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Case 3 de S At the end of your Annual Conference for the year 2000, when you asked the Area Managers if they have any problems, Mr. Ahmad Nawaz told you that the Senior Finance Executive of his area, Mr. Ali Raza, who had also won the best performance award of the year 1999, was not taking interest in his work. Despite Ahmad Nawaz’s counseling, no change was noticed in the individual, rather his attitude deteriorated. You had also received such information from the National Manager, but considering that Ahmad Nawaz being an experienced hand would solve the problem, you did not interfere intentionally. Now that Ahmad Nawaz himself brought this to your notice, you decided to call the individual and counsel him. During the interview, Mr. Ali Raza initially did not tell you anything but considering his 14 years old association with you, he revealed that he got married five years ago (the marriage was also attended by you) and was still without a child. You were further informed that his parents were forcing him to divorce his wife, whom he loved so much. Moreover, he was also not being understood by the senior managers and was disallowed any kind of leave. Therefore, you concluded that an excellent worker had been disgruntled and had lost interest in his job. 1. As a General Manager, what measures you would take to help / satisfy Mr. Ali Raza and influence change in his behavior?
 
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Your project to obtain charitable donations is now 44 days into a planned 54 day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 38 days of the project and to bring in $26100 Even though we are 44 days into the project, we still see that we have only 88% of this activity complete. The second activity relates to company donations and is scheduled to run for 44 days starting on day 6 and extending through day 50 We estimate that even though we should have (38/44) 8636% of this activity complete it is actually only 58% complete this part of the project was scheduled to bring in $151,100 in donations The final activity is for matching funds This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $52 200. So far $174 600 has actually been brought in on the project

Calculate the schedule variance, schedule performance Index cost variance and cost actually value in this case) performance Index (Negotive values should be indicated by a minus sign. Do not round intermediate colculations, Round your dollar amounts to the nearest whole number. Round your “performance Index” values to 3 decimal places.)

Schedule variance

Schedule performance

Index Cost variance

Cost performance

Index Prey 1 of

 
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United Broke Artists (UBA) is a broker for not-so-famous painters. UBA maintains a small database to track painters, paintings, and galleries. A painting is painted by only one artist, and that painting is exhibited in only one gallery. A gallery can exhibit many paintings, but each painting can be exhibited in only one gallery. Similarly, a painting is painted by a single painter, but each painter can paint many paintings.

UBA wants to keep track of each painter’s name, first and last as well as a phone number. Each gallery has a theme as well as a web site for potential buyers to view the paintings it contains. Keeping track of each painting that has a title, created by the painter, requires knowing which gallery it is displayed in and which painter painted the painting. Each table needs a unique identifying attribute.

PAINTER PAINTING GALLERY

An ERD for this problem is below:

Using PAINTER, PAINTING, and GALLERY, as table names, what attributes and keys are needed to create these tables for a relational database?

 
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  • How do you interpret the kid’s advice to Barton: “you need to know what you don’t know?â€Â
  • Davies predicts that Barton will be gone in a year; why does he say that? Do Maggie’s notes shed any light on Davies’s assertion?
  • What should be Barton’s plan for reaching out to other CIO’s and industry experts to gain expertise quickly about running an IT department? Whom should he talk to first?
  • How does IT create or enable the creation of value within a company? How should we value IT capabilities required to keep us in business, but that do not differentiate us from competitors?
  • Should Barton try to take control of the entire IT Budget? Should he ask for a percentage of the overall budget to be placed under his control? Or should he try to fix the committee structure put in place by Davies?
  • How do you manage project problems you cannot anticipate?

The Adventures of an IT Leader”

 
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