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CT 6
Using the Library, locate two (2) research articles published within the last five (5) years. One article should
deal with measuring performance and one article should relate to incremental analysis.
Complete the Research Evaluation Tables and post completed tables (one for each scholarly article) to the
Discussion Board for others to observe.
Choose one of the two articles to write a one-to-two-page introduction to the article. Include the following
sections and include no opinions, judgments, or beliefs about the study. Only present the facts.
•
•
•
•
•
•
Topic – State the broad organizational or field of study topic and establish
the overall context for the study.
Problem or Opportunity – Describe the problem or opportunity that the
researcher was trying to address.
Purpose of the Study – Discuss the intent of the study and list any
research questions or hypotheses that were used.
Research Approach and Design – Describe the overall research
approach and information that you find related to the research design.
Research design might include such things as the setting (field,
laboratory, etc), the type of data that was collected, the sample and
sample selection, the way data was prepared, analyzed, or presented, for
example.
Audience – Identify the individual or groups that might be interested in
the findings of the study.
Summary – Present the main points that you have covered in your
paper; introduce no new information or concepts.
Your paper should meet the following requirements:
•
Use academic writing style, clear and concise language, and welldeveloped paragraphs (minimum of three sentences required to develop a
paragraph)
•
o
o
Ensure APA standards are used
Be 1-2 pages in length
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Describe a complex project that could be completed using a Hybrid Model. Describe the hybrid mode ...
University of the Cumberlands Flow Adoption Case Study
Part 1
Describe a complex project that could be completed using a Hybrid Model. Describe the hybrid model? Why do you feel that this model is better for this type of project? What would be the impact of completing the project using a different approach?
Part 2
See attached Dell Case Study document
Case Study Overview:
In February 2017 the Team Project Manager and Flow Project Coordinator for Dell Technologies-Limerick (Ireland), is preparing for a review with Dell's Systems and Processes Improvement board, early in a transition from the use of one agile software development method (Scrum) to another (Flow, which applies lean manufacturing techniques to software engineering). The new manager has been on board for less than six months. With ten years' prior software development experience in Brazil, he moved to Ireland when hired by Dell. Dell is midway through its attempts to transform from a manufacturing-heavy strategy to an IT-supported service-heavy strategy; its recent acquisition of EMC is an important step in that direction, and executives expect Flow will help globally-distributed software developers produce higher quality code, faster, in follow-the-sun mode. The Flow coordinator/champion recognizes Flow is a complex innovation; it will take time and focus for busy software developers (who only recently mastered Scrum techniques) to master new Flow techniques. The champion is also concerned that needed digital Kanban functionality (essential for supporting globally distributed teams using Flow) has not yet been approved or provided by the Dell IT organization in Texas; this and other obstacles are impeding the developers' transition to Flow. Keen to demonstrate his commitment to help Dell achieve these aims, he worries that some executives expect performance improvements sooner than teams can realistically deliver. He seeks to persuade executives to be both patient and helpful. As he plans his 20-minute presentation for the next day's meeting, he is told to keep his remarks to executives simple: highlight no more than three messages.
Questions:
What should Ferreira do next to accelerate Flow Adoption?
What three points should Ferreira make at the 7 Feb 2017 SPI Board Review?
Review the seven lean manufacturing principles and demonstrate how Ferreira used them when implementing Flow.
Part 3
Case Study Overview:
In conventional business and government megaprojects--such as hydroelectric dams, chemical-processing plants, or big-bang enterprise-resource-planning systems--the standard approach is to build something monolithic and customized. Such projects must be 100% complete before they can deliver benefits: Even when it's 95% complete, a nuclear reactor is of no use. On the basis of 30 years of research and consulting on megaprojects, the author has found two factors that play a critical role in determining success or failure: replicable modularity in design and speed in iteration. The article examines those factors by looking at well-known megaprojects, both successful ones, and cautionary tales.
Mega Project Case Study is attached
Using the megaproject case study answer the following:
Build and describe a complex model that can be used to manage the mega-project described in the case study linked above. Your model should include the following:
Overview of the process
Pictorial design of the process
Description of each phase
Explanation as to why this process will work when managing megaprojects.
BUS 3061 Amridge University Accounting Equation and Basic Financial Statements
Introduction
Imagine you are trying to grow your business by attracting investors, clients, or securing a loan. You'll nee ...
BUS 3061 Amridge University Accounting Equation and Basic Financial Statements
Introduction
Imagine you are trying to grow your business by attracting investors, clients, or securing a loan. You'll need to tell a compelling story that demonstrates your understanding of business finance and the language it speaks—the language of accountants. Accounting is often called the language of business, and rightfully so, because effective business organizations set up an accounting information system to communicate data to help internal and external stakeholders make better decisions. Reporting the results of an organization's business transactions to these stakeholders requires the preparation of financial reports such as a balance sheet (statement of financial position), retained earnings, and the income statements. Accurate preparations of these statements require essential accounting knowledge and skills.
