b. An iterative, speedy prototyping c. Managers can develop their own personal DSS 2. Investigate alternative designs along with the development process approaches a. Building effective DSS is important matter b. Choose an approach that increases the chances of benefits of DSS c. Building a DSS is a difficult task since different employees have different job responsibilities and take different decisions. 3. Decision oriented Design Approach a. Pre design description and diagnosis of decision
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successful data warehouse, what are the most important risks and issues to consider and potentially avoid? Data warehouse projects have many risks. Most of them are also found in other IT projects, but data warehousing risks are more serious because data warehouses are expensive, time-and-resource demanding, large-scale projects. Each risk should be assessed at the inception of the project. When developing a successful data warehouse, it is important to carefully consider various risks and avoid the following
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financial/cash flow 2. Lenovo Channel Management Lenovo, a famous PC maker, is now entering the smarthphone business. Please note that the computer channel is different from the cell phone channel in China. Please describe possible channel conflicts in Lenovo’s new addition of cell phones channel into its traditional PC channel. E.g.: Conflicts with whom? What kind of conflicts? 3. Rougement Case Question What decision criteria would you use to evaluate each of the 3 distribution channel alternatives
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amount spend by the United States on these kinds of projects has already doubled. This R & D is done by different companies in the industry for the government. Now, there is this proposal to have the companies focus on a specific development to get the most out of the money spent by the government considering the existence of competition among these companies, specifically on duplication and interservice competition related to military R&D projects. II. SITUATIONAL ANALYSIS III. STATEMENT
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Diamond Chemicals Plc (A) The Merseyside Project Case Analysis Team Members Ashish Massey
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rates of return. Therefore, a financial manager must be able to decide whether an investment is worth undertaking and be able to choose intelligently between two or more alternatives. To do this, a sound procedure to evaluate, compare, and select projects is needed. This procedure is called capital budgeting. I. CAPITAL IS A LIMITED RESOURCE In the form of either debt or equity, capital is a very limited resource. There is a limit to the volume of credit that the banking system can create
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Inflow Project A: 100,000 / 32,000 = 3.125 years Project B: 5 years. There is no cash inflow until the fifth year when an inflow of $200,000 comes in to offset the investment. To determine payback period it is the following: Payback Period = Y + ( A / B ) where Y = The number of years before final payback year. A = Total remaining to be paid back at the start of the payback year, to bring cumulative cash flow to B = Total (net) paid back in the entire payback year For first case Y=3
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APA recommends using 12 pt. Times New Roman font. 1. Subject Matter a. Project 1- clothing line b. Project 2- customized dolls 2. Methods of Analysis c. NPV d. IRR e. Payback Period f. Profitability Index 3. Findings g. Comparative Analysis for Each Project i. NPV, IRR, Payback Period, PI 4. Conclusions h. Weaknesses of each project 5. Recommendations i. What we recommend 6. Limitations of Report Introduction
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Quasi Case Questions (20 pts.): (1) Identify and discuss three (3) or four (4) specific project management problems. How you would have prevented or corrected each problem you identify? There were several management problems in the organization. Larry Leadpants and William Bluster argued several times over many of the issues that were plaguing the project. First the project was much unorganized. Either party did not review or keep very good project documentation
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Bus 252a Marketing Management Mondays and Wednesdays 2: 11:00 – 12:20pm Fall Semester 2014 International Hall Sachar Building Grace Zimmerman Senior Lecturer Email: gzimmerm@brandeis.edu Office: Lemberg 161 Office Hours: Mondays and Wednesdays 11:00 – 12:20 and 2:00 – 3:00 pm, or by appointment
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