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Prepare two project outlines using Microsoft® Project.
As a project manager, you are going to prepare two project outlines for the development of a mobile application. One project outline uses a waterfall model, another uses an agile method.
Include a 200- to 300-word brief explanation of how the two project outlines differ.
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TOPIC: With a use of technology, human resources have streamlined many of the processes and access to information for employees through the self-service portals. Prior to much of the advanced technology organizations and employees are experiencing today, they needed to go to the human resources office to complete paperwork or seek information. As you have learned, self-service technology has eliminated many challenges experienced in the past. For your assignment on self-service technology, create a PowerPoint presentation where you address the following:Describe the factors/key elements found in self-service technology. Identify and described the differences among manager self-service, employee-self-service, and human resource portals.What are the positives and negatives – for human resources, the organization, managers, and the employees. Make sure you provide some examplesWhat are some of the considerations that would be important when making decisions about self-service technology to include tools and providers.A few things to remember: You should be able to address the topic effectively using 12-15 slides. If you believe you will need more, please contact me.Do not forget to use bullet points or short sentences on your slides and expand on your note pages, or you can add audio. Often, when individuals are unable to attend a presentation, the presentation is forward to the absent individuals, and the note pages (i.e. speaker notes) provide the information they missed which they missed from the actual verbal discussion. The other way to look at the note pages is that this is where the narrative from an essay would go. Estimate a minimum of 150-250 words on each note page, except for your title, agenda, question, or reference slide. Please note that not using the note pages or sound may also affect the content on the grading rubric. If you use audio, your presentation should be a minimum of 10-15 minutes in length. Explain and discuss the bullet points. Graphics should be complementary to the narrative and not overwhelming or distracting from the content. Remember - keep it visually-friendly as it will affect your grade. Creating a Visually-Friendly PresentationWhen you hear the number 285 million people - that is no small number. What this number represents is the number of people who are visually impaired in this world, some are corrected but others have left their vision uncorrected. If someone is not wearing corrective lenses does not mean they are not experiencing challenges with their eyesight. All of us can name at least one person who does not want to wear corrective lenses or needs to. Some of the common visual impairments include low vision, color blindness, and dyslexia. Objects may be out of focus. For others colors may skew what they viewing, and inhibit them from distinguishing letters, colors, and objectives. Some of the colors that are difficult for some individuals to distinguish are red, green, yellow, and blue. There are a few things you can do to make your design visually-friendly:1. Choose a legible font. This include Sans Serif, Helvetica, Arial, and Verdana2. Control brightness and contrast. As many of you have already heard me say - light background and use a dark text.3. Limit animations and effect. Do not use spinning or wavy slide transitions. 4. Stay away from dark backgrounds and slide designs. Here are some helpful links for you to develop visually-friendly presentations:How to make visual presentations accessible to audience members with print impairmentsMake your PowerPoint presentations accessible to people with disabilitiesCreating Accessible PowerPoint Presentations for Students with Visual Impairments and Blindness
Using Excel and PowerPoint, compare 3 facilities data for acquisition. Determine the NVP and IRR for each facility and construct tables for comparison. Choose the best option for acquisition and then determine the expected NVP and IRR.
Major Organizational Decision
Many of the major decisions undertaken by healthcare organizations (HCOs) are guided b ...
Using Excel and PowerPoint, compare 3 facilities data for acquisition. Determine the NVP and IRR for each facility and construct tables for comparison. Choose the best option for acquisition and then determine the expected NVP and IRR.
Major Organizational Decision
Many of the major decisions undertaken by healthcare organizations (HCOs) are guided by managerial accounting tools and methods. Given the significant capital requirements that are often required to build a hospital, expand a service, or even purchase advanced technology, senior leaders and operational managers look to managerial accounting to make sense of available information.
It is important to understand that managerial accounting assessments are not perfect but that they provide an evidence-based approach to decision-making. Estimates about future cash flows, interest rates, and even patient demand undoubtedly contain a measure of error. Two available options for protecting the accuracy of decisions include sensitivity analysis prior to decision and variance analysis after decisions are made.
Sensitivity analysis comes in many forms but essentially seeks to determine the impact of inaccurate or even evolving decision support input variables. By providing best, likely, and worst-case input values, sensitivity analysis provides HCO managers and leaders with a risk assessment of sorts. Variance analysis to assess operational performance compared to developed budgets and managerial accounting estimates, provides an opportunity to change inputs to course correct when necessary. The initial decision must be continually evaluated to provide the desired profit margin and outcomes. Sensitivity analysis can also be associated with variance analysis to guide decisions. For example, if variance analysis shows that projected patient volume hasn’t materialized as expected in the likely scenario, costs can be adjusted downward and/or alternative patient volume or other revenue sources can be pursued as already outlined in the worst-case scenario. These techniques will increase the accuracy of decision support analyses and tools and protect margins and outcomes.
