Needing assistance with final paper, any and all help is much appreciated.

Needing assistance with final paper, any and all help is much appreciated. I have attached my outline and sources that I am going to be using.
Introduction Describe the issue. Include why it was selected, the perspective of your approach to the issue, and the scope of the paper or presentation. In essence, describe in this area what is being covered. Be specific and to the point. This is an important part of the project as it engages the reader and sets the scope of the research.
Statement of the Issue to be Investigated Describe why the topic is a relevant problem or issue. It is important to provide literature sources in support of the importance of the need/issue/topic. For example, if you are interested in researching the issue of nutrition in early childhood brain development among American children – cite literature identifying the scope of the problem (for example: the number of malnourished children, the implications of malnourishment on learning and brain development; and long term implications). Overall, this section should detail what makes this topic or issue so important that you are spending time and energy researching it. What is the impact of the problem if nothing is done to correct the situation?
Research Sources This section documents the relevant research reflecting the topic of the Final Project. In this section, paraphrased narratives of the actual research studies are reported and should represent the current research related to the topic area. In general, your research should:
Identify your chosen topic and what has happened in the specific research of the topic (describe the study, sample, findings, important points from the discussion in the research article, and any variables that may influence the findings of the research).
Discuss any key elements of the topic that may be instructional, legal, ethical, social, etc. (what is projected if nothing is done? what has been tried?). Support this section with relevant resource citations.
Provide an analysis of the research articles used, including: explaining what was done in the study, what the target population was, information about who did the research (the author), what was found with the study, and any implications of the findings to your topic or issue.
Conclusion In this section, provide a general, but thorough summary reviewing: why the topic was selected; the problem or issue briefly stated; the approach that was used; findings; and solutions. In this section, the reader or audience should have a good idea of what the researcher did and what was found.
References The references should be listed on a new page and must be formatted according to APA requirements as outlined in the Ashford Writing Center. You must use a minimum of six to eight scholarly sources

Hello any help is much appreciated

Hello any help is much appreciated
Debbie Vestica decided to look for a new job on a day that should have been filled with joy. She had just completed a master’s degree in nursing and had been given a substantial increase in pay, along with new benefits. Other factors, however, greatly diminished the reward she had just received. Debbie began working as a nurse in a local pediatric physician’s medical group. Three doctors and three nurses made up the medical staff. Two of the nurses completed training at the licensed practical nurse (LPN) level, while Debbie held the rank of registered nurse (RN). Due to this difference in educational attainment, Debbie was expected to supervise the other two nurses. The problem she faced was that the two nurses often treated her more as a peer, or even as a subordinate, rather than as a supervisor.
To complicate matters, the two LPNs had been on staff for four and five years, respectively, while Debbie had only been employed by the organization for two years. Still, when hired, she was told to assume a supervisory role. At first, Debbie chose not to confront the two more experienced nurses, hoping that over time she would be able to manage them more effectively by not trying to use forceful or directive tactics. One year later, Debbie discovered that although her pay was slightly above average for RNs in the area, her pay differential with the LPNs was only $3 per hour. She earned $30 per hour ($60,000 per year), whereas the LPNs earned $27 per hour ($54,000 per year). Their pay ranked them above nearly all LPNs in the state. Given the additional duties she was expected to complete, Debbie found the pay differential to be unsatisfactory.
After two years on the job, Debbie began a master’s program designed to achieve the designation of clinical nurse specialist with an emphasis in children’s health. She devoted considerable time and money to obtaining the degree, although the physician’s group did contribute 50% of her tuition and book costs. On graduation day, Debbie met with the three physicians. They all generously praised her efforts and promised her a new status level that included having her own office in the complex. They also granted her a raise of $7 per hour, raising her annual salary to $74,000, in return for additional duties and responsibilities.
The turning point occurred when Debbie overheard the two LPNs talking in the office break room. Upon finding out about Debbie’s new pay raise and status, the LPNs confronted the three physicians, demanding an additional increase in pay as well. Sensing a major confrontation, the physicians had decided to raise the pay of the two by $5 per hour, to $32 per hour or $64,000 per year. That amount was higher than what Debbie had earned as an RN and as an RN attending graduate school. Believing that she would never receive the proper pay differential that she deserved in this practice, Debbie decided it was time to seek employment elsewhere.
1)Use Herzberg’s two factor theory to explain Debbie’s level of motivation.
2)Use Adams’ equity theory to explain Debbie’s decision to look for work elsewhere.
