...NETW420 ADVANCED NETWORK MANAGEMENT Introduction to Using OPNET Modeler in the Citrix Environment School of Engineering and Information Sciences Professor Name Here SUBMITTED BY: Your Name Here SUBMITTED ON: 5/6/2014 Table of Contents Objectives 3 Screenshots………………………………………………………………………………………………………………………………………………….………4 Problem Definition……………………………………………………………………………………………………………………………………………….5 Background Theory 5 Methodology and Procedure 5 Observations, Data, Findings, and Results 6 Questions and Answers 6 Recommendations and Conlusions………………………………………………………………………………………………………………………7 Lessons Learned 7 Document Certification 8 Objectives • Write the purpose and usefulness of the lab experiment. Being able to access the tools needed for this course. • What are the main outcomes that will be addressed in this lab experiment? The overall objective of this week’s assignment is to insure the ability to log in and ensure one can use the said tools in question. • For example, o This lab report investigates The ability to log into the iLab environment The ability to use the OPNET Modeler in the iLab environment Screenshots Top- IS a Screen shot of a successful log into the Citrix software. Bottom- Is a picture of a successful log into the OPNET Software and creation of a Small Internetwork. Problem Definition • Discuss what you are trying to investigate. If any issues will arise while trying to gain access to...
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...6301/$ - see front matter 2010 Elsevier Ltd. All rights reserved. doi:10.1016/j.lrp.2009.12.005 68 percent of the families of Grameen Bank borrowers have crossed the poverty line. Motivation towards repayment is high, with rates currently running at 98.4 percent, and the bank has been profitable in every year of its existence except 1983, 1991 and 1992. The socially-oriented organizations in the Grameen Group now range from the country’s largest phone company to one supplying affordable healthcare. The Group’s on-going experience (over almost 30 years) of building firms whose purpose is to alleviate poverty has led to the emergence of the concept of ‘social business’, which can be viewed as still being under construction. Established multinational companies (MNC) have recently shown some interest in the Grameen experience and in its fight against poverty as part of a more general emphasis on corporate social responsibility (CSR). However shareholder value maximization remains the rule in the capitalist system, and e clearly e the reconciliation of this with social objectives is often problematic. Thus, although advocates of CSR like to propose that companies should be measured by a ‘triple bottom line’ of financial, social and environmental benefits, ultimately only one bottom line usually matters: financial profit. However, research has shown that, if managed strategically, CSR projects can indeed pay off, both socially and financially.1 In the midst of the...
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...Long Range Planning 43 (2010) 308e325 http://www.elsevier.com/locate/lrp Building Social Business Models: Lessons from the Grameen Experience Muhammad Yunus, Bertrand Moingeon and Laurence Lehmann-Ortega Grameen bank, founded in 1976, has both pioneered the development of micro-finance, and created nearly 30 businesses designed to alleviate poverty. The article traces the gradual development of Grameen’s expertise in formulating social business models, which require new value propositions, value constellations and profit equations, and as such, resembles business model innovation. The article presents five lessons learned from this experience: three are similar to those of conventional business model innovation e challenging conventional thinking, finding complementary partners and undertaking continuous experimentation; two are specific to social business models: recruiting social-profit-oriented shareholders, and specifying social profit objectives clearly and early. We suggest these new business models e where stakeholders replace shareholders as the focus of value maximization e could empower capitalism to address overwhelming global concerns. Ó 2010 Elsevier Ltd. All rights reserved. Introduction The Grameen Group is a network of nearly 30 sister organizations linked to the Bangladeshi Grameen Bank, the microcredit pioneer and (together with its founder, Muhammad Yunus, one of this article’s co-authors) 2006 Nobel Peace Prize winner. This group was established in...
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...improve the efficiency of your organization. Your Assessment Averages 5.2 C ourage To Innovate Detail 5.3 Discovery Skills Detail 5.6 Delivery Skills Detail Discovery Skills E+i Discovery-Delivery Skills Matrix Your Profile Delivery Skills *All scores calculated out of 7.0 *All scores calculated out of 7.0 1 / 12 atkins06@nsuok.edu Your Courage To Innovate 5.0 5.7 5.0 + Challenging The Status Quo Risk Taking + Creative Confidence Your Courage To Innovate 5.2 6.2 1 2 3 4 5 6 7 Why do innovators question, observe, network, and experiment more than other individuals? Successful innovators consistently show the C ourage to Innovate, which means they: 1) challenge the status quo 2) take smart risks to make change happen 3) feel confident in their creative capacity Each component of Courage t o Innovat e mat t ers. Each plays a key role in building t he mot ivat ional f orce t o make change happen. Your Average Score Successful Innovators *All scores calculated out of 7.0 2 / 12 atkins06@nsuok.edu Your Discovery Skills 4.8 5.5 5.5 5.8 5.0 + Questioning Observing + Networking + Experimenting + Associating Your Discovery Skills Discovery Skills refer to the set of skills that contribute to one’s ability to generate novel The five discovery competencies are comprised of the following: 1) Questioning 2) Observing 3) Networking 4) Experimenting 5) Associating 5.3 6.0 1 2 3 4 5 6 7 ...
