The united states supreme court denied a petition

 
On April 18, 2016, The United States Supreme Court denied a petition for certiorari (refused to review the lower court’s ruling) in the case of Authors Guild v. Google, Inc., 804 F. 3d 202 – Court of Appeals, 2nd Circuit 2015.
That case let stand the ruling of the Court of Appeals which can be found at the following website:
https://scholar.google.com/scholar_case?case=2220742578695593916&q=Authors+Guild+v.+Google+Inc&hl=en&as_sdt=4000006  last accessed July 9, 2016.
Please write a 500-word summary of fair use as this court decision says it.

Financial and budgetary systems | Human Resource Management homework help

  
Assignment Details (2-3 pages) 
Research information about current considerations and challenges related to the financial and budgetary systems in health care organizations. Consider the use of data analytics and tools in the monitoring, assessing, and evaluating of the performance of health care organizations. Include a discussion of the importance and efficacy of financial statements used in the decision-making process of health care organizations.
Support your work with at least 4 academic or professional peer-reviewed sources published within the past 5 years.

User domain & it infrastructure policies

1. Why are users considered the weakest link in implementing policies?
2. What are potential risks associated with remote access?
3. Do you believe a separate policy should be written to address remote access? If so, what should be included in the policy?
4. One of the most popular portable devices is the USB thumb drive. What are the dangers of thumb drives to organizational security? Should employees be permitted to use USB devices. 
Minimum 250-300 words. 2 References. APA Format. 100% original work!

Discussion4_mis | Information Systems homework help

 
Net Neutrality
Read four (4) academically reviewed articles on Net Neutrality and complete the following activities:
(Wikipedia articles will not be accepted. Professor may check originality of all posts. Avoid copy-and-paste.
1.     Summarize all four (4) articles in 300 words or more. Please use your own words. 
2.     Base on your article review and the assigned reading, discuss how net neutrality will affect data networks and the availability of information to businesses. Do you believe net neutrality will lead to IT efficiency? Why or why not? 

Psych 101 quiz 2.docx | Education homework help

  
Psych 101 Quiz 2.docx
Psych 101 Quiz 2
·         Question 1
2 out of 2 points
During the past hour, nine-month-old Heather has engaged in each of the following actions. Which action was NOT controlled by her medulla??
·         Question 2
2 out of 2 points
Which type of study provides the clearest way to address the nature-nurture question??
·         Question 3
2 out of 2 points
The structure of the endocrine system responsible for secreting releasing factors is the ____.?
·         Question 4
2 out of 2 points
The medulla ____.?
·         Question 5
2 out of 2 points
Damage to Broca’s area can lead to?
·         Question 6
2 out of 2 points
The ______ is located just behind the amygdala and can be described as playing an important role in the formation of memories.?
·         Question 7
2 out of 2 points
Which hormone stimulates the adrenal cortex to secrete other hormones that promote muscle development??
·         Question 8
2 out of 2 points
Christopher suffered a traumatic brain injury in an automobile accident. Since the accident, he has great difficulty in forming new memories but remembers his childhood well, which suggests that his ____ was damaged.?
·         Question 9
2 out of 2 points
? A neurotransmitter is released into a synapse, but it has no effect on a neighboring neuron. Which of the following BEST accounts for the unresponsiveness of the neighboring neuron?
·         Question 10
0 out of 2 points
Which part of the brain is best described as responsible for piecing together sensory input to form meaningful perceptions of the world??
·         Question 11
0 out of 2 points
Which of these best identifies the soma’s function??
·         Question 12
2 out of 2 points
What is located just behind the amygdala and can be described as playing an important role in the formation of memories??
·         Question 13
2 out of 2 points
If your parietal lobe is damaged, you would have difficulty ____.?
·         Question 14
2 out of 2 points
During his first three years of life, Jason has developed many motor skills like crawling, walking, and running that require his muscles to move efficiently and smoothly. In terms of brain function, Jason’s motor development is the result of which process??
·         Question 15
2 out of 2 points
? The physiological changes associated with the stress, danger, or exertion are caused by the ____ nervous system.
·         Question 16
2 out of 2 points
Shelley drinks two caffeinated grande lattes every morning. In terms of neurotransmission, what is happening in Shelley’s body??
·         Question 17
0 out of 2 points
Which technique can best be described as using the measurement of radioactive isotopes to evaluate the activity of the brain??
·         Question 18
2 out of 2 points
In the autonomic nervous system, _______ is to release, as ______ is to replenish.?
·         Question 19
2 out of 2 points
What best identifies the job of a synapse? ?
·         Question 20
2 out of 2 points
What cortical areas are important for helping us piece together sensory input??

