis and what exactly does he refer to in an attempt to develop, support that thesis.
Kenzaburo Oe discusses the Great Flood [Noah] at the end of his essay and identifies something very troubling about the Western mind. What is this thing he is identifying here? How does it relate to the overall theme of the essay [man’s inhumanity to man]?
Rachel Carson’s “Obligation to Endure” identifies large increases in human populations that create conditions in which insects and other forms of life must be controlled. Name a few of these patterns of behavior that cause an increase in the amount of insects among us.
Identify Rachel Carson’s thesis and her solution. What’s the problem she outlines and what does she propose we do?
How do Carson’s ideas seem to influence David Suzuki? Are they on to the same problems? How are they similar or different?
Plato’s Gorgias is a discussion of the problem of rhetoric and the need for conversation. What is rhetoric, according to Plato, and why is it so dangerous? Does he convince the reader that discourse [words] can be used inappropriately and in dangerous ways?
Discuss any of the questions that follow the readings [Understa.
Your company has just hired your foreign friend to work in a middle-.docxmelbruce90096
Your company has just hired your foreign friend to work in a middle-management position. Since you have lived in the United States for many years, your friend believes that you understand job coaching for a traditional American company. She wants to work with you and has many questions—some of which concern the manner in which cultural nuances related to religious customs, verbal and nonverbal communication, etc. may affect leadership roles.
Write a five to seven (5-7) page paper in which you:
Recommend whether or not your friend should insert herself as a coach from the beginning. Provide a rationale for your response.
Determine two (2) conflicts that could possibly arise as a result of asking people to work on days of religious significance. Propose concrete solutions for these two (2) possible conflicts.
Determine whether or not cultural quirks could restrain the foreign manager from expressing his or her ideas readily. Provide a rationale for your response.
Determine two (2) actions that you can take in order to prepare yourself and your friend to become multicultural leaders. Provide two (2) examples to support your response.
Predict two (2) major conflicts that may arise out of nonverbal communication misunderstandings (e.g., words misinterpreted, hand gestures, looks, shoulder shrugs, names of objects, etc.). Suggest two (2) actions that your friend could take in order to diffuse these types of misunderstandings and thus make the workplace more harmonious. Justify your response.
Use at least five (5) quality academic resources in this assignment. Note: Wikipedia does not qualify as an academic resource.
Please DO NOT use "I, me, you, us, or we" in the research paper.
Please include a introduction paragraph.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
.
Your boss has asked you to write a Project Management Plan. Your pla.docxmelbruce90096
Your boss has asked you to write a Project Management Plan. Your plan should contain the following sections:
Initiating
Planning
Executing
Monitoring and Controlling
Closing
In addition, your plan should touch upon the following components:
Integration
Cost
Human resources
Stakeholder management
Scope
Quality
Communications
Time
Procurement
Risk management
.
Your boss has chosen you to give a presentation to a number of forei.docxmelbruce90096
Your boss has chosen you to give a presentation to a number of foreign officials (We have Chosen Italy) regarding the United States Federal Reserve System. These officials are very interested in doing business in the United States, but they would like to learn more about the Federal Reserve and how it operates as compared to the official's home country.
*
Your instructor will provide a list of countries from which you may select as the home country of the "foreign officials".
Develop
a 3- to 4-slide Microsoft
®
PowerPoint
®
presentation including detailed speaker notes.
Incorporate
any feedback from peer review discussion.
Address
the following questions and include a notes page which contains the write-up portion to each question:
How does monetary policy aim to avoid inflation?
How does monetary policy control the money supply?
How does a stimulus program (through the money multiplier) affect the money supply?
Format
consistent with APA guidelines including a reference slide.
.
your assignment is to submit a presentation on Native-American liter.docxmelbruce90096
your assignment is to submit a presentation on Native-American literature. You may choose ONE of the stories below..
"The Shawl"
"The Years of My Birth"
Here are the specifications for the assignment:
1. Please submit your presentation to the Presentation Drop Box under Module 4 Hispanic-American Literature. The deadline is 12/05.
2. Your presentation will consist of a PowerPoint or Prezi. The format MUST allow for video clips to be incorporated. In order to fulfill the oral communication component of this course, you will videotape yourself speaking onto a camera or record yourself speaking. Please submit an mp3 file, not a wave file, and include this video or audio clip in your presentation. Audio is required.