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...Acclaim for THE LEAN STARTUP Acclaim for THE LEAN STARTUP “The Lean Startup isn’t just about how to create a more successful entrepreneurial business; it’s about what we can learn from those businesses to improve virtually everything we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world’s great problems. It’s ultimately an answer to the question How can we learn more quickly what works and discard what doesn’t?” —Tim O’Reilly, CEO, O’Reilly Media “Eric Ries unravels the mysteries of entrepreneurship and reveals that magic and genius are not the necessary ingredients for success but instead proposes a scienti c process that can be learned and replicated. Whether you are a startup entrepreneur or corporate entrepreneur, there are important lessons here for you on your quest toward the new and unknown.” —Tim Brown, CEO, IDEO “The road map for innovation for the twenty-first century. The ideas in The Lean Startup will help create the next industrial revolution.” —Steve Blank, lecturer, Stanford University, UC Berkeley Hass Business School “Every founding team should stop for forty-eight hours and read The Lean Startup. Seriously, stop and read this book now.” —Scott Case, CEO, Startup America Partnership “The key lesson of this book is that startups happen in the present —that messy place between the past and the future where nothing happens according to PowerPoint. Ries’s ‘read and react’ approach to this sport, his...
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...Acclaim for THE LEAN STARTUP “The Lean Startup isn’t just about how to create a more successful entrepreneurial business; it’s about what we can learn from those businesses to improve virtually everything we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world’s great problems. It’s ultimately an answer to the question How can we learn more quickly what works and discard what doesn’t?” —Tim O’Reilly, CEO, O’Reilly Media “Eric Ries unravels the mysteries of entrepreneurship and reveals that magic and genius are not the necessary ingredients for success but instead proposes a scientific process that can be learned and replicated. Whether you are a startup entrepreneur or corporate entrepreneur, there are important lessons here for you on your quest toward the new and unknown.” —Tim Brown, CEO, IDEO “The road map for innovation for the twenty-first century. The ideas in The Lean Startup will help create the next industrial revolution.” —Steve Blank, lecturer, Stanford University, UC Berkeley Hass Business School “Every founding team should stop for forty-eight hours and read The Lean Startup. Seriously, stop and read this book now.” —Scott Case, CEO, Startup America Partnership “The key lesson of this book is that startups happen in the present—that messy place between the past and the future where nothing happens according to PowerPoint. Ries’s ‘read and react’ approach to this sport, his relentless focus on validated...
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...Explain the concept of networking in organisations and outline its relationship with leadership development. Networking is a great asset for a business to implement into their organisation, as well as assisting with leadership development. Ibarra and Hunter (2007) justify this when they state, “Indeed, it's a requirement even for those focused simply on doing their current jobs well” (Ibbarra & Hunter, 2007, p.40). The following essay will illustrate and emphasise how networking helps organisations develop positive relationships with co-workers as well as train and educate them for leadership roles. Showing how these two important aspects intertwine with one another. This essay will discuss various skills that can be adopted to achieve successful leadership also documenting scholars who have trailed networking in their organisations. Ibarra and Hunter’s (2007) view on the meaning of networking located in the Harvard Business Review, states that “majority of people believe networking creates a fabric of personal contacts which provide support, feedback, insight, resources and information that are an essential activity for an determined manager” (Ibbarra & Hunter, 2007, p.40). In terms of which aspect of networking is more crucial than the other, the article outlines three forms of networking. Firstly, operational networking refers to performing a specific task more efficiently; an example is stakeholders. This occurs as operational networking involves developing...