Preparation
Use the Assessment 1 Template [XLSX] to complete this assessment.
Review all suggested readings.
Note: Accuracy in accounting is paramount. Take your time and double-check your work for errors or omissions.
Scenario
For parts 2-4: Imagine that you have been given June 2010 financial transaction data provided by Moonlight Drive-In Theater and have been asked to prepare specified financial statements. This information is found in the Assessment 1 Template [XLSX].
Instructions?
Step 1: Describe the accounting environment.
Step 2: Prepare an income statement.
Step 3: Prepare a statement of retained earnings.
Step 4: Prepare a balance sheet.
Complete each of the following assessment parts in sequence using the Week 1 Assessment 1 Template [XLSX]. All parts of the template should be submitted together. Each template tab corresponds to one of the following assessment parts:
Part 1: Accounting Environment
Respond to the short-answer accounting environment questions found in the template on the "Accounting Environment" tab using proper grammar and language.
Part 2: Income Statement
Source: Edwards, J. D., Hermanson, R. H., & Maher, M. W. (2011). Accounting principles: A business perspective, financial accounting (Chapters 1-8) [PDF]. Textbook Equity. Problem C, page 67.
Prepare an income statement for June 2010.
Part 3: Statement of Retained Earnings.
Prepare a statement of retained earnings for June 2010, using the information in Part 2.
Part 4: Balance Sheet.
Prepare a balance sheet as of June 30, 2010, using the information in Part 2.
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Most Popular Content
12 pages
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Write a paper (1,500-1,750 words) in which you address the following based on the information provided in the "West Coast Transit Case Study" resource.Define the three criteria for evaluating effective team/group work (as stated in the reading this week) and analyze whether the "team" assembled by Bernie Hollis and Pete Denson is effective or not.Provide a review of each of Tuckman's five stages of group formation and identify what stage(s) are evident in the case. Explain your answer. Define Schein’s three behavioral profile roles during team entry and identify how the profiles are demonstrated in the case. Explain your answer.Was the communication among the participants in the case effective or not? Justify your answer (this is not just an opinion).The Organizational Behavior textbook describes two main types of conflict. Define them and then describe the type (s) of conflict that are evident in the case.Propose how Denson should manage the conflict in this case using one direct conflict management and one indirect conflict management approach? Explain your response.Identify one specific task leadership activity and one specific maintenance activity that should be encouraged. Identify the most significant disruptive behavior that should be discouraged.Identify the most obvious individual motivational problems experienced by Jing, Mahonney, and Tanney. How should Denson motivate each person? Be sure to provide a specific motivational suggestion for each person based on that person's motivational needs. Ensure that at you have at least one suggestions from each of the motivational theories/techniques (content theories, process theories, and reinforcement strategies).Use at least two academic resources as references for this assignment.Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.
Discussion: Case Study 11: Who Brought Bernadine Healy Down?
Discussion: Case Study 11: Who Brought Bernadine Healy Down? Case Study 11: Who Brought Bernadine Healy Down? Questio ...
Discussion: Case Study 11: Who Brought Bernadine Healy Down?
Discussion: Case Study 11: Who Brought Bernadine Healy Down? Case Study 11: Who Brought Bernadine Healy Down? Questions for Case study 11 Identify and discuss the public service culture present in the case and explain why Wise argue that public service motivation is found more in the government than in private sector.Discuss if the Healy’s motivation for accepting the Red Cross presidency is in line with the public service motives?Discuss what the case study indicates about the modern complexities of professional personnel in the public setting?Does the Wise reading offer some specific answers to contemporary problems of public personnel motivation? If so, how? Should be 75 to 150 words, but may go longer depending on the topic. If you use any source outside of your own thoughts, you should reference that source. Include solid grammar, punctuation, sentence structure, and spelling. Reading: Stillman II, R J (2010). Public Administration: Concepts and Cases, 9th edition. Boston, MA: Wadsworth Cengage Learning. ISBN: 9781337051842 or 9780618993017
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T219 Not For Profit Vs For Profit Sector.edited
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T219 Not For Profit Vs For Profit Sector.edited
1. Select and research a local not-for-profit organization and a for-profit business. Document these two entities, discussing differences between the ...
University of the Cumberlands Flow Adoption Case Study
Part 1
Describe a complex project that could be completed using a Hybrid Model. Describe the hybrid mode ...
University of the Cumberlands Flow Adoption Case Study
Part 1
Describe a complex project that could be completed using a Hybrid Model. Describe the hybrid model? Why do you feel that this model is better for this type of project? What would be the impact of completing the project using a different approach?
