...Memory Cost By Frank Bolton Phillips NT1110 Friday 6p.m. This is to help me discover and appreciate the difference in the cost of RAM and ROM in today’s market as well as where is where it came from and where it is going. It is easy to find information on this subject as everyone seems to want in on the computer boom and profit from the ever growing demand for faster computers with huge memory. Ten years ago you would have found yourself spending over $2,000 to get just 1GB of RAM. As computer manufacturers recoup cost of R&D, the prices start to drop. Today it would only cost around $20 to purchase the same 1GB of DDR3 providing considerable savings over a decade ago. What appears to be the best deal for the money is 2GB on RAM which runs around $40 and slows enough memory to run most applications. There are other types of memory available to all of us if you’re willing to pay the price of admission. For example, some of the more exotic types of RAM can still run hundreds, even thousands of dollars. For instance, I found Super Talent 1TB STT RAID DRIVE GS RAID0 for $4,815.00 on Memory Suppliers.com. They also offer iRam 2GB (2 x 1GB) DDR2 SDRAM PC2-5300 667MHz for $119.00. I find this is a very nice web site that is easy to navigate through and find and compare the memory you’re looking for. The following table I got from Archive Builders web site. It shows the growth to cost difference for 32 years. This was determined by the increase of the density of disks...
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...IS/PM 535 Assignment #1 Analysis of IT Cost Structure This assignment requires you to apply your knowledge about responsibility centers, cost drivers, and cost structure (classification and behavior) in the context of four types of services provided by an information technology organization: 1. IT help desk service 2. E-Mail Service 3. Enterprise systems (e.g., financial, HR, DePaul’s student registration systems ) 4. Website development service. Follow these steps in your analysis: 1. Define the scope and the financial objective of each service. 2. Organize each IT service as a cost or profit center. You may provide some assumptions about the service in your explanation. 3. Identify typical cost drivers for each service. Choose one or two appropriate cost drivers. Remember: cost drivers cause variable costs to change. Among many potential cost drivers, which ones are most appropriate? 4. Identify 4 or more cost items for each service (cost object). Typical costs items are labor, material (equipment, etc.), overhead (electricity, etc.). You can use exercise #1 in worksheet #1 as a reference, although that example is more specific on focus group sessions. Be specific. 5. Identify the cost structure for resources required to deliver each identified service (Direct/Indirect and Fixed/Variable). 6. Provide a brief comment to explain any unique perspectives. Requirements **Present your analysis in the following order: Name of service (cost object) Definition:...
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... | Executive Summary 2 Background 3 Problem / Opportunity 3 Current Situation 3 Project Description 4 Project Description 4 Objectives 4 Scope 4 Out of Scope 4 Anticipated Outcomes 4 Stakeholders 5 Strategic Alignment 6 Environment Analysis 7 Alternatives 8 Business & Operational Impacts 9 Project Risk Assessment 10 Risk of Project and each Alternative (Not including Status Quo) 10 Risk of Not Proceeding with Project (Status Quo) 11 Cost/Benefit Analysis 12 Quantitative Analysis – Financial Cost & Benefit: 12 Qualitative Analysis – Non-Financial Benefits & Costs: 14 Assumptions 14 Conclusions & Recommendations 15 Conclusions 15 Recommendations 15 Project Responsibility 15 Project Accountability 15 Implementation Strategy 16 Review & Approval Process 17 Review Process 17 Approval Process 17 Business Case Signoff 17 |Section |Executive Summary | |1 | | [Project Name]...
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...Assessment Task 1 This assessment consists of 3 sections, all of which must be completed. The instructions to complete this assessment are included on the following page. Follow the instructions with each question. When you are confident that you have met all requirements for this assessment task, upload your file for marking. Assessment Task 1: HR Strategy Scenario or background information A key role of Human Resource Management in any organisation is to ensure that the Human Resource Strategies enable the organisation to achieve its objectives. In this assessment, you need to analyse and examine an Australian company and describe their broader organisational strategy and the extent that the strategy is supported by the Human Resource Management strategies in place. Requirements The name of the company is Powerhouse Museum and the following web links will provide sufficient information to assist in this task. http://www.powerhousemuseum.com/about/aboutStrategic.php http://www.powerhousemuseum.com/about/aboutEmployment.php http://powerhousemuseum.com/about/policies.php http://www.powerhousemuseum.com/about/Annual_Report.php You will need to acknowledge any sources you have used in completing this assessment. 1. Specifically, you are asked to provide in report form an analysis of the company. The following questions will guide you in the preparation of the report. Key focus areas for this section What is the major activity of the company? Discuss five or...