3. The presentation should include:
A. First slide with your name and the story or poem you selected for your presentation.
B. Slides that show your research of a minimum of 3 facts or statistics that help enhance our understanding of Native American/ Hispanic/ African-American literature, culture, history, or traditions (depending on your last name, you will focus on one of these types of literature. Please see above). Please explain HOW these 3 facts relate to the story or poem you chose to discuss. Please provide MLA citation regarding where the facts and statistics came from (URL or article you found).
B. Please include one video clip of the author and/or historic event related to the poem or story you are presenting on.
C. Please present 2 ways in which the story or poem you chose relates to ONE literary criticism theory.
(Please see Introduction to Literary Analysis Folder under Content.) You can do this orally in video and/or audio.
D. Please audiotape yourself for 5 minutes speaking to us about the literary theory that applies to the story or poem you have chosen for your presentation. This video or audio clip should be included with your presentation or prezi.
F. On the video of yourself, please ask one question you have about the story or poem and provide a possible answer.
This presentation will be graded on:
-- complete information required
-- clarity of oral presentation
-- use of video and/or audio
-- research and explanation of literary theoy
-- analysis of story or poem.
.
Your assignment is to report on TWO cultural experience visits y.docxmelbruce90096
Your assignment is to report on TWO "cultural experience" visits you make during this term. After each visit, write a 500-800 word report about the visit and what you learned.
Your instructor may modify this assignment.
Instructions
For your two reports, attend two different venues from this list.
art museum or sculpture garden
significant or notable architectural site (if there is explanatory material there to help you understand it)
music concert
theater play
poetry reading or spoken word performance
dance performance
religious service, ceremony or ritual for a religion very different from yours, if you practice (for instance, if you are Christian, you may not go to another Christian denomination's service)
other displays or performances may be acceptable. Check with your instructor for approval beforehand.
Restrictions: The experience should be done in person. If this is impossible, contact the instructor to arrange for alternatives. You may not report on a cultural experience from prior to this class.
Write a report after each cultural experience (Cultural Experience Report #1 and #2).
Each report should include the following information. Include photos or links that help convey the information. As always, be sure to document all sources you consult in preparing your work.
Name and location of the museum, site, or performance event. If there is on-line information about the site or performance, include a link.
Type of museum, site or event. For example, is it a portrait museum, a poetry slam, an outdoor Shakespeare festival performance? If you attended a performance, name the performer or the piece. Be specific about what you attended, when, and where.
Briefly describe the general setting.
Describe at least one aspect of the experience that you found especially interesting. For example, you might write about a particular work of art, cultural artifact, song, dance section, scene in a play, costumes or lighting, a particular actor or vocalist, etc. Explain what impressed you, and why. Your reaction can be positive or negative, as long as you offer an explanation.
Identify and use at least two things you've learned in class in your essay. For example, if you visit a museum, you might point out the architectural style, discuss an artist you've learned about in the course, or tie your experience to a class discussion.
Reflect on the relevance--if any--of your experience to your everyday life. How did the experience engage your feelings or emotions, if at all? What does this tell you about human culture, or about yourself?
.
your article must be a research article You can tell it is a researc.docxmelbruce90096
your article must be a research article You can tell it is a research journal article, and not just an editorial article, because a research article will have the
7 parts of a research article
(i.e.
Title, Abstract, Introduction, Methods, Results, Discussion, References
). Once you have chosen your research journal article, then write up a 3-4 page analysis of your chosen research article answering the questions in the
“Reading a Research Article”
(attached to this page)
.
.
Your administrator has come to you for information for a present.docxmelbruce90096
Your administrator has come to you for information for a presentation regarding electronic health records to the Board of Directors at your facility. Your administrator wants you to explain what the difference between ICD-9/ICD-10 and SNOMed as related to the EHRs. What would you tell them and what 2 primary points would you want to identify and why?
.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Film vocab for eal 3 students: Australia the movie
Week 8 - Your Individual Assignment Instructions(Individual Assi.docx
1. Week 8 - Your Individual Assignment Instructions
(Individual Assignment) (8%)
· After studying The Orion Shield Project, (linked here and
posted as a separate module at the end of course content), each
student critically discusses the technical, ethical, legal,
contractual, and other project management issues that faced
program manager Gary Allison.
· He or she decides where Gary has done well and where not, in
a succinct report that includes an executive summary.
Clarification:
After you view the videos, you'll likely agree that Gary Allison
has not done well as Orion Shield R&D program manager.
Your task is to identify and discuss the technical, ethical, legal,
contractual and other project management issues that he has
faced. There are difficulties in each of these areas.