Part 2
See attached Dell Case Study document
Case Study Overview:
In February 2017 the Team Project Manager and Flow Project Coordinator for Dell Technologies-Limerick (Ireland), is preparing for a review with Dell's Systems and Processes Improvement board, early in a transition from the use of one agile software development method (Scrum) to another (Flow, which applies lean manufacturing techniques to software engineering). The new manager has been on board for less than six months. With ten years' prior software development experience in Brazil, he moved to Ireland when hired by Dell. Dell is midway through its attempts to transform from a manufacturing-heavy strategy to an IT-supported service-heavy strategy; its recent acquisition of EMC is an important step in that direction, and executives expect Flow will help globally-distributed software developers produce higher quality code, faster, in follow-the-sun mode. The Flow coordinator/champion recognizes Flow is a complex innovation; it will take time and focus for busy software developers (who only recently mastered Scrum techniques) to master new Flow techniques. The champion is also concerned that needed digital Kanban functionality (essential for supporting globally distributed teams using Flow) has not yet been approved or provided by the Dell IT organization in Texas; this and other obstacles are impeding the developers' transition to Flow. Keen to demonstrate his commitment to help Dell achieve these aims, he worries that some executives expect performance improvements sooner than teams can realistically deliver. He seeks to persuade executives to be both patient and helpful. As he plans his 20-minute presentation for the next day's meeting, he is told to keep his remarks to executives simple: highlight no more than three messages.
Questions:
What should Ferreira do next to accelerate Flow Adoption?
What three points should Ferreira make at the 7 Feb 2017 SPI Board Review?
Review the seven lean manufacturing principles and demonstrate how Ferreira used them when implementing Flow.
Part 3
Case Study Overview:
In conventional business and government megaprojects--such as hydroelectric dams, chemical-processing plants, or big-bang enterprise-resource-planning systems--the standard approach is to build something monolithic and customized. Such projects must be 100% complete before they can deliver benefits: Even when it's 95% complete, a nuclear reactor is of no use. On the basis of 30 years of research and consulting on megaprojects, the author has found two factors that play a critical role in determining success or failure: replicable modularity in design and speed in iteration. The article examines those factors by looking at well-known megaprojects, both successful ones, and cautionary tales.
Mega Project Case Study is attached
Using the megaproject case study answer the following:
Build and describe a complex model that can be used to manage the mega-project described in the case study linked above. Your model should include the following:
Overview of the process
Pictorial design of the process
Description of each phase
Explanation as to why this process will work when managing megaprojects.
BUS 3061 Amridge University Accounting Equation and Basic Financial Statements
Introduction
Imagine you are trying to grow your business by attracting investors, clients, or securing a loan. You'll nee ...
BUS 3061 Amridge University Accounting Equation and Basic Financial Statements
Introduction
Imagine you are trying to grow your business by attracting investors, clients, or securing a loan. You'll need to tell a compelling story that demonstrates your understanding of business finance and the language it speaks—the language of accountants. Accounting is often called the language of business, and rightfully so, because effective business organizations set up an accounting information system to communicate data to help internal and external stakeholders make better decisions. Reporting the results of an organization's business transactions to these stakeholders requires the preparation of financial reports such as a balance sheet (statement of financial position), retained earnings, and the income statements. Accurate preparations of these statements require essential accounting knowledge and skills.
Preparation
Use the Assessment 1 Template [XLSX] to complete this assessment.
Review all suggested readings.
Note: Accuracy in accounting is paramount. Take your time and double-check your work for errors or omissions.
Scenario
For parts 2-4: Imagine that you have been given June 2010 financial transaction data provided by Moonlight Drive-In Theater and have been asked to prepare specified financial statements. This information is found in the Assessment 1 Template [XLSX].
Instructions?
Step 1: Describe the accounting environment.
Step 2: Prepare an income statement.
Step 3: Prepare a statement of retained earnings.
Step 4: Prepare a balance sheet.
Complete each of the following assessment parts in sequence using the Week 1 Assessment 1 Template [XLSX]. All parts of the template should be submitted together. Each template tab corresponds to one of the following assessment parts:
Part 1: Accounting Environment
Respond to the short-answer accounting environment questions found in the template on the "Accounting Environment" tab using proper grammar and language.
Part 2: Income Statement
Source: Edwards, J. D., Hermanson, R. H., & Maher, M. W. (2011). Accounting principles: A business perspective, financial accounting (Chapters 1-8) [PDF]. Textbook Equity. Problem C, page 67.
Prepare an income statement for June 2010.
Part 3: Statement of Retained Earnings.
Prepare a statement of retained earnings for June 2010, using the information in Part 2.
Part 4: Balance Sheet.
Prepare a balance sheet as of June 30, 2010, using the information in Part 2.
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