Project Risk Management Wk5. I need support with this Management question so I can learn better.
Scenario: Building on your first four papers, You are an entrepreneur in the process of researching a business development idea. As you create a high-level Information Technology (IT) strategy for your new enterprise, it is important to address risks to IT. A Project Risk Management Plan will guide the process of identifying enterprise risks and the appropriate steps to mitigate and manage the risks. The Data Collection Plan is intended to describe a high-level process for applying enterprise resources in identifying, analyzing, and mitigating IT risks. The Risk Management Plan is a working document, which is expected to change over time as new project details emerge.
Create a high-level Project Risk Management Plan for your project in a minimum of 1,050 words which includes the following information:
A description of the enterprise IT risks
An assessment of the enterprise exposure to each risk
A summary of the highest priority risksyHigh-level procedures to mitigate and manage the most likely risks
High-level procedures to address business resumption and disaster recovery
Cite a minimum of 4 peer-reviewed references from the University of Phoenix Library.
Format consistent with APA guidelines.
Project Risk Management Wk5
In today’s turbulent market, a lot of organizations is still seeking for a strategic advantage over others and a lot of them has actually seek Project Based Organization (PBO) as a way to propel them for greater height and thus, gain a strategic advantage over other companies. However, there are still questions how they can best make use of this new organization structure approach to create a synergy between company business mission, strategy, and project as well as portfolio management PBOs refer to organizational forms that involve the creation of temporary systems for the performance of project tasks or activities. PBOs are gaining increased attention as an emerging organizational form, but there is very little knowledge on how PBO function in practice and what value or benefits in adopting the practice of PBOs. Needless to say, there are not many findings on how the extensive use of unique and temporary endeavors like projects can help influence the strategy and organizations design. By making using of project management best practices, PBO will help organization to become more dynamic, flexible and responsive when dealing with a turbulent environment. This PBO approach will ensure organization to be more creative and innovative when coping and responding quickly to the ever changing market demand. EMPLOYING PROJECT BASED ORGANIZATIONS In order to deploy project based management more effectively and efficiently, organization need to engage the top management to recognize this new approach of embracing project management best practices. They need to engage the right attitudes throughout the organization. In doing so, it will help the organization to fully reap the benefits of this new formidable and competitive weapon so as to fight for continue business growth and making sure the corporate will gain a better chance to survive in today’s highly competitive market. Establishing executive ownership and responsibility for project based management with the organization is equated with authority in organization structures, the closer something is to the top, the higher its level of authority, acceptance, adoption and autonomy is perceived to be by the organization. It has to be a top-down approach whereby we need to engaged CEO, senior management of the company and sell them the ideas of how PBOs concept is able to propel the company to greater height. Positioning the project based management function at the top in a hierarchical organizational structure establishes its autonomy and thus ownership of the responsibility for setting up, distributing, supporting, and managing the application of project management best practices. Enterprise-wide adoption of project based management best management called for single ownership of the function. Establishing common practices across an organization at all levels is difficult, if not impossible, without a clearly established sole ownership. We do believe, however that establishing a PBO is the right thing to do, because global competition in the marketplace will continue to increase. Therefore, project based management is one of the best answers for surviving global competition. We need to first identify the roles, responsibilities of senior management team and their business function when structuring the PBO. Once we have identified their function focus and agreed upon their roles, we will then need to proceed to clarify relationships between these functions, like who is leading, supporting and following. This will help to ensure clarification on how these units can work or function together in a team. For example, typical teams in IT might include