3)Use Vroom’s expectancy theory to explain this situation.
4) If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs? Defend your advice.
Your assignment must be one to two pages in length and one scholarly source

DANIEL DIERMEIER AND EVAN MEAGHER KEL720 San Francisco International Airport and Quantum Secure’s SAFE for Aviation System:

DANIEL DIERMEIER AND EVAN MEAGHER KEL720 San Francisco International Airport and
Quantum Secure’s SAFE for Aviation System:
Making the Business Case for Corporate Security
On January 22, 2008, Assistant Deputy Director of Aviation Security Kim Dickie met with her
team in a conference room at San Francisco International Airport (known by its three-letter airport
code, SFO) to review the challenge facing them.
Steadily rising passenger counts and the increasing launch of service by low-cost carriers such
as Virgin America, Southwest Airlines, and JetBlue Airways had compelled SFO’s Airport
Director John Martin to announce plans to renovate and reopen Terminal 2, shuttered in 2000 upon
the opening of SFO’s new international terminal. The $383 million project would require new
heating and ventilation installations, energy-efficient architectural design, and the construction of
four additional gates, but Dickie was focused on the security infrastructure requirements.1 In
addition, Dickie’s boss, Henry Thompson, the Associate Deputy Airport Director of Safety and
Security, had a mandate to overhaul the security infrastructure of the airport, tightening loopholes
around employees and passenger security, airside operations, badge credentialing, physical identity
and access management, as well as investing in technology, automation, and intelligence to create
a next-generation model airport.
Dickie and her team saw the Terminal 2 reopening as an opportunity to start a much-needed
transition to a long-term airport-wide credentialing and physical identity and access management
(PIAM) system that would meet the growing need of airport risks and comply with regulations
from the Transportation Security Administration (TSA).2 After months of work, she and her team
had selected Quantum Secure’s SAFE for Aviation software suite as the new Terminal 2
credentialing system.
The infrastructure upgrades required by the renovation provided both momentum and initial
support from senior executives, but Dickie still needed to justify a state-of-the-art airport
credentialing system that would address airport security risks while complying with TSA
regulations. Dickie and her team had a small window of opportunity to develop a business case
that would convince senior management to fund the purchase. 1
“SFO Eyes Old Terminal for Expansion,” Oakland Tribune, September 10, 2007; “SFO Airport Awards Contract to Upgrade Old Int’l
Terminal,” Aviation Daily, May 19, 2008.
2
The Transportation Security Administration is the U.S. governmental agency responsible for air travel security. It was created after the
9/11 attacks as part of the U.S. Department of Homeland Security. See http://www.tsa.gov. ©2013 by the Kellogg School of Management at Northwestern University. This case was developed with support from the December
2009 graduates of the Executive MBA Program (EMP-76). This case was prepared by Evan Meagher ’09 under the supervision of
Professor Daniel Diermeier. Cases are developed solely as the basis for class discussion. Cases are not intended to serve as
endorsements, sources of primary data, or illustrations of effective or ineffective management. To order copies or request permission to
reproduce materials, call 800-545-7685 (or 617-783-7600 outside the United States or Canada) or e-mail custserv@hbsp.harvard.edu.
No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any
means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Kellogg Case Publishing.
This document is authorized for use only by Yongchai Raksapol (YRAKSAPO@MY.HPU.EDU). Copying or posting is an infringement of copyright. Please contact
customerservice@harvardbusiness.org or 800-988-0886 for additional copies. SFO AND QUANTUM SECURE KEL720 Airport Security
Security at SFO posed unique challenges. The most obvious was the more than 100,000
passengers who used the facility’s ticketing and check-in lines, security screens, gates, and
baggage claim every day. Less visible were the thousands of tenants, vendors, airline personnel,
and third-party contractors who needed to be authenticated and whose physical access rights had to
be controlled and managed dynamically based on their role and the airport’s security policies.
