... Project Deliverable 1: Project Plan Inception 2 Background IT has been determined that our Revenues will grow to $25 Million dollars over the next six months. Therefore, the CIO of XYZ has been assigned the challenges of delivering an IT Platform that will support our Internal and External Stakeholders. This wills security our position as the leading Data Collection and Analysis Company with an expected growth of 60% year of year. We are embracing the Information Technological aspects of the future of XYZ Corporation. We are determined to maximize the value to our Stock Holders and Stakeholders. We are projected to grow at a 60% rate over the next 18 months and as your CIO the IT Department is preparing our Infrastructure, Monitoring, Systems, Software, Hardware, Computing and Devices to scale and support our growth. Our company is a key player in the Analytics and Research services and we are positioning our Strategic Alignment gain the competitive edge over our competition. We will be expanding our Data Center along with Office space and the Acquisition and Implementation of New Systems. For example, this Project Plan will include the build out of the expanding from 1 Floor at our Headquarters location to a total of three floors. Our Leadership team feels very strongly that this is a great opportunity for XYZ to leverage its ability in Data Mining and to Develop Strategic partners that will position us for the next Megatrend. We will be positioning...
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...1. SYNOPSIS John Compton, The president of the company, at the executive staff meeting explained that we are no longer competitive in the marketplace because they have no project management methodology. Most of the Requests for Proposal (RFP) need the companies identify their project management methodology which they will use on the contract. They have just a few templates they use based upon the PMBOK®Guide. The executive staff did not like to develop a methodology and made some excuses for him not to develop a methodology because they are afraid to lose their power and authority once the methodology is up and running. Last year, a consultant was brought to describe the benefits of project management and the value of an enterprise project management methodology (EPM). The consultant explained that the time needed to develop and implement an EPM system can be shortened if the company has a project management office (PMO) in place to take the lead role. In that session, the executive staff became reluctant to visibly support project management since they understood executive gets control of the PMO may become more powerful than other executives. A PMO was formed reporting to the chief information officer. The PMO was comprised of a handful of experienced project managers that could hopefully take the lead in the development of a methodology. The PMO concluded that there were five steps that had to be done initially. After the five steps were done, the executive committee would...
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...known as Acme Home Improvements de México, SA de CV ("Acme de México" or "Acme Mexico City"). (SA de CV = Sociedad Anónima de Capital Variable, a Mexican corporate form.) There are five major product groups within each Acme store: plumbing and electrical supplies, building materials, hardware and tools, seasonal and garden/yard items, and paint, flooring and wall coverings. Each store has a store manager, assistant store manager, bookkeeper, an information systems manager and an assistant, a manager for each of the five major product groups, customer service employees on the store floor to assist customers with their purchases, cashiers, receiving/stocking employees, and maintenance/janitorial employees. Assignment 1. Team Assignment: Preparing a Team Work Plan due in...
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...Name: Manpreet Kaur Student id: 2145195 Course: Strategic Human Resource Management Submitted to: Nicole Parry Reading: 2 CHAPTER 1 HUMAN RESOURCE MANAGEMENT Ans1 The 4 initiatives required for a HR department to be strategic are: 1) Be transformational, not transactional 2) Think about your structure 3) Be credible – have educated, experienced, trained HR practitioners 4) Provide value for services CHAPTER 2 BE TRANSFORMATIONAL, NOT TRANSACTIONAL Ans1 Line department: This department is essential for the survival of the organisation. For example: In the manufacturing company, manufacturing department, finance department and the sales department are the line department and these department are essential for the existence of the organisation because manufacturing company cannot survive without these departments. As these departments manufacture the product and arrange the finance for the company and also sell the products. Staff department: In contrast, Staff departments are the department, which exists to help the line department in its activities. The staff departments are to advise, counsel and assist the line departments. Like in manufacturing company, the department, which is not manufacturing department, finance department and sales department, is a staff department. There is also one more point to contrast these department like if the company has to reduce the people or department then they would like to eliminate staff department rather than...