a strategic management team, an innovation management team, a project/program management team and a product management team. Each team is comprised of more than one unit and there are overlaps between the teams. The objective of this structure is to create team accountability. TRADITIONAL AND PROJECT BASED ORGANIZATION STRUCTURE AND OPERATION TRADITIONAL ORGANIZATION STRUCTURE AND OPERATION Traditional management has been applied since twenty century and is well developed on the core principles of standardization, specialization, common goal, hierarchy organization, planning and control and external-reward (Hamel et al., 2007). A traditional organization is constructed based on those core principles of traditional management and functioned through vertical and horizontal operations which are a hierarchic structure with various functional departments as the vertical operation and a work process designed for specific generalized task models by using Standard Operating Procedural to link individual functional. DISADVANTAGES Project members from each project teams are dispatched from functional departments; this normally causes conflicts between functional departments and project teams when the resources and priority of urgency are conflicting. Hard to assess employee performance since employee can belong to functional department and project teams. This will always cause confusion and unhappiness to employees’ involved. What project he/she participates is decided by the project manager and department head instead of self-actualization, which reduces the performance of both personal development and organizational learning. Hierarchy structure, functional department operation model and Standard Operating Procedure are characteristics of a traditional organization, which makes its disable in dealing with changes. Contention of resources between functional department and project team, which will develop conflicts within organizations, resulting in disharmony and distrust. No organizational synergy due to lack of inadaptable interactive relations between functional departments. Lack of ability to adapt to changes in related to market uncertainty or other external factors. This is caused by rigid, stagnant Standard Operating Procedures which are regulated according to generalized task model and therefore not capable of responding to any changes conditions timely. THE PBO STRUCTURE AND OPERATION A project based organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that helps enhance interactions between team members with a minimal disruptions, overlaps and conflict. One of the important decisions of project management is the type of organizational structure that will be used for the project. Every project has its unique characteristics and the design of an organizational structure should consider the organizational environment, the project characteristics in which it will operate, and the level of authority the project manager is given. One of the main objectives of the structure is to reduce uncertainty and confusion that typically occurs at the project initiation phase. The structure defines the relationships among members of the project management and the relationships with the external environment. In PBO project managers have a high level of authority to manage and control the project resources. The project manager in this structure has total authority over the project and can acquire resources needed to accomplish project objectives from within or outside the parent organization, bind only to the scope, quality, and budget constraints identified in the project. In the PBO, project members are assigned specifically to the project and report directly to the project manager. The project manager is responsible for the performance appraisal and career progression of all project team members while on the project. This leads to increased project loyalty. Complete line authority over project efforts affords the project manager strong project controls and centralized lines of communication. This leads to rapid reaction time and improved project based organizations are more common among large and complicated projects. PBO KEY TO SUCCESS FOR TODAY ORGANIZATION – INNOVATION ENABLER 10 Tips by the World’s Best Innovators Organize yourself globally because it beats local Life treasures through communication Turn “not invented here” into a quality seal Focus on Big Ideas (there are enough small ones) Think platform Minimize time-to-test Appoint your customers as your boss Leverage design Take care of the jewel innovation organization culture that reacts to changes Use business model innovations as the turbo PROJECTS AND INNOVATION – HOW THEY INTERLINKED WITH ONE ANOTHER What does PBO has to do with Innovation? We will start by defining both innovation and projects and identifying common ground in their concepts. Projects and Innovation share common roots in their definitions, both are: Temporary: they end when