Due to the vast array of security threats, managing the identities of these people, their
credentials, and their physical access to facilities, all airports were required to execute missioncritical processes, which included: Conducting background checks for new users and obtaining security clearances for access
to secured locations from the TSA, the Canadian Air Transport Security Authority
(CATSA), or other relevant national transportation security governing bodies; Using the American Association of Airport Executives’ BASIC (Biometric Airport
Security Identification Consortium) messaging integration to communicate with the
Transportation Security Clearinghouse; Identify proofing, enrolling, and issuing badges, which included the management and
storage of related documents, such as a copy of a passport or I-9 form; Creating flexible self-service access rights to allow approved parties to enroll their own
employees and subcontractors and grant them physical access rights prior to their on-site
arrival; Complying with and enforcing new security directives like SD-1542-04-08G, which
governed the security protocols for transient aircraft and after-hours operations, or SD1542-04-08F, which required security threat assessments on a wider range of parties
including pilots, baggage screeners, and other airport employees; Integrating with a broad variety of physical access control systems (PACS), human
resources and information technology systems, and biometric employee databases so as to
generate a common workflow and consistent policies across all systems; Issuing and tracking infractions to verify that violations are detected and penalized, with
penalties escalating with each subsequent violation; and Performing regular identity audits to ensure that the proper people have the proper access
for the proper reasons. In principle, airports could have completed these processes by creating a single notion of a
user’s identity for use across the entire facility and attaching that identity to a set of access rules
overseen by aviation employees and airport tenants. This would have established a unified policy
paradigm that issued credentials, managed rules, and modified or retracted access when the role
was changed or terminated.
In actuality, however, each of these procedures was handled separately, processed manually,
and the results entered into separate databases. This approach led to numerous problems. For
example, there was no routine way to determine if an access card had been successfully
deactivated after the termination of an airport worker, nor was there any way to tell if an airport
worker without the required privileges had access to a restricted area. The databases had different
formats and file types, so they could not communicate with each other or be checked for internal 2
KELLOGG SCHOOL OF MANAGEMENT
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customerservice@harvardbusiness.org or 800-988-0886 for additional copies. KEL720 SFO AND QUANTUM SECURE consistency, so updates lagged days or weeks behind actual changes such as terminations. These
challenges were exacerbated by the fact that airport badging operators often lacked understanding
of the strategic importance of following certain protocols and assessing risks. This led to
inefficiencies, delays, and at times, compromised security levels.
The disjointed execution of these processes—which were often conducted out of sequence and
required additional resources for correction—undermined airports’ operational efficiency. (See
Exhibits 1 and 2.) For example, one large international airport took three weeks to register an
employee in the parking, payroll, human resources, and PACS databases. “You’d go stand in this
huge line, and you’d get to the front of the line, and they would say, ‘This isn’t right, come back
Tuesday to fill out new forms,’” said Ajay Jain, president and CEO of Quantum Secure, a provider
of enterprise-wide security software solutions. “The wait was so long that people were starting to
leave and just abandon these job offers, thereby creating heavy strain on airport operations.”3
The challenges did not end once a new employee was registered in the systems—any changes
to access permissions required that a massive spreadsheet be printed and compared to the list used
at an access point to identify any additions, deletions, or modifications. This inefficient, highly
manual, and error-prone process had been the status quo in the physical access control world for
decades, but development of comprehensive software solutions offered the prospect of integrating
and streamlining existing procedures.
Process automation not only promised improved efficiency, speed, and cost, but also improved
compliance that could mitigate potentially serious legal and reputational risks. “When you talk to a
higher-level audience and outline these issues at the CXO level, that audience understands the
limitations there,” Jain said. “They know they’ve got major compliance and risk issues to deal
with, and they’re asking, ‘How do I clean that up? How do I make things accountable?’”4 Quantum Secure and SAFE
Founded in 2005 in San Jose, California, Quantum Secure was a privately held provider of
software-based solutions and platforms for physical identity and access management.
Quantum Secure’s core offering was the SAFE software suite, a commercial off-the-shelf
solution that streamlined the identity management and access provisioning processes for clients
with large facilities that required rigorous physical security and access management procedures.
SAFE for Aviation enabled users to create a single notion of identity across the entire airport that
integrated previously fragmented manual processes as well as biometrics. This integration enabled
security managers to create policies and general procedures for issuing credentials and granting
access to airport facilities.
SAFE’s flexible system architecture and policy/rules-based framework accommodated
changes and additions to rules, workflows, and policies without programming, which meant that
ever-changing regulations and internal initiatives could be easily incorporated without costly
upkeep and development charges. It also addressed “insider threats” by continuously monitoring 3
4 Phone interview with Ajay Jain, February 22, 2011.
Ibid. KELLOGG SCHOOL OF MANAGEMENT
3
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customerservice@harvardbusiness.org or 800-988-0886 for additional copies. SFO AND QUANTUM SECURE KEL720 video and marrying it with analytics of access behavior to identify anomalies that could provide
early warning of any potential threats.
