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Chapter 8 Review Questions Solutions$15.00
1.Describe the prototyping process of designing forms and reports. What deliverables are produced from this process? Are these deliverables the same for all types of system projects? Why or why not?
2.To which initial questions must the analyst gain answers to in order to build an initial prototype of a system output?
3.How should textual information be formatted on a help screen?
4.What type of labeling can you use in a table or list to improve its usability?
5.What column, row, and text formatting issues are important when designing tables and lists?
6.Describe how numeric, textual, and alphanumeric data should be formatted in a table or list
7.Provide some examples where variations in user, task, system, and environmental characteristics might impact the design of system forms and reports.
8.Describe the process of designing interfaces and dialogues. What deliverables are produced from this process? Are these deliverables the same for all types of system projects? Why or why not?
9.List and describe the functional capabilities needed in an interface for effective entry and navigation. Which capabilities are most important? Why? Will this be the same for all systems? Why or why not?
10.Describe the general guidelines for structuring data-entry fields. Can you think of any instances when it would be appropriate to violate these guidelines?
- Describe four types of data errors.
12.Describe the types of system feedback. Is any form of feedback more important than the others? Why or why not?
13.Describe the general guidelines for designing usable help. Can you think of any instances when it would be appropriate to violate these guidelines?
14.What steps do you need to follow when designing a dialogue? Of the guidelines for designing a dialogue, which is most important? Why?
15.Describe what is meant by a cookie crumb. How do these help prevent users from getting lost?
16.Describe why you might want to use lightweight graphics on some Web pages and large detailed graphics on others.
17.Why is it especially important to eliminate data-entry errors on an electronic commerce Web site?
18.How can template-based HTML help to make a large electronic commerce site more maintainable?
Considerations for the Water Sustainability Project$15.00
LDR 532 Week 3 Individual Assignment Advisor to the Mayor Paper
Resources: City of Kelsey document, and University of Phoenix Materials: Stakeholder Power Base and Growth in the City of Kelsey
Write a paper of no more than 1,400 words in which you address the following concerns from the mayor:
- What methods may be utilized to build effective teamwork relationships among city employees? How may the city’s values and motives help build teamwork?
- Describe communication factors that must be considered, so leaders and stakeholders are in agreement with the water sustainability plan as we begin implementation. Discuss the implications that could evolve if a tax increase is not addressed and communicated appropriately. Analyze the positive and negative effects that may be directly related to the way communication is handled in this situation.
- Whatleadership methods may motivate stakeholders? How might you address inadequate performance and maintain a productive organizational structure.
Format your paper consistent with APA guidelines.
Dalhousie students action, the “Gentlemen’s Club” students$20.00
Dalhousie students action, the “Gentlemen’s Club” students were using Facebook as a tool to invade their classmate’s privacy but at the same tool was the lead to their downfall. alhousie University keeps on giving everyone so much concerned about the problems such as systematic misogyny, sexual violence, homophobia is alive and well and in private and public places everywhere. We find it in our trusted institutions of higher education and or heath care professionals. This is deeply disturbing fact. Also this example shows how at Dalhousie. processes for how students report sexual assault limited sources :
at least TWO peer-reviewed articles and one of the eligible course readings.
When you write thesis do 3 storey thesis.When you write ask yourself what primary evidence do you have?what stuff you looking for?what is the aspects?Also apply all articles to my representative example. \Your grade will be based on a combination of the following factors:
- Comprehension of the assignment instructions and question
- Comprehension of key concepts, texts, and theorists
- Scope and originality of research and/or creative work
- Integration of secondary research (n.b., there is no minimum number of secondary sources; incorporate relevant and credible secondary sources as required; use your judgment). In addition to sources you discover through your own research
- Analysis (e.g., avoidance of fallacies, such as hasty generalizations)
- Presentation and structure of argument, including:
- Does the thesis contain an interpretive claim?
- Does this first part of the thesis answer the question clearly?
- Does the thesis contain a statement of significance?
- Do the body paragraphs contain strong topic sentences that offer a claim?
- Do the body paragraphs contain a clear transition that shows its relationship to the paragraph that comes before it?
- Do the body paragraphs provide textual support (evidence) for the claim?
- Does the author explain the quotations, telling the reader not only what is said in the quotes, but also showing how the quotation works to support the claim of the paragraph?