they become integrated to the normal routine of operations Produce unique results: the end product or service should be, in some way, different than the existing. Characterized by progressive elaboration: they cannot be understood entirely at, or before, the start, therefore the decision-making and realization phases are iterative. Many statements concerning innovation can be applied to projects and vice versa; to a certain degree, many of the characteristics of both are interchangeable. Classic definitions of innovation include: The process of making improvements by introducing something new (Wikipedia, 2007) It seems reasonable from above description that projects and innovation share a natural conceptual background. It would be hard to imagine how a traditional organization would be able to innovate since their structure only has roots in routine, repetitive works and a much predictable work output and stagnant culture. The whole philosophy and the historical background of both projects and innovation seem interlinked. A strong project outlook with proper governance structures would typically help to promote strategic goals that call for development of innovation. In their quest for innovation, many organizations have felt the need to establish social networks; the project approach has the advantage of proposing an internal network between projects if properly enhanced through program management, as well as involvement of stakeholders. Since Schumpeter (1947), many researchers have demonstrated that innovations are most often “new combinations” of existing technology. “Thus, individuals or divisions within a firm must be both able and willing to share their capabilities or resources with other parts of the organization. This author also mentions that organizations need to create common language, otherwise the ability to share knowledge will be hampered (Sampson, 2007). To counteract some of these pitfalls, several companies have found it useful to introduce systems where staff from all levels of the business can input their ideas. An interesting example of the usefulness of such systems comes from Paul Sloan (2006) “A copy-machine operator at Kinko’s, a chain of copying and document services stores, noticed that customer demand for copying dropped off in December. People were too preoccupied with Christmas presents to do much copying for the office. So he came up with a creative idea: allow customers to use Kinko’s color copying and binding facilities to create their own customized calendars using personal photos for each of the months. He prototyped the idea in the store and it proved popular. The operator phoned the founder and chief executive of Kinko’s, Paul Orfalea, and explained the idea. Orfalea was so excited by it that he rushed it out as a service in all outlets. It was very successful and a new product – custom calendars – and a new revenue stream were created.” Corporate recognize that their organizations are always in danger of developing products and services with little or no market appeal. Some organizations are great at innovation like 3-M that produces 30% of its revenues from products that did not exist 4 years ago. However, others are really very bad at innovating such as Xerox who is famous for innovations it did not exploit, like fax machines and laser printers. Others, like Procter and Gamble have successfully reversed a 40 years innovation slump from their last major breakthrough (Pampers in 1961) with recent innovative products like “Swiffer” and Crest’s “Whitestrip” (Brooker, 1999; Moss-Kanter, 2006). Other companies just struggle with innovation like Motorola when it resisted going from analog to digital and lost its lead in cellular phones, or Kodak, when it lost its share of the camera market to Canon and Sony for having miscalculated the impact of digital camera in the mid 90’s. Although organizational innovation needs more than just taking up a project view, we have to examine if the project management approach, when well integrated and focused on the broader view of project, could possibly promote principles that are conducive to innovation. Rosabeth Moss-Kanter (2006) describes four major reasons for failure to innovate: Strategy: Lack of sound innovative investment spread between breakthrough and incremental Process: Tight controls that strangle innovation and refusal of deviations from plan Structure: Lack of connections between innovation areas and the rest of the business Skills: Lack of networkers, communicators or connectors and relationships Most traditional organizations are better suited to stable environments and employ a top down approach to innovation. Strategy is formulated at the top along with the major initiatives for achieving it. Some of these initiatives will be innovative in nature, related to the development of an innovative process, product or service and often led within an R
NRS 433V GCU Concept of Pressure Ulcers and Injuries Discussion.
