...Ontario Learning Center Course Description This course applies planning and controlling concepts to increase the value of the supply chain. Students learn to evaluate and improve processes. Other topics include process selection, process design, and theory of constraints, project implementation, capacity planning, lean production, facility location, and business forecasting. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006). Operations management for competitive advantage (11th ed.). New York, NY: McGraw Hill/Irwin. All electronic materials are available on the student website. |Week One: Process Selection and Design...
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...PROJECT MANAGEMENT INTRODUCTION Project Management is the leading a project team and ensuring that a project is completed on schedule, within budget, and meets its goals. (Bagranoff et al.2002). Trevor L. Young (1999), Defines project managements as the dynamic process utilizing the appropriate resources of the organization in a controlled and structured manner, employed to achieve a change clearly defined with specific objectives identified as strategic needs. The process is always associated with some specific characteristics: 1. Objective oriented - Without these you have no outcomes 2. Change oriented – Creating something you need but do not have 3. Multi-disciplined – Needs a wide range of skills to achieve success 4. Opportunistic – You must seek to take shortcuts and bypass old norms 5. Performance oriented – Setting appropriate standards and quality of outputs 6. Control oriented – Carefully designed controls to maintain the schedule 7. Questions tradition – Avoid getting trapped by the old ways of doing things On the surface, it seems a waste of time to teach accountants the essentials of project management. Could it be that project management is an essential skill set to contemporary accountant? Is it possible that accountants who acquire such knowledge are increasing the value of their intellectual capital? The answer to these questions is definite yes. The very nature of work in accounting is project-centric and accountants who...
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...E-Learning Project Management and Documentation Guidelines The work described in this document has been undertaken by the Human Factors Integration Defence Technology Centre, part funded by the Human Capability Domain of the U.K. Ministry of Defence Scientific Research Programme. © Human Factors Integration Defence Technology Centre 2006. The authors of this report have asserted their moral rights under the Copyright, Designs and Patents act, 1988, to be identified as the authors of this work. Reference .............................................. HFIDTC/WP2.1.5/1 Version.................................................................................2 Date................................................................. 30 April 2006 ©Human Factors Integration Defence Technology Centre 2006 HFIDTC/WP2.1.5/1 Version 2/ 30 April 2006 Authors J. Pike J. Huddlestone Cranfield University Cranfield University ii HFIDTC/WP2.1.5/1 Version 2/ 30 April 2006 Contents 1 2 2.1 Introduction ................................................................................................ 1 The e-learning development lifecycle ......................................................... 2 Instructional design perspective.......................................................................................... 2 2.1.1 Key Stages................................................................................................................ 3 2.1.2 Design and Development...
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...1.7 Limitation of the study 1.8 Definition of terms CHAPTER TWO: REVIEW OF RELATED LITERATURES 2.1 Introduction CHAPTER THREE: REVIEW OF RELATED LITERATURES 3.1 Introduction 3.2 System Analysis 3.2.1 Detailed Definition of the problem 3.2.2 Feasibility study 3.3 Method of Data Collection 3.3.1 Interview 3.3.2 Observation 3.3.3 Review of procedure manual or exiting system/procedure 3.3.4 Evaluation of Forms 3.4 Problem of Existing System identified in the present system 3.4. home -page 3.4.2 Student’s Registration 3.4.3 Administrator’s page 3.5 Data Preparation 3.6 User Preparation 3.7 Objectives of the New design 3.8 Program Structure 3.8.1 Modularity 3.8.2 Top-down Program Design 3.8.2.1 Program Flowchart 3.9 System Flowchart 3.10 File Maintenance Module 3.11 Main Menu Specification 3.11.1 Output Specification 3.11.2 Input Specification 3.11.3 File/Database Specification 3.12 Overview of the proposed systems flowchart CHAPTER FOUR: SYSTEM IMPLEMENTATION 4.1 Introduction 4.2 Justification of the Programming Language 4.3 System Control 4.4 System Requirements 4.4.1 Software Requirements 4.4.2 Hardware Requirements 4.4.3 People...