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...to Reduce The Problems in Future Projects…………5 Conclusion…………………………………………………….5 References……………………………………………………..6 Introduction Technical underwriting is the method of assessing the customer’s eligibility to approve their services by the financial service provider. The case alludes to an organization called Northern Insurance and their gigantic venture on TUFS (Technical Underwriting Financial System). That framework was the biggest speculation ever constructed on IT by Northern Insurance and it should aid the organization by "streamlining the granting process and giving key e-business capacities". Yet, after several months, TUFS turned into the expense middle of the organization, spending just about $4 million, and consequently the CIO, Martin Drysdale's occupation was at stake. He had a gathering with the CFO, Melissa Freeman, to talk about the reasons why the framework was not giving the profits it should and whether to continue contributing on it. Lack of Project Management The departments of the organization were not on the same road. It is very clear that the TUFS system went wrong in the working. The system was responsible in the rise of problems based on opportunities deliverables and strategic alignment. The company supposed the values of the Information Technology in different ways. The project was brought on time into action and in budget limits, but few elements which were key in successful running were missed out such as, help desk and training. Additionally...
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...Nov 3, 2010 Jack Nelson's Problem An article for Human Resources Management course, Gary Dessler 12/e, page: 52 1st Question: What do you think is causing some of the problems in the bank’s home office and branches? - There is not any communication between branch supervisors, home offices, and other branches. The supervisor employ their own employee without any communication with the main branch. The major problem is high employee turnover, actually there can be many reason for turnover, however in the text this is a result of when an employee would be hired, they would be resign another employee. In additionally, Ruth Johnson has been working in a home office for two months, howeever she does not know what the machine called she used and what it did. That means, there is not any HR to asist her about that machine. 2nd Question: Do you think setting up an HR unit in the main office would help? - Setting up an HR unit in the main office would help the managers. Through the HR unit the bank can employ the educated bankers and reduce turnover ratios. I mean, because of HR unit will work for supervisors’ and line managers’ needs, the employee which apply the job probably educated by HR unit about the which machine or computer software does he/ she have to. As a result of HR unit, turnovers decrase and efficiency increases in the bank. 3rd Question: What specific functions should an HR unit carry out? What HR functions would then be carried out by supervisors...
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...Gaurav Agnihotri Lovie_agni@yahoo.com +91 888 431 6910 _________________________________________________________________________________________ Objective To associate myself with an organization, which provides me ample opportunities of growth, scope for learning and the space to further enhance my skills through constant learning and challenges at work. Work Experience --- Cognizant Consulting India Pvt Ltd (March 2013-till date) Manager: Business Development, Strategic Market Group (Enterprise Application Services) Responsibilities: • Positioning and branding : Defining and building the value proposition for the business and its offerings helping create winning propositions and messaging for EAS (Enterprises Application Services) • Acquire and develop knowledge of vertical/horizontal industry practices, trends, benchmarking data, and create competitive analyses. • Formulate strategy and plan for implementing and leveraging online communities, discussion forums, and other collaborative technologies. • Engenders enthusiasm for the work to be done, honors commitments and contributes proactively to ensure optimal positioning of SAP, while encouraging idea generation and creativity for each pursuit • Identifies and actions hot issues/topics/trends within the service line that require specific focus to rapidly capture the related knowledge assets • Analyst Relations: Proactive management of key influencer relations across major...
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...orLabor Unions: Aging Dinosaur or Sleeping Giant? The Labor Movement and Unionism Background and Brief History Higher wages! Shorter workdays! Better working conditions! These famous words echoed throughout the United States beginning in 1790 with the skilled craftsmen (Dessler, 1997, p. 544). For the last two-hundred years, workers of all trades have been fighting for their rights and seeking methods of improving their living standards, working conditions, and job security (Boone, 1996,p.287). As time went by, these individuals came to the conclusion that if they work together collectively, they would grow stronger to get responses to their demands. This inspired into what we know today as labor unions. A labor union is an organized group of workers whose purpose is to increase wages and influence other job conditions for its members (Parkin, 1998,p.344). These labor unions can be divided into two types: craft unions and industrial unions (World, 1998). A craft union is a union whose membership is restricted to workers who possess an identifiable skill (Robinson, 1985,p. 69). These members tend to be better educated and trained, and more unified because of common interests (World, 1998). An example of a craft union is the United Food and Commercial Workers International Union (World, 1998). On the other hand, an industrialized union is a group of workers who have a variety of skills and job types but work for the same industry (Parkin, 1998, p. 344). Unions of this type include...