As all departments don’t produce revenue to cover their expenses, these costs must be methodically and equitably distributed to departments and services that generate profit and loss (P&L). Critical and necessary services—such as housekeeping, internal audit, and human resources—do not directly provide revenue. However, without their support, surgery, oncology, and other product lines would be unable to complete their revenue-generating work. As a result, consistently capturing all expenses and outflows, and allocating them comprehensively, is necessary to accurately assess break-even points, contribution margins, and other financial outcomes.
Finally, managerial accounting tools and techniques can help to guide financing decisions. Debt financing provides the benefit of retaining ownership and has tax advantages but has strict qualification requirements. Equity financing eliminates the burden of a loan that must be repaid and sometimes ignores creditworthiness but ownership must be shared producing a loss of some control. Managerial accounting helps to decide whether debt, equity or a combination is in the best interests of the HCO. Under each option, an analysis of the cost of capital provides an assessment of how much financing would cost the HCO. Revenues or inflows must cover these costs as well as produce any desired margin to define success for the HCO.
QVC Medical Group (QVC MG) is a profitable and very busy multi-specialty group practice. As a part of its growth strategy, QVC MG is considering purchasing one of three medical practices in the community. Each of the practices provides a unique strategic advantage that is aligned with QVC MG’s long-term plans.
Clinics to compare:
Senior Clinic is located in a community offering extensive and very popular services for older patients. Junior Clinic/Pediatric Clinic serves a growing but younger population with the largest population of children in the area. Sports Clinic provides sports medicine services and is the preferred provider for the local all-state high school teams as well as the local college sports programs.
As the vice president of operations for QVC MG, you’ve been asked to lead this effort and recommend a decision to the board. Although all three practices are very attractive and have expressed an interest in being acquired, the board will only choose one. The others may be considered at a later date.
You’ve collected the following data related to acquisition costs, cash inflows, and overhead expenses for the next 5 years. The cost of capital is determined to be 11%:
Senior Clinic will cost $20M to acquire. Additionally, there are several roofing and facility maintenance needs that will cost $200,000 in Year 1, and $150,000 in Year 2. Finally, lab services will cost $100,000 per year beginning in Year 1. Expected cash inflows from Senior Clinic are $4.5M, $8.5M, $10.265M, $11M, and $500K for Years 1 to 5.
Pediatric Clinic will cost $19M to acquire. The practice is only two years old, and the facilities are in excellent condition. However, the clinic will have debt payments of $130,000 in Years 4 and 5. Finally, Pediatric Clinic has a lab outreach program that generates $20,000 in revenue every year beginning in Year 1. Half of this revenue will flow to QVC MG. In addition to the lab revenue, expected cash inflows from Pediatric Clinic are $6M, $6.5M, $7M, $7.5M, and $8M for Years 1 to 5.
Sports Clinic will cost $21M to acquire. The clinic is in a state-of-the-art facility with owned and leased equipment. Annual lease payments are $90,000 per year and maintenance agreement costs are $50,000 per year, both beginning in Year 1. Finally, the clinic receives $75,000 per year from the local college for medical coverage beginning in Year 1, all of which will flow to QVC MG. In addition to the college revenue, expected inflows from Sports Clinic are $9M, 7.5M, $8.5M, $6M, and $3.25M for Years 1 to 5.
*** In addition to the above information, you’ve determined that for the selected clinic, the NPV probabilities are:
* 20% for the worst-case scenario(expected cash flow will equal 90% of data from above)
* 60% for the most-likely scenario (data above)
* 20% for the best-case scenario (expected cash flow will equal 108% of data above)
Finally, the board would like your recommendation on other financing options. Ignoring the previous 11% cost of capital, you’ve discovered that:
* equity financing costs 15%
* 20% debt financing costs 10% (after tax) with equity costing 16%
* 45% debt financing costs 11% (after-tax) with equity costing 17%
Assignment
As VP-Operations for QVC MG, assess each clinic option. In your assessment, develop tables showing the NPV and IRR for each option. After selecting a clinic to recommend, determine its expected NPV and make a financing (equity and/or debt) recommendation to the board.
Provide your supporting documentation (spreadsheets or solution sheets) and develop a PowerPoint presentation to present and explain your findings to the board.