Application: analysis of quantitative and qualitative data | NURS 3150 – Foundations of Nursing Research

 
In order to provide meaningful results, research processes must be carefully selected and appropriate for the data being analyzed. Statistical programs such as SPSS are frequently utilized by researchers to conduct the analysis of large data sets. These data are organized to provide meaningful interpretation and often include descriptive statistics. Qualitative analysis is completed using content analysis, looking for patterns and themes that emerge from the data. Individual experiences described in interviews and focus groups are considered data and are often provided as examples to support the results in the study publication. Whether you will engage in either quantitative or qualitative research, it is likely that you will encounter both types of studies in the literature. As a nursing professional, being able to analyze and interpret both types of research designs will be important to affect nursing practice that promotes positive health outcomes inquality of care and patient safety.
For Part 1 of this Assignment, you will conduct descriptive statistical analyses using quantitative data. For Part 2 of this Assignment, you will conduct content coding to analyze qualitative data. Please review the Instructions: Quantitative Analysis Assignment and Instructions: Content Coding of Student Pet Peeves in this week’s resources to review how to complete both parts of this Assignment.
Part 1: Quantitative Analyses

Follow the step-by-step instructions provided in the Instructions: Quantitative Analysis Assignment document in this week’s resources on using the Excel program to conduct descriptive analyses of quantitative data.
The Quantitative Data Excel Assignment spreadsheet that you will need is in the resources for this week.
For this Assignment, you will need to describe the findings from your analyses and summarize what they tell you about these patients and the extent of the adverse events they experienced during their hospitalization by completing the Summary Data Analysis Form in this week’s resources.

Part 2: Qualitative Analyses

Follow the step-by-step instructions provided in the Instructions: Content Coding of Student Pet Peeves document in this week’s resources. The document provides detailed instructions on the step-by-step process of conducting the content analysis for this part of the Assignment.
Access the Perceived Pet Peeves Data document located in this week’s resources that includes the narrative descriptions of 10 students about their “pet peeves’ in courses they have taken. (In other words, what are the things that detracted from their learning experiences in these courses)?

The analytic method you will use to analyze the narrative data for this Assignment is called content analysis. It requires you to read each student’s narrative and then code its content using thematic categories on a coding sheet.

Access the Code Sheet: Student Pet Peeve Data document located in this week’s resources to carry out the coding as defined in the instructions.

For the written part of this assignment, you will need to describe the most common types of “pet peeves” that students have about their courses.

Submit both your Part I: Quantitative Analysis and Part II: Qualitative Analysis components.

Qualitative research 3 | Nursing homework help

 
Write a fully developed and detailed APA essay addressing each of the following points/questions. There is no required word count; be sure to completely answer all the questions for each question in detail. Separate each section in your paper with a clear heading that allows your professor to know which bullet you are addressing in that section of your paper. Support your ideas with at least one (1) source using citations in your essay. Make sure to cite using the APA writing style for the essay. The cover page and reference page are required. Review the rubric criteria for this assignment.
Conduct a literature search to select a qualitative research study on the topic identified in Module 1.  Conduct an initial critical appraisal of the study.
Respond to the overview questions for the critical appraisal of qualitative studies, including:

What type of qualitative research design was utilized to conduct the study?
Are the results valid/trustworthy and credible?
How were the participants chosen?
How were accuracy and completeness of data assured?
How plausible/believable are the results?
Are implications of the research stated?
May new insights increase sensitivity to others’ needs?
May understandings enhance situational competence?
What is the effect on the reader?
Are the results plausible and believable?
Is the reader imaginatively drawn to the experience?
What are the results of the study?
Does the research approach fit the purpose of the study?
How does the researcher identify the study approach?
Are the data collection and analysis techniques appropriate?
Is the significance/importance of the study explicit?
Does the literature support a need for the study?
What is the study’s potential contribution?
Is the sampling clear and guided by study needs?
Does the researcher control selection of the sample?
Do sample size and composition reflect the study needs?
Is the phenomenon (human experience) clearly identified?
Are data collection procedures clear?
Are sources and means of verifying data explicit?
Are researcher roles and activities explained?
Are data analysis procedures described?
Does analysis guide directions of sampling when it ends?
Are data management processes described?
What are the reported results (descriptive or interpretation)?
How are specific findings presented?
Are the data meanings derived from data described in context?
Does the writing effectively promote understanding?
Will the results help me care for my patients?
Are the results relevant to persons in similar situations?
Are the results relevant to patient values and/or circumstances?
How may the results be applied to clinical practice?

Please be sure to answer the questions thoroughly using complete sentences and APA format. Explain responses to yes/no questions in detail by presenting information found in the study to support your response.
Provide a reference for the article according to APA format and a copy of the article.
Assignment Expectations:
Length: Clearly and fully answer all questions; attach a copy of the articleStructure: Include a title page and reference page in APA format. Your essay must include an introduction and a conclusion.References: Use appropriate APA style in-text citations and references for all resources utilized to answer the questions. A minimum of one (1) scholarly source for the article is required for this assignment.Rubric: This assignment uses a rubric for scoring. Please review it as part of your assignment preparation and again prior to submission to ensure you have addressed its criteria at the highest level.Format: Save your assignment as a Microsoft Word document (.doc or .docx) 

Edu 541 assignment 4 | Education homework help

 
Assignment 4: Entering Assets into the Learning Management System (LMS)
Due Week 8 and worth 150 points
Once your curriculum and assets have been approved by your professor, upload them into CourseSites.com at https://www.coursesites.com/webapps/Bb-sites-course-creation-BBLEARN/pages/index.html or Schoology.com at https://www.schoology.com/home.php to demonstrate how your material is delivered through an LMS.
Note: These are both free sites. Please check with your professor if you have access to a different LMS that you would prefer to use it instead.
In the LMS, complete the following:

Create a course using your curriculum. Note: The course can be short and simple depending on the topic and curriculum of your course. The goal is to test whether the assets work functionally in the LMS.
Upload your learning assets into the course.
Invite your instructor to participate in the course as an instructor.
Invite two to three (2-3) classmates to participate into the course as student.
Perform two to three (2-3) tasks (e.g., respond to a discussion question, view a video, etc.) in the course that you are invited to participate.

Write a four to fix (4-6) page paper in which you:

Explain the method and process that you used for uploading and maintaining your assets into the LMS (e.g., determining where to place the assets, in what order, etc.). Next, explain how you will document the need for revisions to the course as well as the process you would recommend to keep your course design agile.
Examine your experience as an end user in the course in which you were invited to participate. Evaluate whether or not the navigation and display of the learning assets supported your ability to synthesize, analyze, and evaluate the course material. Include at least one (1) example of such experience to support your response.
Determine the main constraints of the course in which you were invited to participate. Suggest at least one (1) change that you would make to the menu options and the display in order to improve the user experience. Provide a rationale for your response.
Compare and contrast your experience as the person creating the assets in the LMS and your experience as a student in the LMS. Next, discuss on at least one (1) change that you would make in order to improve the learning assets and the display for your own course.
Provide at least two (2) reliable, relevant, peer-reviewed references (no more than one [1] used previously), published within the last five (5) years that support the paper’s claims.
Format your assignment according to the following formatting requirements:

Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page is not included in the required page length.
Include a reference page. Citations and references must follow APA format. The reference page is not included in the required page length.