For instance, perhaps the Orion Shield contract type is wrong.
What would have been a better one? For whom - the customer,
the company or both?
This is no time to be politically correct. Name names as you
identify the culprits in this case.
Be careful to study all the information in the case.
Remember to include a meaningful, results-filled executive
summary at the beginning of your report. Be sure to leave
enough time to run your analysis through Turnitin and make any
necessary changes. You must submit both your final paper and
your final Turnitin report to your assignment folder by the due
date.
2. The Orion Shield Project Transcript:
Gary Allison accepted a position at Scientific Engineering
Corporation (SEC) soon after graduating with a Ph. D. in
mechanical engineering. Over the last 14 years he established a
reputation as a respected and talented project engineer.
Everything changed once he accepted a position as Project
Manager on the Orion Shield Project.
"This is impossible! Just totally impossible! Ten months ago I
was sitting on top of the world. Upper-level management
considered me one of the best, if not the best engineer in the
plant. Now look at me! I have bags under my eyes, I haven't
slept soundly in the last six months, and here I am, cleaning out
my desk. I'm sure glad they gave me back my old job in
engineering. I guess I could have saved myself a lot of grief and
aggravation had I not accepted the promotion to project
manager."
Henry Larsen, the director of engineering, called Gary into his
office.
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Gary was pleased to be involved in such an effort. He had no
trouble getting functional support for the R&D effort necessary
to put together a technical proposal. All of the functional
managers continually remarked to Gary "This must be a biggy.
The director of engineering has thrown all of his support behind
you."
On December 2, the RFP was received. Gary identified one
trouble area. The technical specifications stated that all
components must be able to operate normally and successfully
through a temperature range of -65 degrees F to 145 degrees F.
Current testing indicated the Scientific Engineering Corporation
design would not function above 130 degrees F. An intensive
R&D effort was conducted over the next three weeks.
Everywhere Gary looked, it appeared that the entire
organization was working on his technical proposal.
Gary and Henry Larsen met a week before the final proposal
was due to develop a company position concerning the inability
of the preliminary design material to be operated above 130 F.
Gary was concerned. Every approach he tried indicated that the
original design wouldn't work. He didn't think the specification
requirements could be met without a change in materials.
Gary wanted to tell the customer the truth, let the chips fall
where they may and start over, and he told Larsen this. But
Larsen had a different approach.
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The proposal was submitted after two solid months of sixteen-
hour days. On February 10, Space Technology Industries
announced that SEC would be awarded the Orion Shield Project.
The contract called for a ten-month effort, negotiated at a $2.2
million Fixed Price Incentive Fee (FPIF).
1. Are there any valid reasons for Henry Larsen to suggest that
SEC’s proposal should state that it expected to be able to meet
the specified performance standard?
2. Should Gary have followed up on his ethical concerns? If so,
how?
Following the contract award, Henry Larsen called Gary in for a
conference.
Gary was excited about the new opportunity. However, he
5. wondered why Larsen was offering him the position, when SEC
had several good program managers. He asked Larsen why he
was being given this opportunity.
Read Transcript
1. Should Gary accept the position of project manager? Explain.
2. Why might a company not allow a project manager to return
to his functional department?
Gary accepted the new challenge. His first major hurdle
occurred in staffing the project. The top priority given to him to
bid the program did not follow through for staffing. The
survival of SEC depended upon the profits received from the
production programs. In keeping with this philosophy Gary
found that engineering managers (even his former boss) were
reluctant to give up their key people to the Orion Shield
Program. However, with a little support from Henry Larsen,
Gary formed an adequate staff.
Right from the start Gary was worried that the test matrix in the
technical volume of the proposal would not produce satisfactory
results. Gary had a milestone, ninety days after go-ahead, to
identify the raw materials that could meet specifications. Gary
and Paula Arnold (the chief project engineer) held a meeting to
map out their strategy for the first few months.
During the meeting, Gary expressed his doubts about the text
matrix and asked for Paula's recommendations
Gary decided to let the other project office personnel handle the
administrative work and run weekly team meetings. He asked
Paula to work with him in the research lab until they got
acceptable results. For the next three weeks they spent virtually
twelve hours per day, seven days a week, in the research and
development lab. None of the results showed any promise. Gary
6. kept trying to set up a meeting with Henry Larsen but always
found him unavailable.
During the fourth week, Gary, Paula, and the key functional
department managers met to develop an alternate test matrix.