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...Applichems’ production locations including: Gary (Indiana/USA), Mexico, Frankfurt (Germany/Europe), Sunchem (Japan). To determine this, a cost analysis must be conducted to verify the benefits of keeping production of Release-Ease in their current locations, or moving production to another location. When determining the cost benefits, transportation and production cost differences must be considered. Recommendations Through careful analysis, it is recommended that Production of Release-ease be maintained in Gary, Indiana. Instead of abandoning the Gary production facility due to its lack of production efficiencies, measures to improve the facility should be implemented. Ceasing production of Release-ease in Japan is also recommended. Although the plant in Japan is more technologically advanced, its high production costs and low productivity levels are valid reasons for eliminating the Release-ease production lines. It is recommended, however, that the plant continues its current production of the other product it manufactures. The plant will also be useful in conducting R&D for other Applichem products. Changes in the production volumes among the various plants are also recommended. These changes will increase production to full capacity for some plants while reducing transportation costs. Analysis Cost Analysis The first observation that can be made about Applichem’s current production is the amount of excess capacity that could be used in its...
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...GEOTEXTILES IN FLEXIBLE PAVEMENTS: LIFE-CYCLE COST ANALYSIS Shih-Hsien Yang Thesis submitted to the faculty of the Virginia Polytechnic Institute and State University in the partial fulfillment of the requirements for the degree of Master of Science in Civil Engineering Dr. Imad L Al-Qadi, Chair Dr. Gerardo W Flintsch Dr. Antonio A Trani Feb 27, 2006 Blacksburg, Virginia Keywords: Geotextile, Life Cycle Cost Analysis, Flexible Pavement, Cost Effectiveness, Agency Costs, User Costs EFFECTIVESS OF USING GEOTEXTILES IN FLEXIBLE PAVEMENTS: LIFE-CYCLE COST ANALYSIS Shih-Hsien Yang (ABSTRACT) Using geotextiles in secondary roads to stabilize weak subgrades has been a well accepted practice over the past thirty years. However, from an economical point of view, a complete life cycle cost analysis (LCCA), which includes not only costs to agencies but also costs to users, is urgently needed to assess the benefits of using geotextile in secondary road flexible pavement. Two design methods were used to quantify the improvements of using geotextiles in pavements. One was developed at Virginia Tech by Al-Qadi in 1997, and the other was developed at Montana State University by Perkins in 2001. In this study, a comprehensive life cycle cost analysis framework was developed and used to quantify the initial and the future cost of 25 representative low volume road design alternatives. A 50 year analysis cycle was used to compute the cost-effectiveness ratio when geotextiled is used...
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...Practical Cost-Benefit Analysis for Financial Regulators Version 1.1* Financial Services Authority Central Policy © June 2000 This document was prepared, originally in 1998, for the use of policy makers within the FSA. Foreword to edition 1.0 To demonstrate our performance to Government, consumer groups and the industry, the FSA will have to meet the benchmarks set out in the document “Meeting Our Responsibilities”. As we said there, a key benchmark for judging our regulatory standards will be the balance struck between the interests of our stakeholders. Undertaking cost-benefit analysis, which will in any event be a statutory obligation under the terms of the new legislation, will help us to strike the right balance. And publishing the results will demonstrate to stakeholders that their views are given a fair hearing in the process of setting regulatory standards. It is therefore clear that any cost-benefit work we undertake should be able to stand up to external as well as internal scrutiny. Thus, as part of our effort to become a world leading financial services regulator, we have developed and had validated externally an approach to cost-benefit analysis that can be applied systematically across our various activities and regulated businesses. The approach is set out in this new guide “Practical Cost-Benefit Analysis for Financial Regulators”, prepared in the Central Policy directorate. I believe that adherence to the principles, tools and techniques set out...