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...guided by a detailed testing plan, can begin as soon as modules are coded and proceeds in parallel with the rest of the coding process. Modules are tested individually and then as parts of larger programs and parts of larger systems. 3. What are the four approaches to installation? Which is the most expensive? Which is the most risky? How does an organization decide which approach to use? The four approaches to installation are direct, parallel, single location, and phased. With the direct approach, the old system is turned off, and the new one is turned on. In the parallel approach, both systems are run until management decides the old system can be turned off. In single location, the system is tried out in a pilot project at one location and then implemented elsewhere if the pilot is successful. With the phased approach, the new system is brought online gradually, usually function by function. Parallel is usually the most expensive due to the redundant costs, and direct is usually the most risky due to the potential hazards if the new system fails. An organization decides which approach to use depending on the scope and complexity of the change and the organization’s risk aversion. 4. List and define the factors that are important to successful implementation...
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...Advanced Quality Applications Six Sigma MBA 774 Dr. Abdallah Abdallah Introduction Certified Six Sigma Black Belt Exam / ASQ Six Sigma enterprise wide deployment Business process management Project management Six Sigma - Define Six Sigma – Measure Six Sigma – Analyze Six Sigma – Improve Six Sigma - Control Lean enterprise Design for Six Sigma Total 6% 6% 10% 6% 20% 15.3% 14.7% 10% 6% 6% 100% 9 9 15 9 30 23 22 15 9 9 150 (a 4 hour test) 2 Six Sigma Enterprise-wide deployment What is Six Sigma? Six sigma is a highly disciplined process that focuses on developing and delivering near perfect products and services consistently Six sigma is also a management strategy to use statistical tools and project work to achieve breakthrough Profitability and quantum gains in quality 3 What is Six Sigma? 4 Fundamental Beliefs • Everything is a process 5 Quality is ….. Do the right thing, Design the right product, the right process and do things right Consistent product, consistent process First time ….. Every time 6 What is Sigma? s Sigma - the lower case Greek letter that denotes a statistical unit of measurement used to define the standard deviation of a population. It measures the variability or spread of the data. 7 Lower Specification Limit (LSL) Upper Specification Limit (USL) x 8 Specification, variation and process capability Lower Specification Limit LSL Large variation, incapable Upper Specification...
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...BTEC Level 3 -60credits Diploma Unit13. Recruitment and Selection in Business Level 3 10 Credits ASSINMENT BRIEF BAILEY BUS & COACH COMPANY You work as an administrative officer in the Human Resources department of Bailey Bus & Coach Company, a large, family-owned company located in your town. The Human Resources Manager is Ahmed Fawzi and you report directly to him. The company has expanded a great deal in the past 12 months, mainly because of the acquisition of new contracts and the expansion of the coach tours into Europe. A development project is also ongoing which is investigating the feasibility of starting a new taxi or private hire vehicle business in the near future. This expansion in the business has increased the workload on the administrators. There are more drivers, more bus routes, and an increase in tours which have all led to more customers, more enquiries and a greater volume of incoming telephone calls and paperwork. The current senior administrative officer working in the General Office, Frances Duggan is struggling to hold things together and it has been decided to create a new post of Office Manager. Ahmed has asked you to help him with recruiting the new Office Manager and he will send you an email detailing the duties for this new post. Ahmed’s email is given overleaf. EMAIL FROM HUMAN RESOURCES MANAGER |From: |Ahmed Fawzi ...