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Issues in administration
Discuss two to three challenges an administrator may face when developing and reviewing proposals for budget cuts. O ...
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TOPIC: With a use of technology, human resources have streamlined many of the processes and access to information for employees through the self-service portals. Prior to much of the advanced technology organizations and employees are experiencing today, they needed to go to the human resources office to complete paperwork or seek information. As you have learned, self-service technology has eliminated many challenges experienced in the past. For your assignment on self-service technology, create a PowerPoint presentation where you address the following:Describe the factors/key elements found in self-service technology. Identify and described the differences among manager self-service, employee-self-service, and human resource portals.What are the positives and negatives – for human resources, the organization, managers, and the employees. Make sure you provide some examplesWhat are some of the considerations that would be important when making decisions about self-service technology to include tools and providers.A few things to remember: You should be able to address the topic effectively using 12-15 slides. If you believe you will need more, please contact me.Do not forget to use bullet points or short sentences on your slides and expand on your note pages, or you can add audio. Often, when individuals are unable to attend a presentation, the presentation is forward to the absent individuals, and the note pages (i.e. speaker notes) provide the information they missed which they missed from the actual verbal discussion. The other way to look at the note pages is that this is where the narrative from an essay would go. Estimate a minimum of 150-250 words on each note page, except for your title, agenda, question, or reference slide. Please note that not using the note pages or sound may also affect the content on the grading rubric. If you use audio, your presentation should be a minimum of 10-15 minutes in length. Explain and discuss the bullet points. Graphics should be complementary to the narrative and not overwhelming or distracting from the content. Remember - keep it visually-friendly as it will affect your grade. Creating a Visually-Friendly PresentationWhen you hear the number 285 million people - that is no small number. What this number represents is the number of people who are visually impaired in this world, some are corrected but others have left their vision uncorrected. If someone is not wearing corrective lenses does not mean they are not experiencing challenges with their eyesight. All of us can name at least one person who does not want to wear corrective lenses or needs to. Some of the common visual impairments include low vision, color blindness, and dyslexia. Objects may be out of focus. For others colors may skew what they viewing, and inhibit them from distinguishing letters, colors, and objectives. Some of the colors that are difficult for some individuals to distinguish are red, green, yellow, and blue. There are a few things you can do to make your design visually-friendly:1. Choose a legible font. This include Sans Serif, Helvetica, Arial, and Verdana2. Control brightness and contrast. As many of you have already heard me say - light background and use a dark text.3. Limit animations and effect. Do not use spinning or wavy slide transitions. 4. Stay away from dark backgrounds and slide designs. Here are some helpful links for you to develop visually-friendly presentations:How to make visual presentations accessible to audience members with print impairmentsMake your PowerPoint presentations accessible to people with disabilitiesCreating Accessible PowerPoint Presentations for Students with Visual Impairments and Blindness
Using Excel and PowerPoint, compare 3 facilities data for acquisition. Determine the NVP and IRR for each facility and construct tables for comparison. Choose the best option for acquisition and then determine the expected NVP and IRR.
Major Organizational Decision
Many of the major decisions undertaken by healthcare organizations (HCOs) are guided b ...
Using Excel and PowerPoint, compare 3 facilities data for acquisition. Determine the NVP and IRR for each facility and construct tables for comparison. Choose the best option for acquisition and then determine the expected NVP and IRR.
Major Organizational Decision
Many of the major decisions undertaken by healthcare organizations (HCOs) are guided by managerial accounting tools and methods. Given the significant capital requirements that are often required to build a hospital, expand a service, or even purchase advanced technology, senior leaders and operational managers look to managerial accounting to make sense of available information.
It is important to understand that managerial accounting assessments are not perfect but that they provide an evidence-based approach to decision-making. Estimates about future cash flows, interest rates, and even patient demand undoubtedly contain a measure of error. Two available options for protecting the accuracy of decisions include sensitivity analysis prior to decision and variance analysis after decisions are made.
Sensitivity analysis comes in many forms but essentially seeks to determine the impact of inaccurate or even evolving decision support input variables. By providing best, likely, and worst-case input values, sensitivity analysis provides HCO managers and leaders with a risk assessment of sorts. Variance analysis to assess operational performance compared to developed budgets and managerial accounting estimates, provides an opportunity to change inputs to course correct when necessary. The initial decision must be continually evaluated to provide the desired profit margin and outcomes. Sensitivity analysis can also be associated with variance analysis to guide decisions. For example, if variance analysis shows that projected patient volume hasn’t materialized as expected in the likely scenario, costs can be adjusted downward and/or alternative patient volume or other revenue sources can be pursued as already outlined in the worst-case scenario. These techniques will increase the accuracy of decision support analyses and tools and protect margins and outcomes.