- Does the author provide interesting, engaging readings of the text?
- Does the conclusion do more than summarize what the paper has already done?
- Does the conclusion return to the controversy defined in the introduction in order to develop the implications of the essay?
- Quality of writing (spelling, grammar, diction, style, etc.)
- Referencing (consistent and proper use of parenthetical citations and reference notes in either APA or MLA style)
- Formatting (page numbering, spacing, use of italics, etc.)
VENTURE CONCEPTS PAPER 2$7.50
For this and subsequent individual assignments leading up to a complete financial prospectus due in Week 5, select a conceptual small business startup venture that you would like to plan, develop and operate. This can be any venture that interests you that fits within the category of small business.
If you do not have a particular business in mind that you would like to develop, the small businesses for sale listings found in your local newspaper or through the internet could provide some interesting ideas and opportunities.
Write a 550- to 750-word paper in APA format in which you do the following:
Describe your conceptual venture that you would start if you had the resources. Include details such as the number of employees, the type of facilities and equipment needed, target customer demographics, and marketing channels.
Research at least one current company that is an appropriate benchmark to your venture. Describe how this benchmark company started financially and how it has grown. Compare this company to your conceptual venture by discussing how your venture might be funded similarly or differently than it was. If all the details of exactly how this benchmark company was funded are not available, you may make assumptions for the sake of comparison. Post your Assignment as a Microsoft® Word attachment. Please ensure to follow APA standards
What comprises a comprehensive CBT case study$5.00
Describe what comprises a comprehensive CBT case study – Evaluate the use of case studies in therapy.
Downtime Arts & Aperitif Business Model$20.00
BUS475 Week 2 individual assignment
Write a 1,400- to 1,750-word paper in which you explain the importance of innovation in your selected business’s vision, mission, and values, and determine your business model for this new division.
Include the following:
- Propose a new product or service for the new company division. The division should be customer-focused with an innovative mission statement. Ensure that you are differentiating your product or service.
- Describe how the division addresses customer needs and achieves competitive advantage.
- Create a vision and a business model for this new division that clearly demonstrates your decision on what you want your business to become in the future.
- Explain how the vision, mission, and value of the new division align with the company’s mission and vision.
- Summarize how the vision, mission, and values guide the division’s strategic direction.
- Define your guiding principles and values for your division in the context of culture, social responsibility, and ethics.
Format your paper consistent with APA guidelines.
Define the concepts interrupt and trap$15.00
- Define the concepts interrupt and trap, and explain the purpose of an interrupt vector.
- How does a computer system with von Neumann architecture execute an instruction?
- What role do device controllers and device drivers play in a computer system?
- Why do clustered systems provide what is considered high-availability service?
- Describe an operating system’s two modes of operation.
- Define cache, and explain cache coherency.
- Describe why direct memory access (DMA) is considered an efficient mechanism for performing I/O.
- Describe why multi-core processing is more efficient than placing each processor on its own chip.
- Describe the relationship between an API, the system-call interface, and the operating system.
- Describe some requirements and goals to consider when designing an operating system.
- Explain why a modular kernel may be the best of the current operating system design techniques.
- Distinguish between virtualization and simulation.
Interoperability Paper: Child and Family Services$10.00
CASE STUDY A DAY IN THE LIFE$5.00
When responding to this case, DO NOT rely on your impressions.If you think about it, all business problems are case studies. To effectively manage the situation, you must approach the problem in a methodological manner. A proven technique to do this is to:
1. List the facts;
2. Identify the issues;
3. based on the facts of the case and your knowledge; analyze the issues of the case;
4. Prepare recommended solutions and their possible outcomes;
5. Implement the optimal solution (not always the one with the best outcome, since the cost or other things could be impractical); and
6. Monitor the implementation and the outcomes.
So when you read and prepare to respond to this case, please follow the above guidelines. I don’t necessarily expect you to perform steps 4-6, but I do expect your response to be based on the facts and your knowledge.
CHAPTER ONE Modern Project Management (page 19 of 20 — printed page 20)
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Case A Day in the Life
Rachel, the project manager of a large information systems project, arrives at her office early to get caught up with work before her co-workers and project team arrive. However, as she enters the office she meets Neil, one of her fellow project managers, who also wants to get an early start on the day. Neil has just completed a project overseas. They spend 10 minutes socializing and catching up on personal news.