The specific course learning outcomes associated with this assignment are:

Describe reasons for modifying the menu options and display of a Learning Management System (LMS).
Recognize various roles of users in a Learning Management System (LMS).
Utilize an LMS to perform tasks and communicate to users.
Design learning assets based on end user or organizational needs.
Use technology and information resources to research issues in technology tools to manage learning.
Write clearly and concisely about issues in technology tools to manage learning using proper writing mechanics.

Click here to view the rubric.

Engl 1302 writing to analyze: rhetorical + visual analysis assignment

 
Writing to Analyze: Rhetorical + Visual Analysis Assignment
The goal of a rhetorical and visual analysis is not to analyze what a writer is arguing about concerning an issue, but to analyze how the writer and creator of the visual is presenting the argument. You’ll do this by analyzing the use of rhetorical strategies.  Using a text with a visual you select (ads are great), you will provide an objective analysis of the strengths and weaknesses in the writer’s use of ethos, logos, and pathos within his or her textual and visual argument(s).
Purpose:  This assignment prompts you to identify the strategies that a particular written + visual argument employs.  One of the reasons this is useful is that it requires you to understand not just what writers are saying, but also the purposes and motivations behind their arguments.  Also, as you get more comfortable identifying the strategies other writers employ, you will be able to utilize these strategies effectively in your own writing.
Audience: Your audience will consist of your scholarly peers whom you may assume have only a casual familiarity with the issue and the text that you are analyzing.
Content/Subject: Your rhetorical analysis of the text will consist mainly of your analysis of the three rhetorical appeals of ethos, and logos, pathos. 
Ethos deals primarily with credibility. You will want to examine the author’s reputation, authority, and/or expertise.  These factors as well as the argument being made will either improve or detract from the writer’s credibility. 
Logos is concerned with the logic of the writer’s argument.  In considering the writer’s use of logos, you will analyze issues such as the quality and quantity of supporting evidence.  You may also want to consider any bias that the writer might have toward the subject and the effect of that bias upon the argument being presented.  Is the writer’s reasoning sound? Do you identify any logical fallacies? In short, you will want to address any weaknesses and/or strengths in the logic of the argument. 
Pathos deals with emotion.  You should identify any attempts on the part of the writer to evoke a particular emotion from the audience.  Additionally, you will want to consider whether or not appealing to emotion is an effective strategy for the argument being discussed.
Remember: Audience is an extremely important consideration for the writer; therefore, you also want to determine who you think is the intended audience, and explain how and why you came to that conclusion. And, again, you are not developing an argument that advocates in favor of or against the writer’s position/issue.
Your rhetorical analysis of the visual will also include a discussion of ethos, logos, and pathos, but focused on the visual.
Ethos deals primarily with credibility. You will want to examine the creators’ reputations or authority, particularly if they represent an agency or corporation.  These factors as well as the visual itself will either improve or detract from the visual’s credibility and effectiveness. 
Logos is concerned with the logic of the argument.  In considering a visual’s use of logos, you will want to focus on issues such as how the visual is constructed.  For this you will need to address the organization and composition of the visual.  You might also discuss the medium, scale and perspective as well. 
Pathos deals with emotion. You should identify any attempts to evoke a particular emotion.  The content of the visual, the use of color, as well as scale and perspective can be useful in addressing the visual’s appeal to emotions.  Finally, you will want to evaluate whether these strategies are effective in conveying the argument that the visual is advocating.
Finally, you’ll want to consider how the text and visual work together using these questions and other ideas you come up with. 

Which is the predominant focus, the text or the visual?
Do they complement each other?
Does the visual add information that the text does not discuss?
How does the visual deepen understanding of the text?
Where is the visual placed in the text?
What would the text be like if the visual was missing?

Constraints:  This is an analytical, academic assignment, and, as a result, your writing should reflect that.  This means that your paper should be written in an elevated and sophisticated style that makes use of correct grammar and usage.  You should make sure to make a clear and precise argument as you analyze the rhetorical strategies employed in the text that you are examining.
 Specific guidelines for this assignment are:

Clear introduction and conclusion.
Address all three rhetorical appeals: ethos, pathos, and logos.
Address the issue of audience.
Correct grammar, punctuation, and spelling.
2 pages in length.