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...Tektronix Portfolio: Bringing Innovation and Satisfaction Week 7 Course Project Final Draft PROJ 587 Advanced Program Management Contents 1.0 Executive Summary 4 2.0 Organization’s Strategic Plan 5 3.0 Organization’s Strategic Capacity Plan 6 3.1 Defend the Core 6 3.2 Expansion of Sales and Products 6 3.3 Balance the Portfolio 6 4.0 Portfolio Management Process 7 4.1 Portfolio Strategic Plan 7 4.2 Portfolio Charter 7 4.3 Portfolio Management Plan 7 4.4 Portfolio Roadmap 8 4.5 Portfolio 9 5.0 Project Selection Criteria 9 5.1 Project Definition 9 5.1.1 Project Categorization 9 5.1.2 Project Prioritization 9 5.1.3 Weighted Scoring Method 10 5.2 Project Acceptance 11 5.2.1 Business Criteria 11 5.2.2 Logistical Criteria 11 6.0 Program Management Plan 11 6.1 Setup of Program Management Office (PMO) 11 6.1.1 Responsibilities: 11 6.2 Phase Gate Review Team 12 7.0 Plan to Identify/Resolve Triple Constraints Conflicts 12 8.0 Change Management Plan 14 8.1 Controlling Scope Change 14 8.2 Change Control Process 15 9.0 Resource Utilization Plan 16 9.1 Network Diagram 16 9.1.1 Utilization 16 9.1.2 Background Activities 16 9.1.3 Single-Tasking and Mulit-Tasking 16 9.1.4 Cross-Training 17 9.1.5 Identify Time-Critical Activities 17 9.1.6 Schedule Based on Deliverables 17 9.2 Requirements Plan 17 10.0 Works Cited 19 1.0 Executive Summary The primary purpose and goal of this report is to explain in detail the Portfolio Management...
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...Improvement Project. Your cooperation and assistance over the past two months has been outstanding and the information you have provided the team invaluable. Your professional attitude towards the project was exceptional and the out of hours work you put in to provide us with the requested information has been much appreciated. Overall we feel the project was a success and attached is a report identifying areas within your business that are contributing towards your problem of stock control. Also included are recommendations for improvement in these areas that we feel will significantly reduce stock loss. We would appreciate any feedback if you choose to implement any of the solutions put forward in the report. Once again thank you for your dedication and hard work, it has been a pleasure to work with someone so enthusiastic and has made the whole project an enjoyable experience. If there is any further information you require please do not hesitate to contact us. Yours Sincerely, Michael, Peter, Geoff & Laura. 2 Business Description Summary: The business consists of the original bottle shop which has a drive-thru facility and a recently opened a larger premises located in the same suburb. The original bottle shop is now concentrating on the sale of the more popular products such as Australian beer and basic spirits through the drive-thru and the new bottle shop is marketing a more boutique range of foreign beers and spirits as well as a large selection of wine...
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...communicated. This course book introduces you to the people, technology, procedures, and controls that are necessary to conduct internal and external e-business, with an emphasis on the internal controls over such systems. It also highlights the relationship between accounting and management information systems. Finally, accountants, information system professionals, lectures, students and the general public are recommended to get copies. CHAPTER 2 LITERATURE REVIEW Accounting Information Systems (AISs) combine the study and practice of accounting with the design, implementation, and monitoring of information systems. Such systems use modern information technology resources together with traditional accounting controls and methods to provide users the financial information necessary to manage their organizations. AIS TECHNOLOGY Input The input devices commonly associated with AIS include: standard personal computers or workstations running applications; scanning devices for standardized data entry; electronic communication devices for electronic data interchange (EDI) and e-commerce. In addition, many financial systems come "Web-enabled" to allow devices to connect to the World Wide Web. Process Basic processing is achieved through computer systems ranging from individual personal computers to large-scale enterprise servers. However, conceptually, the underlying processing model is still the "double-entry" accounting system initially introduced in the fifteenth...
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...following information should be included: Name of client and product Time period covered by campaign Course Number and Title Department/College/ University Name Professor's Name Name of your agency team Names of agency team members Date TABLE OF CONTENTS EXECUTIVE SUMMARY A cogent summary (maximum: two pages) of exactly what your IMC plan involves. Among the items to include are: • Campaign Title: Provides the title of the campaign developed by the team • Major target audiences • Time period of the plan • Campaign objectives • Campaign theme/slogan • Overall budget total • Budget breakdown (Pesos and percentages) by each major IMC element and each medium • Summary of media used (Media flowchart) • Evaluation program The Executive Summary may be arranged in any fashion, but it has to pack a wallop. Remember, the basic purpose of the Executive Summary is to inform top officials at the client organization exactly what you are proposing -- in one or two pages. Be precise. Be complete. Organizing the Executive Summary (as well as other sections of the promotion campaign plan) in a bullet-type format is one effective way to present your material. I. REVIEW OF THE MARKETING PLAN II. SITUATIONAL ANALYSIS • Industry/ Company review A description of the industry in which your product competes, its size, growth, current trends and developments, macro-environment factors and issues (PEST-DEG analysis); and...