As all departments don’t produce revenue to cover their expenses, these costs must be methodically and equitably distributed to departments and services that generate profit and loss (P&L). Critical and necessary services—such as housekeeping, internal audit, and human resources—do not directly provide revenue. However, without their support, surgery, oncology, and other product lines would be unable to complete their revenue-generating work. As a result, consistently capturing all expenses and outflows, and allocating them comprehensively, is necessary to accurately assess break-even points, contribution margins, and other financial outcomes.
Finally, managerial accounting tools and techniques can help to guide financing decisions. Debt financing provides the benefit of retaining ownership and has tax advantages but has strict qualification requirements. Equity financing eliminates the burden of a loan that must be repaid and sometimes ignores creditworthiness but ownership must be shared producing a loss of some control. Managerial accounting helps to decide whether debt, equity or a combination is in the best interests of the HCO. Under each option, an analysis of the cost of capital provides an assessment of how much financing would cost the HCO. Revenues or inflows must cover these costs as well as produce any desired margin to define success for the HCO.
QVC Medical Group (QVC MG) is a profitable and very busy multi-specialty group practice. As a part of its growth strategy, QVC MG is considering purchasing one of three medical practices in the community. Each of the practices provides a unique strategic advantage that is aligned with QVC MG’s long-term plans.
Clinics to compare:
Senior Clinic is located in a community offering extensive and very popular services for older patients. Junior Clinic/Pediatric Clinic serves a growing but younger population with the largest population of children in the area. Sports Clinic provides sports medicine services and is the preferred provider for the local all-state high school teams as well as the local college sports programs.
As the vice president of operations for QVC MG, you’ve been asked to lead this effort and recommend a decision to the board. Although all three practices are very attractive and have expressed an interest in being acquired, the board will only choose one. The others may be considered at a later date.
You’ve collected the following data related to acquisition costs, cash inflows, and overhead expenses for the next 5 years. The cost of capital is determined to be 11%:
Senior Clinic will cost $20M to acquire. Additionally, there are several roofing and facility maintenance needs that will cost $200,000 in Year 1, and $150,000 in Year 2. Finally, lab services will cost $100,000 per year beginning in Year 1. Expected cash inflows from Senior Clinic are $4.5M, $8.5M, $10.265M, $11M, and $500K for Years 1 to 5.
Pediatric Clinic will cost $19M to acquire. The practice is only two years old, and the facilities are in excellent condition. However, the clinic will have debt payments of $130,000 in Years 4 and 5. Finally, Pediatric Clinic has a lab outreach program that generates $20,000 in revenue every year beginning in Year 1. Half of this revenue will flow to QVC MG. In addition to the lab revenue, expected cash inflows from Pediatric Clinic are $6M, $6.5M, $7M, $7.5M, and $8M for Years 1 to 5.
Sports Clinic will cost $21M to acquire. The clinic is in a state-of-the-art facility with owned and leased equipment. Annual lease payments are $90,000 per year and maintenance agreement costs are $50,000 per year, both beginning in Year 1. Finally, the clinic receives $75,000 per year from the local college for medical coverage beginning in Year 1, all of which will flow to QVC MG. In addition to the college revenue, expected inflows from Sports Clinic are $9M, 7.5M, $8.5M, $6M, and $3.25M for Years 1 to 5.
*** In addition to the above information, you’ve determined that for the selected clinic, the NPV probabilities are:
* 20% for the worst-case scenario(expected cash flow will equal 90% of data from above)
* 60% for the most-likely scenario (data above)
* 20% for the best-case scenario (expected cash flow will equal 108% of data above)
Finally, the board would like your recommendation on other financing options. Ignoring the previous 11% cost of capital, you’ve discovered that:
* equity financing costs 15%
* 20% debt financing costs 10% (after tax) with equity costing 16%
* 45% debt financing costs 11% (after-tax) with equity costing 17%
Assignment
As VP-Operations for QVC MG, assess each clinic option. In your assessment, develop tables showing the NPV and IRR for each option. After selecting a clinic to recommend, determine its expected NPV and make a financing (equity and/or debt) recommendation to the board.
Provide your supporting documentation (spreadsheets or solution sheets) and develop a PowerPoint presentation to present and explain your findings to the board.
Gapenski, L., & Reiter, K. (2015). Healthcare finance: An introduction to accounting and financial management (6th ed.). Chicago, IL: Health...
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