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...Appendix 2: Ford Pinto Case and Cost Benefit Analysis Edited by Richard Brooks In 1968 in response to strong foreign competition, Ford decided to build a subcompact car — the Pinto — on a 2×2×2 plan (2,000 pounds, $2,000, in 2 years). In pre-launch tests, Ford discovered that rear end collisions propelled the gas tank onto the real axle, which had protrusions that ruptured the tank and caused the car to catch fire. Yet Ford did Figure 1: Ford Pinto not modify the Pinto’s rear axle. Nor did it follow through on an idea to place a rubber bladder in the fuel tank. Why? The reason seems to have been that these changes would have increased the price, lowered sales and reduced profit. That reason is given credence in a cost/benefit study done on modifying the Pinto. So the Ford Pinto went on sale with dangerous design faults in the position of the fuel tank and nearby bolts, and the tendency for the fuel valve to leak in rollover accidents. Design and production was rushed and cost of the vehicle kept down to sell it at $2000. It sold well, until 1972 when four people died and one young boy was horrendously burned and disfigured; these are only a few of the incidents that resulted from the Pinto’s flaws, many more followed, costing Ford millions in compensation. The engineers were fully aware of the flaws, yet the company continued to sell the car as it was, without safety modifications. Ford applied a generic cost/benefit analysis to accidents based on National Highway Traffic...
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...Project Scope Statement Version My signature indicates approval of this Project Scope Statement. Approved by: Agency CFO Approved by: Agency CIO Approved by: Project Sponsor Approved by: Project Manager Approved by: Executive Sponsor Table of Contents 1 Purpose/Justification 4 2 Objectives 4 3 Scope Description 4 4 Functional and Technical Requirements 5 4.1 Functional Requirements 5 4.2 Technical Requirements 5 5 Boundaries 5 6 Data Migration Strategy 6 7 Deliverables 6 8 Acceptance Criteria 6 9 Constraints 7 10 Assumptions 7 11 Alternatives analysis 7 11.1 Evaluation Criteria 7 11.2 Alternative Descriptions 7 11.3 Alternative Evaluation 8 11.4 Recommendation 8 12 Cost Estimates 8 13 cost-benefit analysis 9 13.1 Cost Analysis 9 13.2 Benefit Analysis 10 13.3 Comparison of Costs and Benefits 14 14 Risks 15 15 Fund LImitations 16 16 Standards 16 Revision History |Date |Version |Description |Author | | | | | | | | | | | 0. Purpose/Justification Any work not explicitly included in the Project...
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...Economy and Environment Program for Southeast Asia ENVIRONMENTAL ECONOMICS A TEACHERS’ MANUAL Undergraduate Level By Herminia A. Francisco Bui Dung The Pham Khanh Nam August 2005 1 PREFACE This manual was written to support the teaching of undergraduate environmental economics course in Vietnam Universities. Some time in 2003, a number of senior researchers of the Economy and Environment Program for Southeast Asia (EEPSEA) requested that EEPSEA offers a 3-week training course for teachers of Environmental Economics in the country. The request in turn was precipitated by the new mandate from the Ministry of Education in Vietnam that makes Environmental Economics a required course in all Bachelors’ Degree in Economics and Management for all colleges and universities. Aware that the capacity of teachers to teach Environmental Economics varies across the country as training of teachers varies also from selfstudy, short-term training, to a formal course in an undergraduate/graduate degree from local universities or abroad, EEPSEA acceded to the request and offered the course in August 2005. The course though can be used also in other colleges and universities in Southeast Asia. The training course was designed to teach both the subject matter contained in an internationally-comparable undergraduate environmental course and to enhance teachers’ skills in teaching this subject. A teachers’ manual was developed to support the teaching of the training ...
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...Tallmart. “ The goal as a company is to have customer service that is not just the best but legendary “ * Sam Walton,Founder of Walmart TALLMART- BUsiness cASE The case talks about the problems being faced by one of the largest non- food retailers in USA, Tallmart. Some of the major issues recognized by us are as follows: 1. No Test Marketing done As a part of the 2013/2020 strategy, Tallmart renovated the entire store design of all its 500 stores. This approach was not justifiable. The new model should have been implemented for around 10% of the stores. This would have enabled them to understand the consumer preferences in accepting the change. Also the revenue from the remaining 90% stores could have been retained. 2. Catalog printing The catalog’s for the clothing line of Tallmart has to be re- printed frequently. The average expense of catalog was $ 15887 per year(refer to cost benefit analysis sheet) As new trends in the clothing line, has to be showcased in the catalog this becomes a recurring expense, and could have been avoided by investing in an electronic catalog which would have been a non-recurring cost. 3. Should not have leased out store space The store space leased / rented out could have been used as a storage space for catalog items. This could have increased the number of items in the ware house. Else this space could have been utilized to generate more business from the already...
