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. 

Student development principles checklist | Education homework help

 let me know if you need week one info and week two info or any info

In Week One, you explored the historical literature that led to various tenets and principles that founded the contemporary field of student development. 
In this assignment, your goal is to prepare a one-page student development principles checklist for the group of new academic advisors that you will be training. Your checklist will consist of an itemized list of 12 to 15 tenets or principles that underscore the student development philosophy in the PowerPoint presentation you prepared in Week Two. Think of the checklist as a handout that you will share with the advisors to accompany the presentation. Ensure that your handout includes an adequate balance of principles from foundational student development theory to contemporary perspectives. These are the working principles that will serve as a foundation for new academic advisors’ understanding of the university’s student development philosophy. (Note: For the purposes of this assignment, you will assume that no such list of principles currently exists for your institution, so you are creating one.)
No title page for the checklist is required, but you must include at least two scholarly sources (one of which must be one of the course texts) on a separate references page in your submission, formatted according to APA style.

The purpose of this assignment is to analyze data and use it to provide stakeholders with potential answers to a previously identified business problem.

The purpose of this assignment is to analyze data and use it to provide stakeholders with potential answers to a previously identified business problem.
For this assignment, continue to assume the role of a data analyst at Adventure Works Cycling Company. Evaluate the data associated with the drop in sales for the popular model “LL Road Frame-Black 60.” Provide a hypothesis on what could be contributing to the falling sales identified in the initial business problem presented by your manager.
In 250-500 words, share these recommendations in a Word document that addresses the following.
1. Summary of the business problem including the requestor who initially brought the problem to you.
2. Summary of the data that were requested and how they was obtained.
3. Discussion of the limitations of the available data and ethical concerns related to those limitations.
4. Hypothesis of why sales of the popular model have dropped based upon data analysis. Reference the Excel file that summarizes the data findings that resulted from your queries.
5. Recommendations for addressing the business problem.
6. In addition to the report, the manager has requested that you submit the Excel files summarizing the data findings that resulted from your queries.
7. The manager has also requested that you update the ERD you created in the Topic 5 assignment to include the tables generated as a result of the joins completed in the Topic 6 assignment. The ERD should clearly document the work stream and relationships.
Compile the updated ERD, Excel data file, and Word document containing the SQL queries and answers to the questions into a .zip file and submit to your instructor.

Jazz week 7 respiratory system (tomorrow

 
Sylvia Gaylor works as a legal aide on the 12th floor of a tall glass-and-steel monument to modern architectural technology.  On clear days, the views are spectacular.  From her cubicle, Sylvia’s eye catches the edge of the beautiful blue-and-white skyscraper as she reaches for her inhaler.  This is the third attack since she returned from lunch 4 hours ago; her asthma is really bad today.  But if she leaves work early again, her boss will write her up for it.  Sylvia concentrates on breathing normally.
Her roommate, Kelly, is a respiratory therapist at the county hospital.  Kelly says Sylvia’s asthma attacks are probably triggered by the city’s high level of air pollution.  That can’t be true.  They both run in the park every morning before work, and Sylvia rarely needs to use her inhaler.  The problems start when she gets to work.  The wheezing and coughing were so bad today that by the time she got up the elevator and into her cubicle, she could hardly breathe.
Last night, the cable news ran a story on the unhealthy air found in some buildings.  They called it “sick building syndrome” and reported that certain employees developed allergic reactions just by breathing the air.  “Hmmm,” she thought, “It seems like more and more people are getting sick in our office.  John has had the flu twice.  Sid’s bronchitis turned into bronchopneumonia, and Hui complains of sinusitis.  Could this building have an air quality problems?”
Discuss which environmental factors might cause an asthma attack.  Should Sylvia be written up for having to leave work early due to her asthma?
Incorporate terminology from the course content and cite outside references using APA Formatting (Links to an external site.) (when needed).

What is the relevance of existentialism (sartre and nietzsche) to the

 
What is the relevance of existentialism (Sartre and Nietzsche) to the philosophy of well-being? Your paper’s thesis will establish the relevance by critically engaging with one of the theories of well-being we’ve studied (hedonism, Aristotle’s theory, or desire theory). The thesis might have this form:  This aspect of existentialism calls into question that feature of desire theory. A sample thesis (you may write about this, if you like): “The existentialist notion of self-creation calls into doubt the desire-theorist’s straight-forward focus on the satisfaction of desires as a way of increasing well-being.” Don’t write about marginal issues; make sure that what you explore is important in each theory. (if you write about Aristotle, your paper should be on the long side of the word count, because you’ll have to explain some central aspects of his theory, which are difficult to state briefly). 
At least 2/3 of your paper should be devoted to existentialism.
The target reader has not read any of these texts, so you’ll have to provide whatever background is necessary. Do not use quotations; use 
straightforward language
 
NOTE
The essay must be between 1600–1900 words (5–6 pages). Include a standard heading: writer’s name, assignment name and essay title (e.g., “Midterm Exam: Mapping Plato’s Divided Line onto His Cave Allegory”), department name, course name and number, professor’s name, date submitted, and word count. 
For this assignment, do not use quotations. Also, you ought to strive to describe the author’s ideas in your own words; do not rely too much on jargon. Be sure to use very plain language. You ought to strive to breakdown the ideas into the simplest, most straightforward terms possible; this involves thoughtful word-choice and uncomplicated sentence structure (but of course, you don’t want to simplify expression at the expense of accurately representing the details and subtleties of the concepts and arguments).