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...business WEB Seeds of Growth Use the Web to focus on customer needs and grow your business. By Ralph A. Oliva “You can’t always get what you want, But if you try sometime, You just might find, You get what you need.” –The Rolling Stones I N T H E P A S T T W O Y E A R S businesses have done well in cutting costs and improving productivity. But more and more businesses are recognizing that they’d better think about putting growth back on the agenda. Waiting for help from the market, for a miracle to happen, or for some other impetus to drive growth is simply not a strategy today. Savvy managers are finding ways—including smart use of the business Web— to drive growth through demand innovation and the creation of fundamental new value. We still hear thoughts like: “Maybe in a few months we’ll get a little help from the economy.” “Maybe we’ll beat up our suppliers some more, and that’ll improve our bottom line.” “Let’s look for the next great new growth industry we can tie into, and that’ll drive growth.” Well maybe. But for most of us, that’s just not going to happen. There are growth opportunities out there now— even when markets aren’t growing. Savvy business managers are recognizing that ongoing cuts and waiting simply are not sustainable strategies. Understanding how a firm may capitalize on its hidden assets and work with customers to harvest new sorts of value can be key to growth for many firms. And smart use of the business Web and digital techniques for connecting...
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...The Boeing 787 Experiment Joe Appleby Saint Leo University The Boeing 787 Experiment Many of the normality’s of our everyday are often go unthought-of of about what it took to make them a reality. Take flying for instances. Many of us, myself included step on or use an airplane to travel for leisure, to conduct day-to-day business, use for supply chain movement and never even think twice about what goes into making an aircraft. One of what is considered an elite aircraft manufacturing company; Boeing knows all too well what it takes to deliver a premier aircraft to service. Boeing did not arrive at this point easy as they found out when trying to launch their Boeing 787 aircraft. This essay will give a brief company profile of the Boeing Company and in addition the major problem the company experienced when launching its Boeing 787 aircraft and recommended solutions. The problematic area that will be highlighted is Boeings supply chain management, which caused Boeing to rethink its 787 strategy. The History of Boeing The history of Boeing began essentially with the vision of five men. William Edward Boeing, born in 1881 in Detroit, Mich., began building floatplanes near Seattle, Wash. Donald Wills Douglas, born in 1892 in New York, began building bombers and passenger transports in Santa Monica, Calif. James Smith McDonnell, born in 1899 in Denver, Colo., began building jet fighters in St. Louis, Mo. James Howard "Dutch" Kindelberger, born in 1895 in Wheeling...
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...Dabbawala Case Q1) How does the dabbawala organization achieve its high service performance ? what is its secret of success? Ans: * Usage of Technology. The dabbawalas use the technology called Web technology and SMS for orders. Since most of the places they serve are near to railway station so they travel by trains and barefoot men. They neither use any computer to track records nor social networks to market their services. * Performance chain are Integrated. The dabbawala system keeps its eye on and Focus too much on those individual pieces where they obstruct the details and, as a result, are less efficient. Concentrate on the entire system and flow of products and information and you have a much better chance of success. * More accurate and Reliable. The features of dabbawala-based system is that all of the dabbawalas understand exactly what is happening and when — to the minute. If certain deadlines and hand-offs are missed, people don’t eat. It’s as simple as that. Make sure everyone within your chain understands what he or she needs to do, where they need to be and what needs to happen for the chain to be successful. * Simple and Honorable . One of the key lessons any organization can learn from the dabbawalas is the simplicity with which this system works. The dabbawalas are intimately aware of what their customers value (food delivered on time, every day). And, just as importantly, they don’t try to do anything other than that. They don’t overcomplicate...
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...Siemens ShareNet : Building a Knowledge Network Case Background: Siemen’s Information and Communication Network’s (ICN) Group Strategy Division had been delegated with the task of proposing a strategy for the future of ShareNet. ShareNet, a Knowledge Management System had grown from a small experiment to a tool and was widely used by ICN’s Sales and marketing department (S&M), had been rolled out to R&D department and one of the Siemen’s large U.S. Client. There had been a meltdown in the telecommunications industry which had precipitated major cutbacks throughout ICN.Group Strategy team faced pressure to cut costs and as a result, ShareNet was likely to come under increasing scrutiny as it been viewed by the upper management as a “ Nice to Have” and not as a “ Mandatory’ tool. There were questions around funding on whether Development and Maintenance of ShareNet be treated as a corporate initiative or the ICN’s five product divisions which use it as a resource should fund for the ongoing development and support. Case Analysis: The core idea of building ShareNet, a global knowledge network surfaced when an internal ICN consultancy group, Business transformation partners teamed up with a group from Boston consulting group who identified the unique challenge faced by Siemens due to the poor reuse of customer solutions and sharing of best practices which was critical to shift from pure technology products to products with solutions. ShareNet consisted of knowledge library...