Mod meters case study- need plagiarism report and 300 words. atleast

     
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded. 
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable, theoretically. But both at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but two new strategic initiatives, he didn’t know. 
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said. 
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled. 
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously. 
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!” 
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the 
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, September 2005. Reproduced by permission of Queen’s University, School of Business, Kingston, Ontario, Canada. 
 
IT Planning at ModMeters 
company had gradually automated almost every aspect of its business from finance and accounting to supply chain management. About the only thing it didn’t have was a fancy Web site for consumers, although even that was about to change. ModMeters currently had systems reflecting just about every era of computers from punch cards to PCs. Unfortunately, the company never seemed to have the resources to invest in reengineering its existing systems. It just layered more systems on top of the others. A diagram of all the interactions among systems looked like a plate of spaghetti. There was no way they were going to be able to support two new strategic thrusts with their current budget levels, he thought as he applauded the new design along with the others. “Next week’s IT budget meeting is going to be a doozy!” 
Sure enough, the following week found them all, except for the CEO, back in the same meeting room, ready to do battle. Holding his fire, Brian waited until all the VPs had presented their essential IT initiatives. In addition to what needed to be done to support the new business strategies, each division had a full laundry list of essentials for maintaining the current business of the firm. Even Abrams had gotten into the act this year because of new legislation that gave the firm’s outside auditors immense scope to peer into the inner workings of every financial and governance process the organization had. 
After listening carefully to each speaker in turn, Brian stood up. “As many of you know, we have always been cautious about how we spend our IT budget. We have been given a budget that is equal to 2 percent of revenues, which seriously limits what we in IT have been able to do for the company. Every year we spend a lot of time paring our project list down to bare bones, and every year we make do with a patchwork of infra- structure investments. We are now at the point where 80 percent of our budget in IT is fixed. Here’s how we spend our money.” Brian clicked on a PowerPoint presentation showing a multicolored pie chart. 
“This large chunk in blue is just about half our budget,” he stated. “This is simply the cost of keeping the lights on—running our systems and replacing a bare minimum of equipment. The red chunk is about 30 percent of the pie. This is the stuff we have to do—fixing errors, dealing with changes mandated by government and our own indus- try, and providing essential services like the help desk. How we divide up the remain- der of the pie is what this meeting is all about.” 
Brian clicked to a second slide showing a second pie chart. “As you know, we have typically divided up the remaining IT budget proportionately, according to who has the biggest overall operating budget. This large pink chunk is you, Fred.” Brian gestured at Fred Tompkins, head of manufacturing and the most powerful executive in the room. It was his division that made the firm’s profit. The pink chunk easily took up more than half of the pie. Tompkins smiled. Brian went on, pointing out the slice that each part of the firm had been allotted in the previous year. “Finally, we come to Harriet and Brenda,” he said with a smile. Harriet Simpson and Brenda Barnes were the VPs of human resources and marketing, respectively. Their tiny slivers were barely visible— just a few percent of the total budget. 
“This approach to divvying up our IT budget may have served us well over the years”—Brian didn’t think it had, but he wasn’t going to fight past battles—“however, we all heard what John said last week, and this approach to budgeting doesn’t give us any room to develop our new strategies or cover our new infrastructure or staffing needs. Although we might get a little more money to obtain some new applications and buy some more computers”—Abrams nodded slightly—“it won’t get us where we need to go in the future.” 
A third graph went up on the screen, showing the next five years. “If we don’t do something now to address our IT challenges, within five years our entire IT budget will be eaten up by just operations and maintenance. In the past we have paid mini- mal attention to our infrastructure or our information and technology architecture or to reengineering our existing systems and processes.” A diagram of the “spaghetti” flashed on. “This is what you’re asking me to manage in a cost-effective manner. It isn’t pretty. We need a better plan for making our systems more robust and flexible. If we are going to be moving in new directions with this firm, the foundation just isn’t there. Stan, you should be worried that we won’t be able to give our auditors what they ask for. But you should also be worried about our risk exposure if one of these systems fails and about how we are going to integrate two new business ventures into this mess.” 