Research paper cloud computing | Information Systems homework help

Research Paper:  Find a peer reviewed article in the following databases provided by the UC Library and write a 250-word paper reviewing the literature 
concerning Data Center Technology. Choose one of the technologies discussed in Chapter 5, Section 5.2 (Erl, 2014).
 You may choose any scholarly peer reviewed articles and papers.
Use the following databases for your research:
ACM Digital Library
IEEE/IET Electronic Library
SAGE Premier
URL: https://ucumberlands.libguides.com/security
Use APA standards and formatting. Include a Title and Reference page
By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the 
Blackboard Privacy Policy; (2) that your institution may use your paper in accordance with your institution’s policies; and (3) that your use of SafeAssign
will be without recourse against Blackboard Inc. and its affiliates.

Applying piaget’s concepts of assimilation and accommodation 2 page

 
Piagetian concepts can be complex and challenging to grasp. Often, new ideas are best understood when they are applied to one’s personal experiences. Please consider your own learning in relation to Piaget’s theory. For example, each semester you find yourself in a challenging state of disequilibrium as you enroll in new courses. You have to accommodate quickly, creating new schemes so you can make sense of new realms of knowledge (that is, course material).Once you do so, your new cognitive structures enable you to assimilate, or see the world in a different light, and you experience the thrill of mastery. And when you combine new concepts into organized wholes, your  sense of equilibrium is enhanced. Under these conditions, you probably do best on exams.
Please illustrate Piaget’s concepts of cognitive change through one of your own learning experiences.Please provide specific examples to illustrate your points. Then imagine yourself in the place of the young infant, for whom creating and organizing schemes are awesome tasks.The baby does not just enroll in a new course of study that is similar to ones he has taken before. Instead, many aspects of the environment are strange and mysterious, and thousands of schemes must be created, revised, and put together.
This assignment must be at least two pages long, submitted in “doc” or “ docx.” format. Additionally, it must be typed, double spaced, Times New Roman font (size 12), one inch margins on all sides. Type the question followed by your answer to the question. A title page is to be included. The title page is to contain the title of the assignment, your name, the instructor’s name, the course title, and the date. All assignments must be submitted in “Blackboard by by clicking on the Assignment link above and clicking on Browse to attach your work as a .doc or .docx.  

Week 4 myjava | Computer Science homework help

Assignment Instructions
Instructions:
* Make sure you go to this week’s chapter lesson for more guidance.  
For this assignment, you will create an object class then display its assigned values from the main method of the main class.
Save the code in jGRASP, then save it in c:myjava and run it.
/*******************
  Name:
  Date:
 Notes:    
*******************/
class Car
{
 add content and comments
 public static String accelerate()
 {
  return motion;
  }
 }
 
 public class CarObject
 {
  public static void main(String[] args)
  {
   add content and comments 
 }
}
Make sure that you include all source codes and the compiled codes into W4_firstname_lastname.zip.
You must leave me a note in the Submitted Text area on how to compile and run your code.
Requirements
Points Available
Assignment details in a comment block (flowerbox)
10
Core application as described in the assignment requirement
60
Print function used to correctly to print the solution to the assignment
20
Code is commented and application name is submitted as requested
10
Total
100

Please i need this template done by tomorrow at 2pm eastern | BUS 402 – Small Business Management

Notes about this assignment: To ensure students are properly placed into the English courses that will best set them up for successful college writing, it is customary for students to have their writing skills assessed. For students without transfer credit for college-level English courses, the writing you provide in the Week 4 Assignment will be assessed to determine whether you should be placed into ENG090 or into ENG116. This review of your writing will not affect your grade on the assignment or the overall course; your instructor will grade the Week 4 Assignment based on the rubric for the course, which is separate from the writing review.
What to submit/deliverables: Word document that contains Parts 1?3 of the Week 4 Assignment Template.
What is the value of doing this assignment? In this assignment, you will reflect on the qualities, values, strengths, areas of improvement, and accomplishments that capture who you are and how they connect to the 10 Skills and your personal, academic, and professional goals. You‘ll then practice your communication skill by writing about what you‘ve identified in ways appropriate for a CV or résumé. You‘ll use this information in the Week 9 Assignment to create an action plan for developing skills that will help you reach your future goals. After completing this assignment, you will have a document you can bring to the Career Center where counselors can help you further develop your career strategy.
Your goal for this assignment is to: Reflect on and communicate your skills, goals, and accomplishments.
STEP 1: Complete the four questions in Part 1: About Me, reflecting on your values, aspirations, key qualities, goals, strengths, and areas of growth.
STEP 2: Complete the three steps in Part 2: Accomplishment Statements by reflecting on your past accomplishments, using the template to identify the challenges, actions, results, and details, and then writing two concise stories using the accomplishments formula provided.
STEP 3: Complete the four-question reflection in Part 3: Reflect on Your Experiences, considering Parts 1 and 2 of this assignment and the connections you have made to the 10 Skills.

Mod 2 written assignment | Computer Science homework help

 
Read the three statuses below and think of three different scenarios where the original status listed could be interpreted to mean something different.
For example, if the status update was, “Goodbye, cruel world!” it could be a reach out for help, a reference to pop culture (Pink Floyd album or several other songs), or someone being overly dramatic and silly. What it meant to the original poster depends on their situation and personality, and what it means to the reader varies as well. Be sure to consider biases and different social groups as you write.
For each of the statuses below, discuss each interpretation of the status. Your paper should be 2-3 pages in length.

Status 1: They’re always trying to keep me down!
Status 2: A very good day. I didn’t have to see any of the sickly, disgusting mites that live around here.
Status 3: I love my life!