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...revenue in 2012 was $75.9 billion.Verizon Wireless was founded in 2000 by Verizon Communications and Vodafone. This company is very successful in the retail channel. Having worked in this channel with the company for three years and being a customer of the company for eight years has given insight into how important productivity is for continued success. (http://aboutus.verizonwireless.com/company/story/) In 2000, Vodafone AirTouch and Bell Atlantic Corp. received regulatory approval to combine their U.S. wireless assets, Bell Atlantic Mobile and AirTouch Communications. This $90-billion joint venture began operations as Verizon Wireless on April 4, 2000. Verizon quickly grew as it acquired other cellular companies. In 2000 it acquired network from Bell Atlantic. Rural Cellular Corporation was acquired in 2008. Alltel, a popular southern cell phone company was acquired the next year. In that same year Verizon Wireless developed a partnership with Google to promote the new cell phone operating system Android with a line of cell phones specifically for Verizon Wireless called DROID. The...
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...Beyond the Business Case: New Approaches to IT Investment As IT becomes more closely tied to business objectives, successful investment must consider two dimensions: technology scope and strategic objectives. Jeanne W. Ross and Cynthia M. Beath When senior managers at United Parcel Service (UPS) first decided more than 15 years ago that package tracking had become a competitive necessity in the package-delivery industry, they discovered that developing the capability was not as simple as writing or buying a package-tracking application. The company needed to develop networks, databases and processing capacity before it could even begin to offer tracking services.1 At about the same time, Delta Air Lines began focusing essentially all its information-technology spending on rebuilding its airport systems and infrastructure, in part to address Y2K concerns. But shortly after Jan. 1, 2000, in what the CIO described as a “land rush,” line managers submitted requests for IT investments that totaled almost three times what Delta could allocate. Each request presented a business case that promised significant positive returns on investment. But combined, they far exceeded the ability of the IT unit to deliver.2 Such experiences are not unusual. In the last 15 years, a tidal wave of ITenabled initiatives, from business-process reengineering to enterpriseresource planning, has elevated the importance of investing strategically in IT. Jeanne W. Ross is principal research scientist...
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...Create a hybrid theory/philosophy which combines the common elements found in the thinking of Case, Kouzes and Drucker. The theory and philosophies of Case, Kouzes and Drucker pose similar commonalities. Both Case and Kouzes theory align the utilization of people and leading effectively in order to thrive in a business environment. According to Case it is critical to the business and economy to retain key individuals. Which propelled the rebirth strategy known as the three (P’s) people, passion and perseverance. On the other hand, Kouzes theory states that leaders should recognize the value of individual contributions which is critical to getting extraordinary things done, a method of motivation, through reward and acknowledgement. Both Case and Kouzes theories incorporate the new definition of entrepreneurial leadership is one of an enterprising, transformational leader who fosters collaboration. The theories of Case, Kouzes and Drucker are similar in that, they demonstrate how leaders should lead by utilizing the three P, s. According to Case in order to succeed the leader must possess a passion which aligns with Kouzes theory that leaders can be motivators through shared vision. Drucker’s theory also states, in order to be effective requires concentration focusing on the common goal which is also demonstrating a desired passion. Describe what type of organization a transactional, transformational and authentic leader would thrive in the most, as well as which type...
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...throughout the organization in the task of developing and implementing new ways to reach the organization's goals. (Behn, 1995) For organizations to build leadership strength, they first need to know what elements of leadership are needed and valued in the organization and for what roles. (Leslie, J. 2009) The two skills I feel are necessary for the success of innovation and the formation of a successful innovative organization is Strategic Planning and Leading People. Within the initial creation of an innovation and innovator must have a strategic plan set to meet small goals in order to obtain or create that unique innovation. A strategic plan is a document used to communicate with the organization the organization’s goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning exercise. (Leslie, J. 2009) Strategic planning – translating vision into realistic business strategies, including long-term objectives. The entirety of any organization's innovation work is situated in its broadly construed strategic strategic plan. Managers who are highly competent in this area typically articulate long-term objectives and strategies, develop plans that balance] long-term goals with immediate needs, update plans to reflect changing circumstances, and develop plans that contain contingencies for future changes (Leslie, J. 2009) Leading people is another leadership practice expressed in Leslie’s The White Paper necessary for a successful...
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