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ITP 251,[object Object],Make a Difference Day,[object Object],Chapter 6,[object Object],John Staab,[object Object],jgs28@email.vccs.edu,[object Object]
Make a Difference Day,[object Object],Team Tasks,[object Object],Presentation Dos and Don’ts,[object Object],DFDs,[object Object],Toolkit memo to Mr. Jeremy,[object Object],Outsourcing memo to Ms. Hon,[object Object]
Presentation Dos and Don’ts,[object Object],Dos,[object Object],Limit the number of messages,[object Object],The presentation should be limited to the main topics of what you want the audience to remember,[object Object],Keep it simple,[object Object],Slides should have one idea each and contain only key points for each idea,[object Object],Don’ts,[object Object],Complex sentences,[object Object],Avoid complex sentences, instead use simple phrases,[object Object],Use small fonts,[object Object],Use 32 – 44 pt font, avoid anything less than 28 pt,[object Object]
Data Flow Diagram Improvement,[object Object],Volunteers,[object Object],Volunteers at Expo,[object Object],Volunteers during event day,[object Object],No volunteers at Start/Finish areas during setup,[object Object],Decision Makers,[object Object],Need less decision makers at the Expo,[object Object]
Memo to Mr. Jeremy,[object Object],Financial analysis toolkit contains three parts:,[object Object],Payback analysis:,[object Object],4 step process of determining how long it takes an information system to pay for itself,[object Object],Determine initial development cost,[object Object],Estimate annual benefits,[object Object],Determine annual operating costs,[object Object],Determine payback period,[object Object],Return on investment analysis:,[object Object],ROI = (total benefits – total costs) / total costs,[object Object],Measures profitability by comparing the return from a project to the investment of a project,[object Object],Present value analysis:,[object Object],Value of a future dollar is the amount of money that, when invested today at a specified interest rate, grows to exactly one dollar at a certain point in the future,[object Object]
Memo to Ms. Hon,[object Object],2009 Outsourcing Trends,[object Object],Stay closer to home,[object Object],Popular outsourcing locations will be challenged by locations closer to the United States,[object Object],Declining rates,[object Object],Following the decline in the economy, outsource service rates are declining as much as 5% in the last year,[object Object],Valuable expertise,[object Object],As competition grows, the need for professional expertise with increase,[object Object],Strategy will prosper,[object Object],Well organized outsourcing companies will be more susceptible to opportunities,[object Object],New themes,[object Object],Employee welfare and going “green” are common themes,[object Object],http://www.outsourcingprofessional.org/content/23/1	96/1782/,[object Object]
Make a Difference Day,[object Object],Project,[object Object],10 Tasks,[object Object],Sequential and Concurrent Tasks,[object Object],Sequential Task Order,[object Object],Project Management Summary,[object Object]
10 Tasks,[object Object],Race Location,[object Object],Expo Location,[object Object],Participant Registration,[object Object],Participant Packet Pickup,[object Object],Expo Setup,[object Object],Expo Teardown,[object Object],Start/Finish Setup,[object Object],Start/Finish Teardown,[object Object],Event Clean-up,[object Object],After Action Report,[object Object]
Tasks,[object Object],Sequential,[object Object],Concurrent,[object Object],Registration,[object Object],Packet Pickup,[object Object],Expo Setup,[object Object],Expo Teardown,[object Object],Start/Finish Setup,[object Object],Start/Finish Teardown,[object Object],Race Location,[object Object],Expo Location,[object Object],Event Clean-up,[object Object],After Action Report,[object Object]
Sequential Task Order,[object Object],Registration before Pickup,[object Object],Participants must be registered before they can pick up their Packets,[object Object],Setup before Teardown,[object Object],Obviously nothing can be torn down if it has not been setup,[object Object]
Project Management Summary,[object Object],Methods,[object Object],Traditional – 5 components,[object Object],Initiation,[object Object],Planning and Design,[object Object],Execution and Production,[object Object],Monitoring and Controlling,[object Object],Completion,[object Object],PRINCE2 – released 1996,[object Object],Structured approach,[object Object],Provides clear framework for managing projects,[object Object],Automatic control of deviations,[object Object],Common language,[object Object],Process-based,[object Object],Driven by use of Capability Maturity Model Intigration,[object Object],Contrast to Traditional method,[object Object],Project is managed based on small tasks executed as the project demands rather than a predetermined path,[object Object]
Project Management Summary,[object Object],Stages,[object Object],Initiation,[object Object],Determines the scope and need for a project,[object Object],Planning and Design,[object Object],Usually results in a prototype that can be tested,[object Object],Executing and Producing,[object Object],Following processes used to complete project requirements,[object Object],Monitoring and Controlling,[object Object],Identification of problems with execution and production processes,[object Object],Completion,[object Object],Acceptance of the project and drafting of lessons learned,[object Object]
Project Management Summary,[object Object],Project Management Triangle,[object Object]

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Staab Itp 251 Chapter 6 Madd Strategies

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