Tompkins looked up from his papers. It was clear he wasn’t pleased with where this presentation was headed. “Well, I, for one, need everything I’ve asked for on my list,” he stated flatly. “You can’t expect me to be the cash cow of the organization and not enable me to make the money we need to invest elsewhere.” 
Brian was conciliatory. “I’m not saying that you don’t, Fred. I’m just saying that we’ve been given a new strategic direction from the top and that some things are going to have to change to enable IT to support the whole enterprise better. For example, until now, we have always prioritized divisional IT projects on the basis of ROI. How should we prioritize these new strategic initiatives? Furthermore, these new ventures will require a lot of additional infrastructure, so we need to figure out a way to afford this. And right now our systems don’t ‘talk’ to the ones running in other divisions because they don’t use the same terminology. But in the future, if we’re going to have systems that won’t cost increasing amounts of our budget, we are going to have to simplify and integrate them better.” 
Tompkins clearly hadn’t considered the enterprise’s needs at all. He scowled but said nothing. Brian continued, “We are being asked to do some new things in the com- pany. Obviously, John hopes there’s going to be a payback, but it may take a while. New strategies don’t always bear fruit right away.” Now looking at Abrams, he said point- edly, “There’s more to IT value than short-term profit. Part of our business strategy is to make new markets for our company. That requires investment, not only in equipment and product but also in the underlying processes and information we need to manage and monitor that investment.” 
Harriet Simpson spoke for the first time. “It’s like when we hire someone new in R&D. We hire for quality because we want their ideas and innovation, not just a warm body. I think we need to better understand how we are going to translate our five key corporate objectives into IT projects. Yes, we need to make a profit, but Stan needs to satisfy regulators and Brenda’s going to be on the hot seat when we start marketing to individuals. And we haven’t even spoken about Ted’s needs.” As the VP of R&D, Ted Kwok was tasked with keeping one or more steps ahead of the competition. New types of products and customer needs would mean expansion in his area as well. 
Abrams cleared his throat. “All of you are right. As I see it, we are going to have to keep the cash flowing from Fred’s area while we expand. But Brian’s got a point. We may be being penny wise and pound foolish if we don’t think things through more 
  carefully. We’ve put a lot of effort into developing this new strategy, and there will be some extra money for IT but not enough to do that plus everything all of you want. We need to retrench and regroup and move forward at the same time.” 
There was silence in the room. Abrams had an annoying way of stating the obvious without really helping to move the ball forward. Brian spoke again. “The way I see it, we have to understand two things before we can really make a new budget. First, we need to figure out how each of the IT projects we’ve got on the table contri- butes to one of our key corporate objectives. Second, we need to figure out a way to determine the value of each to ModMeters so that we can prioritize it. Then I need to incorporate a reasonable amount of IT regeneration so that we can continue to do new projects at all.” 
Everyone was nodding now. Brian breathed a small sigh of relief. That was step one accomplished. But step two was going to be harder. “We have a month to get back to the board with our assurances that the IT plan can incorporate the new strategies and what we’re going to need in terms of extra funds to do this. As I said earlier, this is not just a matter of throwing money at the problem. What we need is a process for IT planning and budgeting that will serve us well over the next few years. This process will need to accomplish a number of things: It will need to take an enterprise perspective on IT. We’re all in these new strategies together. It will have to incorporate all types of IT initiatives—our new strategies, the needs of Fred and others for the new IT to oper- ate and improve our existing business, Stan’s new auditing needs, and our operations and maintenance needs. In addition, we must find some way of allocating some of the budget to fixing the mess we have in IT right now. It must provide a better way to con- nect new IT work with our corporate objectives. It must help us prioritize projects with different types of value. Finally, it must ensure we have the business and IT resources in place to deliver that value.” 
Looking at each of his colleagues in turn, he asked, “Now how are we going to do this?” 
Discussion Question 
1. Develop an IT planning process for ModMeters to accomplish the demands as set out above.