Chagun5.2 Working in the emergency department, communication literally means life or death. If the wrong life saving medicine is given or the wrong amount due to a communication issue the patient could die. An overall problem in nursing is nurse to physician communication. It impacts job satisfaction and is found to be one of the leading causes of preventable patient injuries, complications, deaths, and malpractice claims (Hailu, Kassahun & Kerie, 2016). When it comes to patient care, the doctors aren’t caring for the patients as much as the nursing staff does. The doctor focuses on the medical aspect of the patient’s illness or disease process then determines the best course of action to treat the illness/disease. The nursing staff deal with the whole person and treat every aspect of the patients. The illness or disease process is but one piece of the puzzle in the whole person. What is going on in the patient’s life that is affecting their health and how can we improve patient outcomes to improve the overall whole person health. The problem of communication is seen throughout medicine on a daily basis and needs to be addressed and studied.The overall problem is that nurses and physicians don’t communicate effectively in order to provide the best outcome for their patients. After the physician does the exam and orders the diagnostic tests, it is up to the nurse to manage pain, get all the essential information in the patients medical and social history. More times than not the physician goes back into the room or doesn’t after all the results are back and there is no communication with the nursing staff on what is going on with the patient. This leads to upset patients and the nurse looking bad for not having any info for the patient. The lack of communication does not promote a possible work environment and/or promote best patient outcomes. Effective communication can prevent patient injuries, medication errors, miscommunication, deaths, and legal complications later on. This is a well-known issue throughout the medical community and it needs to be addressed more in order to provide better patient outcomes and more positive work environments. Interprofessional collaboration is key to keeping patients safe and happy.Wilcro6.2 Pressure ulcers (PU) or pressure injuries (PI) are a condition that is an on-going issue within nursing. This condition occurs in several different patient care areas, medical surgical floors, intensive care units, emergency departments and operating rooms (Powers & Ames, 2018). Pressure ulcers occur in patients when they are confined to a bed for an extended period of time without being turned. “The PI occurs when direct pressure causes tissue ischemia in the skin, muscle, and fascia. This typically occurs over bony prominences, but also can occur in other locations” (Powers & Ames, 2018). When continued pressure is applied to the tissue, cutting off circulation resulting in necrotized tissue and ulcers forming. This topic should be studied because of the many variables that are involved in causing these ulcers to occur. Powers and Ames conducted research that identified key strategies to prevent the ulcers, which include, “repositioning patients to reduce the duration and intensity of pressure over vulnerable areas, avoid positioning the patient on bony prominences with existing nonblanchable erythema and use transfer aids to avoid dragging the patient while repositioning and reduce friction and shear forces” (Powers & Ames, 2018). In addition to the occurrence of PU happening in healthcare facilities, information gathered on the topic suggests a higher incidence rate in patients living at home, than in healthcare facilities (Meaume & Marty, 2015). Furthermore, research conducted by Meaume and Marty discussed the value of alternating pressure air mattresses (APAM) and feel the healthcare provider should choose to use the APAM based on evidence based or harm versus benefit and cost analysis (Meaume & Marty, 2015). The topic of PU or PI needs to be further studied for several reasons, these wounds occur in all venues of patient care facilities and the prevention methods vary considerably. Continued investigation needs to be conducted to identify the most pertinent prevention techniques to be able to provide the best care possible for PUs.
NRS 433V GCU Concept of Pressure Ulcers and Injuries Discussion
Chapter 13 How Many Contiguous Square Miles Did the Mongols Control Questions
Chapter 13 How Many Contiguous Square Miles Did the Mongols Control Questions.
After reviewing reading chapter 13 and reviewing the Powerpoint, view the short video:
John Green’s Wait For It…The Mongols!: Crash Course World History #17, available at
Wait For It…The Mongols!: Crash Course World History #17 (Links to an external site.)
Answer the following. You do not need to use complete sentences. Please number your responses.
How many contiguous square miles did the Mongols control?
One historian claimed that the Mongols “smashed the feudal system” and created ____.
What are the FOUR key things regarding Nomads? a.__ b. __ c. __ d. __
Genghis Khan united the Mongol confederations through civil war due largely to which TWO innovations? a. __ b. __
How did Genghis Khan die?
After his death, what happened to Genghis Khan’s empire?
Genghis Khan’s military success was built on __ and __.
What is an example of the Mongol military uncommon adaptability?
What are John Green’s five examples for Mongol “awesomeness”? a. __ b. __ c. __ d. __ e. __
And what are John Green’s five examples of why Mongol’s might not be so great? a. __ b. __ c. __ d. __ e.
Chapter 13 How Many Contiguous Square Miles Did the Mongols Control Questions
E-Evidence Assignment MINI CASE David Lyons, CEO of Lyons Solar Technologies
assignment helper E-Evidence Assignment MINI CASE David Lyons, CEO of Lyons Solar Technologies.