The new test matrix looked good. Gary and his team worked
frantically to develop a new workable schedule that would not
impact the second milestone, which was to occur at the end of
180 days. This milestone was final acceptance of the raw
materials, and preparation of production runs of the raw
materials. The production runs would verify that there would be
no scale-up differences between lab development and full-scale
production.
Gary personally prepared all of the technical handouts for the
interchange meeting. After all, he would be the one presenting
all of the data. The technical interchange meeting was
scheduled for two days.
On the first day, Gary presented all of the data, including test
results, and the new test matrix. The customer appeared
displeased with the progress to date.
Space Technology Industries decided to have an in-house
caucus that evening to go over the material that was presented.
The following morning Sarah Wilson stated the company
position.
Although Gary was unhappy with the first meeting, especially
with the requests made by Space Technology Industries, he felt
they had sufficient justification for their comments. Following
the meeting, Gary personally prepared the complete minutes.
"This is absurd! I've wasted almost one entire week doing
nothing more than administrative paperwork. Why do we need
such detailed minutes? Can't a rough summary just as well
suffice? Why is it that customers want everything documented?
We've been completely cooperative with them. If we've gotten
this much paper-work to do now, I hate to imagine what it will
be like if we get into trouble."
7. 1. What mistakes did Gary make? What did he do right?
2. Are Sarah’s requests reasonable? Why or why not?
Gary completed the technical interchange meeting minutes and
distributed them to the customer and all key team members. For
the next five weeks testing went according to plan, or at least
Gary thought it did. He was so caught up in administrative
paperwork that he hadn't found time to visit the research labs in
over a month. The test results were still poor.
On a Wednesday morning, Gary entered the lab to observe the
morning testing. He found Paula Arnold and Henry Larsen
testing a new material, JXB-3.
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Although Gary was concerned that problems might arise when
8. the customer learned about the new material, Larsen assured
him there wouldn't be any trouble.
Before he contacted Space Technology, Gary called a team
meeting to present the new data to the project personnel. At the
meeting one functional manager was markedly upset that he had
not been notified of the change in materials. His people had
been working with the existing materials for the last two
months, and now this effort seemed wasted. In addition, there
was no information available on this new material. His unit was
going to have to play catch-up, which would substantially
increase costs.
One week before the 180-day milestone meeting, Gary
submitted the handout package to Space Technology Industries
for preliminary review. An hour later the phone rang. It was
Sarah Wilson.
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Gary was upset that Space Technology Industries did not trust
SEC. It seemed all of the extra work he had put into the
administrative tasks required for the interchange meetings had
not paid off.
Two weeks later Space Technology reluctantly agreed that the
new material offered the greatest promise.
Three weeks later the design review meeting was held. NASA
was definitely not pleased with the prime contractor's
recommendation to put a new untested material into a multi-
million-dollar effort.
1. What actions can Gary take to restore trust between SEC and
STI?
2. What can Gary do about Henry Larsen’s personal
involvement and interference in the program?
Gary planned to make the first verification mix during the week
following the design review meeting. The verification mix was a
full-scale production run of the material to establish final
specifications for the raw materials. It would verify that there
would be no changes in the property of the materials as
production went from the small mixes made in the
R&D laboratories to large batches needed in manufacturing.
Unfortunately, the manufacturing plans were a week behind
schedule, primarily since Gary had decided to reduce costs by
accepting the responsibility for developing the bill of materials
himself.
Gary called a meeting with Ed Anderson, the team
representative from the production department. He asked Ed if
the mix could be rescheduled for late the following week.
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After testing, it became obvious that the wrong lots of raw
materials were used in the production verification mix.
Sarah Wilson called a special meeting with Gary. She wanted an
explanation of why the mistake had occurred and what the
alternatives were. Gary tried to explain that working people
overtime had caused the problem.
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Gary left the meeting feeling as though he had just gotten raked
over the coals. For the next two months, he worked sixteen
hours a day, almost every day. Gary did not want to burden his
staff with the responsibility of the handouts, so he began
preparing them himself. He considered hiring additional staff,
but with such a tight budget, and having to remake the
verification mix, cost overruns appeared inevitable.
As the end of the seventh month approached, Gary was feeling
pressure from within Scientific Engineering Corporation. The
decision-making process appeared to be slowing down. Gary
found it more and more difficult to motivate his people. In fact,
the grapevine was referring to the Orion Shield Project as a
loser, and some of his key people acted as though they were on
a sinking ship.