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...tracking customer-purchasing practices. The information collected regarding customer purchase behaviors through the Frequent Shopper Program will improve the quality of Kudler Fine Foods’ product lines and reduce the quantities of perishables discarded. To increase revenue and customer loyalty, and as an alternative to providing discounts, Kudler Fine Foods has partnered with a loyalty points program to offer incentives for customer loyalty in the form of high-end rewards for shopping at Kudler Fine Foods. Customers will earn points with every purchase, redeemable for high-value gift items such as first-class airline upgrades, and other specialty items (Apollo Group, Inc., 2007). Facilitating this effort will require systems planning and selection as well as current and proposed systems analysis and design, in conjunction with systems implementation and integration, training, operations, and maintenance. Kudler Fine Foods Service Request SR-kf-013 Initiatives Outline Kathy Kudler, the founder of Kudler Fine Foods, opened her first gourmet food shop in 2003. Since that time, two additional stores have opened, and other locations in Carlsbad and San Francisco are under consideration. In the interest of expanding the customer base and increasing consumer loyalty, Kudler Fine Foods’ marketing and sales department has developed a strategic sales and marketing plan for the fiscal year. The plan includes a Frequent Shopper points program to leverage the firm with a better...
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...tracking customer-purchasing practices. The information collected regarding customer purchase behaviors through the Frequent Shopper Program will improve the quality of Kudler Fine Foods’ product lines and reduce the quantities of perishables discarded. To increase revenue and customer loyalty, and as an alternative to providing discounts, Kudler Fine Foods has partnered with a loyalty points program to offer incentives for customer loyalty in the form of high-end rewards for shopping at Kudler Fine Foods. Customers will earn points with every purchase, redeemable for high-value gift items such as first-class airline upgrades, and other specialty items (Apollo Group, Inc., 2007). Facilitating this effort will require systems planning and selection as well as current and proposed systems analysis and design, in conjunction with systems implementation and integration, training, operations, and maintenance. Kudler Fine Foods Service Request SR-kf-013 Initiatives Outline Kathy Kudler, the founder of Kudler Fine Foods, opened her first gourmet food shop in 2003. Since that time, two additional stores have opened, and other locations in Carlsbad and San Francisco are under consideration. In the interest of expanding the customer base and increasing consumer loyalty, Kudler Fine Foods’ marketing and sales department has developed a strategic sales and marketing plan for the fiscal year. The plan includes a Frequent Shopper points program to leverage the firm with a better...
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...assigned Julie, a project team member, to facilitate the team meetings. During any team meeting, Julie must? A. Influence team members to support the project manager's decisions B. Support the team members to challenge the project manager's decisions C. Negotiate with team members to achieve the project objectives D. Remain neutral and facilitate the meetings | | 2. | You are a consulting project manager and have been contracted by an investment bank to run a large information technology project that is expected to last 15 months. During the Direct and Manage Project Work process, you discover that several regulatory requirements have not been addressed in the project management plan. Failure to meet these requirements could result in legal action against the company. However, implementing the technology to comply with these regulations exceeds the budget and scope of the project, and could result in the cancellation of the project. What should you do? A. Submit a change request to incorporate the missed requirements to the project's scope. B. Do not do anything as these requirements are not a part of the scope baseline. C. Request additional funds to implement these requirements. D. This is a classical example of scope creep and such requirements must be ignored. | | 3. | A fundamentally functional organization creates a special project team to handle a critical project. This team has many of the characteristics of a project team in a project organization...
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...|[pic] |Course Syllabus | | |Information Systems & Technology | | |PRG/211 Version 4 | | |Algorithms and Logic for Computer Programming | Copyright © 2012, 2011, 2010 by University of Phoenix. All rights reserved. Course Description This course provides students with a basic understanding of programming development practices. Concepts covered include the application of algorithms and logic to the design and development of procedural and object oriented computer programs to address the problem solving requirements associated with business information systems. This course will cover procedural programming concepts including data types, controls structures, functional decomposition, arrays, and files, classes and objects. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this...
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