It takes Rachel 10 minutes to get to her office and settle in. She then checks her voice mail and turns on her computer. She was at her client’s site the day before until 7:30 p.m. and has not checked her e-mail or voice mail since 3:30 p.m. the previous day. There are 7 phone messages, 16 e-mails, and 4 notes left on her desk. She spends 15 minutes reviewing her schedule and “to do” lists for the day before responding to messages that require immediate attention.
Rachel spends the next 25 minutes going over project reports and preparing for the weekly status meeting. Her boss, who just arrived at the office, interrupts her. They spend 20 minutes discussing the project. He shares a rumor that a team member is using stimulants on the job. She tells him that she has not seen anything suspicious but will keep an eye on the team member.
The 9:00 a.m. project status meeting starts 15 minutes late because two of the team members have to finish a job for a client. Several people go to the cafeteria to get coffee and doughnuts while others discuss last night’s baseball game. The team members arrive, and the remaining 45 minutes of the progress review meeting surface project issues that have to be addressed and assigned for action.
After the meeting Rachel goes down the hallway to meet with Victoria, another IS project manager. They spend 30 minutes reviewing project assignments since the two of them share personnel. Victoria’s project is behind schedule and in need of help. They broker a deal that should get Victoria’s project back on track.
She returns to her office and makes several phone calls and returns several e-mails before walking downstairs to visit with members of her project team. Her intent is to follow up on an issue that had surfaced in the status report meeting. However, her simple, “Hi guys, how are things going?” elicits a stream of disgruntled responses from the “troops.” After listening patiently for over 20 minutes, she realizes that among other things several of the client’s managers are beginning to request features that were not in the original project scope statement. She tells her people that she will get on this right away.
Returning to her office she tries to call her counterpart John at the client firm but is told that he is not expected back from lunch for another hour. At this time, Eddie drops by and says, “How about lunch?” Eddie works in the finance office and they spend the next half hour in the company cafeteria gossiping about internal politics. She is surprised to hear that Jonah Johnson, the director of systems projects, may join another firm. Jonah has always been a powerful ally.
She returns to her office, answers a few more e-mails, and finally gets through to John. They spend 30 minutes going over the problem. The conversation ends with John promising to do some investigating and to get back to her as soon as possible.
Rachel puts a “Do not disturb” sign on her door, and lies down in her office. She listens to the third and fourth movement of Ravel’s string quartet in F on headphones.
Rachel then takes the elevator down to the third floor and talks to the purchasing agent assigned to her project. They spend the next 30 minutes exploring ways of getting necessary equipment to the project site earlier than planned. She finally authorizes express delivery.
When she returns to her office, her calendar reminds her that she is scheduled to participate in a conference call at 2:30. It takes 15 minutes for everyone to get online. During this time, Rachel catches up on some e-mail. The next hour is spent exchanging information about the technical requirements associated with a new version of a software package they are using on systems projects like hers
CHAPTER ONE Modern Project Management(page 20 of 20 — printed page 21)
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Rachel decides to stretch her legs and goes on a walk down the hallway where she engages in brief conversations with various co-workers. She goes out of her way to thank Chandra for his thoughtful analysis at the status report meeting. She returns to find that John has left a message for her to call him back ASAP. She contacts John, who informs her that, according to his people, her firm’s marketing rep had made certain promises about specific features her system would provide. He doesn’t know how this communication breakdown occurred, but his people are pretty upset over the situation. Rachel thanks John for the information and immediately takes the stairs to where the marketing group resides.
She asks to see Mary, a senior marketing manager. She waits 10 minutes before being invited into her office. After a heated discussion, she leaves 40 minutes later with Mary agreeing to talk to her people about what was promised and what was not promised.
She goes downstairs to her people to give them an update on what is happening. They spend 30 minutes reviewing the impact the client’s requests could have on the project schedule. She also shares with them the schedule changes she and Victoria had agreed to. After she says good night to her team, she heads upstairs to her boss’s office and spends 20 minutes updating him on key events of the day. She returns to her office and spends 30 minutes reviewing e-mails and project documents. She logs on to the MS project schedule of her project and spends the next 30 minutes working with “what-if” scenarios. She reviews tomorrow’s schedule and writes some personal reminders before starting off on her 30-minute commute home.
1.How effectively do you think Rachel spent her day?
2.What does the case tell you about what it is like to be a project manager?