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...Austin and Boxerman’s Information Systems for Healthcare Management Seventh Edition Gerald L. Glandon Detlev H. Smaltz Donna J. Slovensky 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [First Page] [-1], (1) Lines: 0 to 27 * 516.0pt PgVar ——— ——— Normal Page * PgEnds: PageBreak [-1], (1) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 AUPHA/HAP Editorial Board Sandra Potthoff, Ph.D., Chair University of Minnesota Simone Cummings, Ph.D. Washington University Sherril B. Gelmon, Dr.P.H., FACHE Portland State University Thomas E. Getzen, Ph.D. Temple University Barry Greene, Ph.D. University of Iowa Richard S. Kurz, Ph.D. Saint Louis University Sarah B. Laditka, Ph.D. University of South Carolina Tim McBride, Ph.D. St. Louis University Stephen S. Mick, Ph.D. Virginia Commonwealth University Michael A. Morrisey, Ph.D. University of Alabama—Birmingham Dawn Oetjen, Ph.D. University of Central Florida Peter C. Olden, Ph.D. University of Scranton Lydia M. Reed AUPHA Sharon B. Schweikhart, Ph.D. The Ohio State University Nancy H. Shanks, Ph.D. Metropolitan State College of Denver * [-2], (2 Lines: 2 59.41 ——— ——— Normal * PgEnds [-2], (2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [-3], (3) Lines:...
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...FINAL CASE ANALYSIS “Enabling Business Strategy with IT at the World Bank” 1. How does IT impact the mission of the World Bank? Before we dive deeply into analyzing how IT influences the mission of the World Bank (WB), it is important to understand their missions as well as their core strategy and capabilities fostering these missions. We will first notice changes in the capabilities and business strategies before we see the final impacts; every reflection of these changes shines through the glass of IT-enabled business initiatives. Rarely in business cases, do we see top executives present such strong support for IT development due to heavy upfront investment, possible disruptive business operations, and uncertain return on its investment (Applegate 63). Nevertheless, with a business model that thrives over internationally geographical and cultural differences, it is impossible to succeed without a well-supported IT global network. The WB’s simplified mission in three phrases: fight poverty with passion and professionalism, help people and environment with resources and shared knowledge, and forge partnerships in both public and private sectors. Part one of their mission, the WB has financed 240 projects in 92 countries as assistance to both low-income and developing countries in 2003 (McFarland and Delacey, 3). How the WB achieves this exemplifies their key capability, global IT networks since 1977. This single key capability made it possible for the WB to enforce...
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...2010 INFORMATION MANAGEMENT PBSA 823 Chicken Run Group Assignment Lecturer: Mr. J. C. Coetzee 9/18/2010 Nestlé struggles with Enterprise Systems CRITERIA FOR MARKING MBA-ASSIGNMENTS 1 | Meeting the objectives of the assignmentThe extent to which: | 60 | | *1.1 | the assignment was understood and answered comprehensively | 10 | | *1.2 | independent (own) thought is reflected | 10 | | 1.3 | insight in the topic was demonstrated | 10 | | 1.4 | logical, systematic thought and reasoning is demonstrated | 10 | | 1.5 | quality research (literature study and / or empirical work) was done | 10 | | 1.6 | conclusions are logic, meaningful and substantiated | 10 | | 2 | Presentation and technical aspectsThe extent to which: | 30 | | 2.1 | the content shows a logical andintegrateddevelopment and forms a balancedholisticwhole | 15 | | 2.2 | the executivesummary reflects the content comprehensively and meaningfully | 5 | | 2.3 | the table of contents, references and list of sources are noted correctly | 5 | | 2.4 | the style and language (grammar) meet the requirements | 5 | | 3 | General quality rating | 10 | | | Evaluator’s general evaluation mark of the assignment’s quality - taking into consideration the above and other factors | | | | TOTAL | 100 | | Assignment Word Count: Chicken Run Group Members “There is nothing more determined than poultry with a plan…” Bezuidenhout, P.J. 1224 6093 Botha...
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...9-605-015 REV: AUGUST 20, 2007 ANDREW MCAFEE F. WARREN MCFARLAN ALISON BERKLEY WAGONFELD Enterprise IT at Cisco (2004) On a Monday morning in March of 2004 Brad Boston, CIO of Cisco Systems, was preparing for a meeting with the six other members of Cisco’s Business Process Operating Committee (BPOC). This group of senior executives met twice each month to review and prioritize key initiatives that impacted the entire company. Since its first meeting in 2002, BPOC had focused its attention on several major enterprise-wide projects such as upgrading the company’s enterprise resource planning (ERP) system and developing a comprehensive customer database. As these projects started to wind down, the committee began considering new proposals that typically fell into one of three categories: “one-off” programs with specific short-term goals, “must-have” programs mandated for regulatory purposes (such as Sarbanes-Oxley compliance), and bigger enterprise initiatives that had to be prioritized relative to other projects with high resource requirements. Although BPOC did not fund the projects it approved, the committee’s recommendations deeply affected Cisco’s overall commitment to various IT initiatives. As Boston thought about the projects that were going to be covered at the next BPOC meeting, he knew that one request had the potential to generate a great deal of discussion. Cisco’s customer advocacy group was proposing an overhaul of Cisco’s call center processes—the group wanted...