By the time the eighth month rolled around, the budget had
nearly been expended. Gary was tired of doing everything
himself. He wished he had stayed an engineer. Elliot Grey met
with Gary to see what could be salvaged. Grey agreed to get
Gary additional corporate funding to complete the project, but
he insisted that performance must be met, since the company
had a lot riding on the Orion Shield Project.
Gary called a team meeting to identify the status and map out a
strategy for the rest of the program. During the meeting, he
12. presented a revised schedule.
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The engineering and testing departments were equally unhappy
that they would have to reschedule facilities and people without
proper notice. They echoed the need to review the new
schedule.
1. What could Gary have done differently to improve
communications within the program team, and with SEC
functional departments and STI?
The second verification mix was made the following week.
Testing proceeded according to the revised schedule. It looked
as though the total schedule milestones could be met, provided
13. that specifications could be adhered to.
Because of the revised schedule, some of the testing had to be
performed on holidays. Gary wasn't pleased with asking people
to work on Sundays and holidays, but he had no choice. The test
matrix called for testing to be accomplished at specific times
after end-of-mix.
A team meeting was called on Wednesday to resolve the
problem of who would work on the holiday, which would occur
on Friday, as well as staffing Saturday and Sunday. For an hour
and a half, the team members argued about little problems and
continually avoided the major question, stating that they would
have to first coordinate commitments with their boss. It was
obvious to Gary that his team members were afraid to make
major decisions and "ate up" a lot of time on trivial problems.
During the team meeting Gary became quite disappointed. Phil
Rodgers, who had been Gary's test engineer since the project
started, was assigned to a new project that the grapevine called
"Larsen's new adventure." His replacement was a relatively new
man with only eight months with the company.
On the following day, Thursday, Gary went to see the
department manager responsible for testing. He hoped Phil
Rodgers could work over the weekend to do some unscheduled
testing necessary to catch up. As it turned out, both Phil
Rodgers and his replacement were on an extended weekend
vacation. Sarah Wilson was flying down her best people to
observe the weekend's testing, and it was late to change the
schedule. The department manager finally agreed to find
someone to help with the testing.
The weekend's testing went according to schedule. The raw data
were made available to the customer under the stipulation that
the final company position would be announced at the end of
the next month, after the functional departments had a chance to
analyze it.
Final testing was completed during the second week of the ninth
month. The initial results looked excellent. The materials were
within contract specifications, and although they were new,
14. both Gary and Space Technology's management felt that there
would be little difficulty in convincing NASA that this was the
way to go. Henry Larsen visited Gary and congratulated him on
a job well done.
All that remained was four additional full-scale verification
mixes to determine how much deviation there would be in
material properties between full-sized production-run mixes.
Gary tried to get Sarah Wilson to concur (as part of the original
tradeoff analysis) that two of the four production runs could be
deleted. However, Space Technology's management refused,
insisting that contractual requirements must be met at the
expense of SEC.
The following week, Elliot Grey called Gary in for an
emergency meeting concerning expenditures to date.
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15. Gary returned to his office very disappointed. No matter how
hard he worked, the bureaucratic red tape of project
management seemed to always do him in. But late that
afternoon, Gary's disposition improved. Space
Technology Industries called to say that, after consultation with
NASA, SEC would be awarded a sole-source contract for
qualification and production of Shuttle Launch Booster
components using the new longer-life raw materials. Both Space
Technology Industries and NASA felt that the sole-source
contract was justified, provided that continued testing showed
the same results, since Scientific Engineering Corporation had
all of the technical experience with the new materials.
Gary received a letter of congratulations from corporate
headquarters, but no additional pay increase. The grapevine said
that a substantial bonus was given to the director of
engineering.
During the tenth month, results were coming back from the
accelerated aging tests performed on the new materials. The
results indicated that, although the new materials would meet
specifications, the age life would probably be less than five
years. These numbers came as a shock to Gary. He wondered if
they could be wrong.
Gary and Paula Arnold had a conference to determine the best
strategy to follow. Gary suggested that they not tell anyone
until the production contract was signed.
Two weeks later, as the program was winding down into the
testing for the final verification mix and final report
development, Gary received an urgent phone call asking him to
report immediately to Henry Larsen's office.
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1. Why is a person like Henry Larsen able to remain in a
position of responsibility at SEC?
2. List the mistakes Gary made that contributed to the problems
SEC experienced with the Orion Shield project. Discuss those
actions he could have taken that would have allowed SEC to
more successfully complete the Orion Shield Project Phase I.
3. Summarize the ethical aspects of the case, to include which
ethical and/or legal standards were violated.