with theoretical and experiential learning as it relates to understanding and implementing corporate strategy. The course is designed to develop and exercise your high-level, critical thinking skills that can be applied to any profession or personal projects you may become involved with. The theory provides the basis for understanding corporate strategy and execution and the experiential exercises will assist to apply that theory to real world examples. Overall two objectives are to be achieved: 1. To
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Resource provided (See Annexure 1) | |Assignments / Course Projects | |Evaluated samples of Assignments / Course Projects (One sample each from Excellent, Average and Satisfactory Bands) (See | |Annexure 2: Hard Copy of Evaluated Project Reports) | |Quizzes and CAT-I &
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proceed with the project. Although significant investments are required to develop the Boeing 7E7, a competitive advantage cannot be achieved with the Company’s current product scope. Therefore, due to the IRR being higher than the commercial segment’s WACC as well as the need to achieve a competitive advantage in the market, we believe the project should be undertaken. #18 and The Force Executive Summary Due to the above quantitative analysis, it is evident that the project is beneficial to
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Course Overview: Pedagogy: There will be 10 classroom sessions of 90 minutes each, consisting of conceptual discussions, case studies, presentation and group assignments. Each group of students will consist of 5-6 students. The assignments / case studies involve library assignments and may be having some small practical studies. The guidelines for the same will be provided in class. Text: The recommended text used for the course is “ Business Ethics and Indian perspective ” by AC Fernando, Pearson
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Instructor: Office: Office Phone: E-mail: Term A Office Hours: Dr. Chrisann Merriman Parker Academic Center Office 144 254.295.4647 chrisann.merriman@umhb.edu Monday, Wednesday, & Friday: 10 am – 11 am Monday: 1 pm – 4 pm Tuesday: 5 pm – 6 pm Thursday: 9 am-1 pm Other times by appointment Description of the Course Course Name, Number and Section: Principles of Marketing, BMKT 3311 01 Term: Spring 2013 Catalog Description: Introduces students to basic concepts, practices, and techniques of contemporary
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responsible for resolving the grievances of students. 5. Database Administrator- One who manages and maintains the database, i.e adding/ deleting of users of the software. 6. Abbreviations- * Fi: Functional requirement number i. * ti: Test case number i. 1.4 REFERENCES: Elmasri and Navathe, ‘Fundamentals of Database Systems’, 5th Edition, Addison- Wesley, 2007. ‘Database management systems’ by Raghu Ramakrishnan and gehrke http://www.freewebmasterhelp.com/tutorials/phpmysql
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Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Optimization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Skilled Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Project Management Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Agile Process . . . . . . . . . . . . . . . . . . . . .
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Chapter 3 Planning the Project This chapter begins by discussing the nine key elements of the project plan. The following two sections address the planning process in greater detail with considerable emphasis placed on the project launch meeting and the hierarchical planning process by which parts of the plan are sequentially broken down into finer levels of detail. This provides a natural transition to the creation of the Work Breakdown Structure. Finally, the chapter is concluded with
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Case Study 13 Instructions Southeastern Specialty, Inc.: Financial Risk There is no spreadsheet for this case. Answer ONLY the questions here, NOT the questions in the casebook, even though many are similar. Do not get worried about Question 9 in the casebook; will not cover efficient markets in this course. Here is some basic calculated data to use in the questions below, derived from Exhibit 13.1: Investment Expected Return (Mean) SD CV | | T-Bill 7.0% 0.0% 0
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Schilling, Melissa A.; STRATEGIC MANAGEMENT of TECHNOLOGICAL INNOVATION, McGraw-Hill/Irwin, 4th Edition, 2013 ISBN 978-0-07-802923-3 Cases* Hewlett-Packard Merced Division SAP America VMware Inc., 2008 IBM and Eclipse (A) Oracle vs. salesforce.com Enterprise IT at Cisco (2004) Google Inc. *All Cases are from the Harvard Business Review and are available at the SCU Bookstore Course Objectives: • To develop an awareness of the range, scope, and complexity
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