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...and Leadership Analysis Table of Contents Organization Overview 4 Organization Description 4 The Company Mission 4 The Organization – SEAD 4 The CEO – Jon Shreve 5 Leadership Practices 6 Relationship Between Leadership and Organizational Culture 7 SWOT Analysis 9 Organizational Strengths 9 Technical Skills 9 Strategic Thinking 10 Organizational Weaknesses 11 Under-developed Leadership 11 Failing to deliver quality results 11 Organizational Opportunities 12 Political Forces - Obamacare 12 Economic Forces - Cloud Computing 13 Organizational Threats 14 Leadership Evaluation 16 Leadership Strengths 17 Innovative Thinking 17 Future-Facing 17 Managing Relationships 18 Leadership Weaknesses 19 Lack of formal higher education in executive staff 19 Weakness of Human Skills 19 Lack of Systems Thinking 20 Recommendations for Leadership Development 21 Lead with Humility (Level 5 Leadership) 21 Engage in Interactive Leadership 22 Practice Authentic Leadership 22 References 23 Organization Overview The focus of this section is to provide a description of the Software Engineering and Development (SEAD) organization at MCG, the leadership practices of the company’s CEO, and the link between the CEO’s leadership practices and the SEAD organizational culture. This department and leader were chosen for two reasons. First, the SEAD organization underwent many changes over the past 3 years due primarily to the CEO’s leadership decisions...
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...Services, the National Institute of Standards and Technology (NIST), and other agencies for ensuring compliance with these standards and regulatory requirements. Term Paper: Security Regulation Compliance Introduction In the day-to-day operations of information security, security professionals often focus the majority of their time dealing with employee access issues, implementing security methods and measures, and other day-to-day tasks. They often neglect legal issues that affect information security. As a result, organizations often violate security-related regulations and often have to pay heavy fines for their non-compliance.” A Chief Information Officer in a government agency should realize the need to educate for senior leadership on some of the primary regulatory requirements, and realize the need to ensure that the employees in the agency are aware of these regulatory requirements as well. (Strayer, 2015). Below we shall discuss six Acts/Laws which are meant for the betterment for society and facilitate the workflow, maintain the privacy of every individual citizen of the country, provide legal rights to the workers/labors, owner of an intellectual property, opportunities for financial institutions to expand their business,...
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...Department of Defense INSTRUCTION NUMBER 8510.01 November 28, 2007 ASD(NII)/DoD CIO SUBJECT: References: DoD Information Assurance Certification and Accreditation Process (DIACAP) (a) Subchapter III of Chapter 35 of title 44, United States Code, “Federal Information Security Management Act (FISMA) of 2002” (b) DoD Directive 8500.01E, “Information Assurance (IA),” October 24, 2002 (c) DoD Directive 8100.1, “Global Information Grid (GIG) Overarching Policy,” September 19, 2002 (d) DoD Instruction 8500.2, “Information Assurance (IA) Implementation,” February 6, 2003 (e) through (ab), see Enclosure 1 1. PURPOSE This Instruction: 1.1. Implements References (a), (b), (c), and (d) by establishing the DIACAP for authorizing the operation of DoD Information Systems (ISs). 1.2. Cancels DoD Instruction (DoDI) 5200.40; DoD 8510.1-M; and ASD(NII)/DoD CIO memorandum, “Interim Department of Defense (DoD) Information Assurance (IA) Certification and Accreditation (C&A) Process Guidance” (References (e), (f), and (g)). 1.3. Establishes or continues the following positions, panels, and working groups to implement the DIACAP: the Senior Information Assurance Officer (SIAO), the Principal Accrediting Authority (PAA), the Defense Information Systems Network (DISN)/Global Information Grid (GIG) Flag Panel, the IA Senior Leadership (IASL), the Defense (previously DISN) IA Security Accreditation Working Group (DSAWG), and the DIACAP Technical Advisory Group (TAG). 1.4. Establishes a C&A process...
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