PORTFOLIO ANALYSIS: SEPARATING WINNERS FROM LOSERS IN THE ASSOCIATION WORK PLAN Once an association has adopted a strategic plan, the next step is to convert the goals and objectives in that plan to a work plan and budget. But how can this be done? Every association program or service has a constituency and a claim on resources. How then to weigh the allocation of scarce resources to ensure that the objectives of the plan are attained and member needs are served? Portfolio analysis has
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Grading Summary These are the automatically computed results of your exam. Grades for essay questions, and comments from your instructor, are in the "Details" section below. | Date Taken: | 6/21/2012 | Time Spent: | 1 h , 39 min , 37 secs | Points Received: | 200 / 250 (80%) | | Question Type: | # Of Questions: | # Correct: | Multiple Choice | 10 | 8 | Essay | 6 | N/A | | | Grade Details - All Questions | Page: | 1 2 | 1. | Question : | (TCO E) Suggested reasons
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Sizing…………………………………………………………………………………………………………..4 Stakeholders and Analysis……………………………………………………………………………………………..5 The Risk Process……………………………………………………………………………………………………….6 Risk Breakdown Structure……………………………………………………………………………………………..7 Probability-Impact Matrix……………………………………………………………………………………………...8 BUD Project Risk Register………………………………………………………………………………………....9-11 Summary Risk Report…………………………………………………………….……………………………….12-15 Conclusions and Recommendations……….........................................
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the so-called iron triangle? Explain how it may be used in order to evaluate strategic choices in a project. (4 points) • [Draw picture] • Time/Quality/Cost/(Customer satisfaction) • Trade off, optimization for one or two goals (priority) • Conformance vs. Performance 3 Describe the kind of stage-gate models that many companies use to control their projects. Discuss briefly the pros and cons of such a system. (4 points) • Basic opportunity to review progress (Checkpoints/Gates)
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the company should be on in the short and long term. (Larson, & Gray, 2011). Issues/Problems Identification: There are two main problems that are discussed 1) there does not exist a plan of action on how to achieve the short and long term goals upon which the managers have agreed, 2) the lack of control that the Founder/President really has over the company and achieving the goals, 3) lack of project’s priority and 4) keeping the competition from taking away key personnel that will help them
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SAMPLE CASE APPLE COMPUTERS, INC. PREPARED BY MAX BEEBER September 1, 1995 FOR OL 421 STRATEGIC MANAGEMENT AND POLICY INTRODUCTION: In 1976, Steven Wozniak and Stephen Jobs designed computer boards in a garage. During the next six years, this operation was transformed into a Multi-million dollar company called Apple Computer. It broke into the Fortune 500 in 1982. While Apple has experienced tremendous growth, it has recently begun
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related concepts or ideas. It shows that every idea can be logically linked with more than one other idea at a time, and allows for “lateral thinking” rather than “linear thinking.” This technique is often used after the affinity diagram had clarified issues and problems. Figure 2 shows an example of how the key strategic factors for MicroTech relate to one another. The elements having the most net outward-pointing arrows (number out minus
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scope A. Employing a project scope checklist 1. Project objective 2. Deliverables 3. Milestones 4. Technical requirements 5. Limits and exclusions 6. Review with customer 2. Step two: Establishing project priorities 3. Step three: Creating the work breakdown structure A. Major groupings found in a WBS B. WBS development 4. Step four: Integrating the WBS with the organization 5. Step five: Coding the WBS for the information system 6. Project rollup
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thinking. Credenhill is a competitive retail business which is the subject of a simulation. At this time one of Credenhill’s local stores is dealing with problems which range from low sales, unhappy employees to other issues affecting their current operations. During the simulation we went through a problem evaluation and decision-making process intended to identify Credenhill’s current state, suggest corrective actions and measurements to ensure that the outcome of
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SUMMARY In analysing the case and identifying the problems and their underlying causes, it became clear that the most significant cause for all the problems identified is the fact that Parks is not applying a Strategic plan and the principles of a matrix organisation correctly. The identified problems and the underlying causes are listed under the heading: Question 1 in this document. The reader will realise that even though the problems are listed as that of the lack of communication,
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