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...RE-INVENTING XYZ Financial Analysis Report Finance Team Prepared for: XYZ BPE Project XYZ Ministry of Government Services November, 1994 XYZ BPE Project Financial Analysis Report Table of Contents Executive Summary ...................................................................................................................................................................................1 Financial Model Review ............................................................................................................................................................................3 Financial Baseline Review .........................................................................................................................................................................4 Base Case Financial Analysis ....................................................................................................................................................................4 Significant Costs and Benefits .................................................................................................................................................................5 Forecasted XYZ Operating Expenditures ..............................................................................................................................................14 Forecasted Operating Expenditures Comparison..........................................................................
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...A cost benefit analysis is done to determine how well, or how poorly, a planned action will turn out. Although a cost benefit analysis can be used for almost anything, it is most commonly done on financial questions. Since the cost benefit analysis relies on the addition of positive factors and the subtraction of negative ones to determine a net result, it is also known as running the numbers. Cost Benefit Analysis A cost benefit analysis finds, quantifies, and adds all the positive factors. These are the benefits. Then it identifies, quantifies, and subtracts all the negatives, the costs. The difference between the two indicates whether the planned action is advisable. The real trick to doing a cost benefit analysis well is making sure you include all the costs and all the benefits and properly quantify them. Should we hire an additional sales person or assign overtime? Is it a good idea to purchase the new stamping machine? Will we be better off putting our free cash flow into securities rather than investing in additional capital equipment? Each of these questions can be answered by doing a proper cost benefit analysis. Example Cost Benefit Analysis As the Production Manager, you are proposing the purchase of a $1 Million stamping machine to increase output. Before you can present the proposal to the Vice President, you know you need some facts to support your suggestion, so you decide to run the numbers and do a cost benefit analysis. You itemize the benefits. With...
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... is estimated to be one of the most expensive of its kind. It is in the lines of the high speed rail systems existing in France, Japan and China. The cost of the total project, which will cover around 800 miles, is estimated to be around $45 billion as of 2008. At this time of economic instability and no proper funding expected the big question is that - is the project economically feasible? This case study evaluates the financial benefits of the project. It will show the various sources from which the project will be benefited. Since it is a public investment if the total benefits are more than the total costs it is said to be economically feasible. This case study uses the benefit-cost analysis as an evaluation to establish this. It uses only the benefits and costs which are quantifiable and those which are not duplicative. Introduction: California’s burgeoning population and increasingly congested highways and airports demanded new transportation solutions. Highway construction The California High Speed Railway Authority (CHSRA) was created in 1996 to build a high-speed train system connecting California’s major metropolitan areas. By 2000, the authority had developed investment-grade ridership forecasts, revenue, cost and benefit of the system. The high-speed train system will create more economic stimulus and cost less than half as much as the alternative - building more lanes, bridges and ramps...
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...DIFFERENCE BETWEEN A FUNCTIONAL MANAGER AND A PROJECT MANAGER FUNCTIONAL MANAGER 1. He is in-charge of a firm’s functional depts. Such as marketing, engg., or finance. 2. They are more skilled at analysis. Such heads are specialists in certain areas only. 3. They are analytical in approach (breaking the system into smaller and smaller elements) and they know something abt. the operation for which they are responsible. 4. In case of any difficulty, they know how to analyze and attack it. 5. They are administratively responsible for deciding how something will be done, who is going to do it, and what resources will be devoted to accomplish a task. 6. He is a direct, technical supervisor. 7. He should have knowledge in the technology of the process being managed. 8. The FM cannot allow the PM in taking control of the technical decisions in the functional areas or to control the assignment of the functional area personnel. PROJECT MANAGER 1. A PM starts his career as a specialist in some field, later on being promoted to some higher post. 2. He is required to be more skilled at synthesis. 3. The PM uses a system approach i.e. understanding the organizational problem, for which the project is a part, the organization for which the program exists, as well as the environment of the organization. 4. The PM is a facilitator and generalist. 5. He should be competent in the science of project along with having the...
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