MINI CASEDavid Lyons, CEO of Lyons Solar Technologies, is concerned about his firm’s level of debt financing. The company uses short-term debt to finance its temporary working capital needs, but it does not use any permanent (long-term) debt. Other solar technology companies average about 30% debt, and Mr. Lyons wonders why they use so much more debt and how it affects stock prices. To gain some insights into the matter, he poses the following questions to you, his recently hired assistant.a. Who were Modigliani and Miller (MM), and what assumptions are embedded in the MM and Miller models?b. Assume that Firms U and L are in the same risk class and that both have EBIT $500,000. Firm U uses no debt financing, and its cost of equity is rsU 14%. Firm L has $1 million of debt outstanding at a cost of rd 8%. There are no taxes. Assume that the MM assumptions hold.(1) Find V, S, rs, and WACC for Firms U and L.(2) Graph (a) the relationships between capital costs and leverage as measured by D/V and (b) the relationship between V and D.c. Now assume that Firms L and U are both subject to a 40% corporate tax rate. Using the data given in Part b, repeat the analysis called for in b(1) and b(2) using assumptions from the MM model with taxes.d. SupposethatFirmsUandLaregrowingataconstantrateof7%andthattheinvestment in net operating assets required to support this growth is 10% of EBIT. Use the compressed adjusted present value (APV) model to estimate the value of U and L. Also estimate the levered cost of equity and the weighted average cost of capital.e. Suppose the expected free cash flow for Year 1 is $250,000 but it is expected to grow unevenly over the next 3 years: FCF2 $290,000 and FCF3 $320,000, after which it will grow at a constant rate of 7%. The expected interest expense at Year 1 is $80,000, but it is expected to grow over the next couple of years before the capital structure becomes constant: Interest expense at Year 2 will be $95,000, at Year 3 it will be $120,000, and it will grow at 7% thereafter. What is the estimated horizon unlevered value of operations (i.e., the value at Year 3 immediately after the FCF at Year 3)? What is the current unlevered value of operations? What is the horizon value of the tax shield at Year 3? What is the current value of the tax shield? What is the current total value? The tax rate and unlevered cost of equity remain at 40% and 14%, respectively.
E-Evidence Assignment MINI CASE David Lyons, CEO of Lyons Solar Technologies
hrm discussion
hrm discussion. I’m studying for my Business class and don’t understand how to answer this. Can you help me study?
Discuss various training methods and techniques you have experienced in the past and what has and has not worked for you. Think about your formal education as well as training seminars you have taken. Consider, too, the assignments, readings, etc., of your Trident courses. Sharing new information with your classmates. If you were the course designer working for Trident, what would you recommend keeping, changing, or adding to courses to enhance your learning experience?
hrm discussion
TC Managing Millennials Job Functions Essentials & Leadership Development Discussion
TC Managing Millennials Job Functions Essentials & Leadership Development Discussion.
Need at least 400 words for each question Imagine you are a manger at a hospital, leading and administrative team- how might you restructure the job in order to appeal to people of the Millennial generation? Include the following elements in your response:Describe the essential job functions for the position.( project management, coordinating, scheduling meetings, taking meeting minutes, etc)How might you restructure the job in order to appeal to Millennials’ values, perspectives/beliefs, and ways of approaching work?Discuss—in-detail—how you would prepare Millennials for leadership roles. How would you structure the leadership development process for Millennials?How would you capitalize on the ways that Millennials typically approach work as you develop them as leaders? How can Millennials’ characteristic approach to work serve them well in leadership roles? Evaluate leadership approaches that are effective for leading Millennials. Include the following elements in your response:Explain the characteristics and leadership approaches that Millennials seek from their leaders. Analyze why they value those characteristics and approaches to leadership.Evaluate your current leadership style in comparison to the characteristics and leadership approaches desired by Millennials.Discuss strategies to develop your leadership skills in order to enhance your leadership of Millennials
TC Managing Millennials Job Functions Essentials & Leadership Development Discussion