SAFE for Aviation integrated directly with the existing airport security infrastructure,
obviating the need for costly replacement of existing security systems, hardware, controllers, and
other products. The software integrated with all leading PACS, training systems, TSA-mandated
background-check processes, and other airport-specific IT systems, allowing disparate security
systems to act as a single unit. (See Exhibits 3 and 4.)
In 2008, Toronto Pearson International Airport deployed the SAFE suite. Based on
preliminary results, the airport expected to meet the following goals:5 Reduce the average cost of processing a badge by 28 percent, from $49 to $35; Cut average wait times by 96 percent, from 560 minutes to 20 minutes; Decrease average service time by 66 percent, from 74 minutes to 25 minutes; and Streamline the credentialing operations with full audit and compliance. Bryan Scott, the Greater Toronto Airports Authority’s senior manager of security
infrastructures, said, “. . . the PPCO [Pass/Permit Control Office] serves an average of 175 clients
per day and more than 45,000 employees and contractors each year for a wide variety of
pass/permit requests. We needed a system that could keep up with this demand, ensuring that
important staff started work in a timely fashion while maintaining high levels of customer
satisfaction.”6 Selecting a Solution
With the announcement that SFO would be renovating Terminal 2 to accommodate increased
demand for gates from discount air carriers, Dickie’s team needed to decide how to solve its PACS
challenges. For decades, SFO had relied on physical access systems—the systems that opened and
closed doors—that were not designed to implement integrated processes, such as policies related
to access grant or revocation, as well as the ability to manage compliance with internal controls.
Although SFO had led the industry with the installation of biometric technology at access
control doors in 1990, “it was very painful,” Dickie said. “We desperately wanted to move away
from legacy manual processing to automating and streamlining our credential issuance process.
We were also thinking to rip and replace our old physical access system at the same time.”7
Although SFO had managed to stave off expensive hardware upgrades for many years, the
evolving demands of physical security had required periodic software upgrades, a marriage of new
and old that was not without occasional problems. The Terminal 2 renovation project therefore
came at an opportune moment for Dickie’s team, as it presented an opportunity to begin a 5 “Quantum Secure Deploys SAFE Software Suite for Toronto Pearson International Airport,” PR Newswire, February 3, 2008,
http://www.prnewswire.com/news-releases/quantum-secure-deploys-safe-software-suite-for-toronto-pearson-international-airport65658767.html.
6
Ibid.
7
Interview with Kim Dickie, March 9, 2011. 4
KELLOGG SCHOOL OF MANAGEMENT
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customerservice@harvardbusiness.org or 800-988-0886 for additional copies. KEL720 SFO AND QUANTUM SECURE migration to a new PACS on a newly opened area of the airport that did not yet face the strain of
full everyday usage.8
Dickie first hired a systems integrator that shortlisted several companies and managed the
request for proposal process before ultimately helping the team select a newer PACS for Terminal
2. “We had a situation where we had a 20-year-old access control system in place, and we wanted
to migrate off of it into a new platform, but we had to do it in a phased manner due to bandwidth
constraints,” Dickie said. “Knowing that we were going to have a newer and different PACS
running in Terminal 2 and the older PACS still running everywhere else in the airport, we were
looking for a new badging solution that could interface with both and provide us with a muchneeded identity and credential lifecycle management system—all at once.”9
This requirement meant that the badge provisioning software would have to communicate with
the old and new PACS while being flexible enough to accommodate new TSA directives and
interface with the newly deployed PACS. After a rigorous examination of the options available,
Dickie and her team selected Quantum Secure’s SAFE for Aviation product. They considered
other vendors, but felt that Quantum Secure offered the most comprehensive solution and also
provided a robust audit and compliance system.
“We talked to all the various vendors, and then to other airports, most of whom did not have a
separate badging system; they just badge through the physical access control systems,” Dickie
said. “The badges that come out in the previous process have no intelligence built in. After the
physical production of the badge, all processes from pre-enrollment of an airport identity to badge
assignment to access management leading to termination of the access—all processes are done
manually with lots of errors and no accountability. We knew Quantum Secure had done work for
Toronto, so we called them and understood how Quantum’s technology is being leveraged by
them. They had three PACS systems that they had to converge. We thought we had it bad with
two. We got a lot of positive comments from Toronto and how they fully automated tough manual
processes, including audit and compliance requirements. We placed a lot of importance on
Quantum’s ability and willingness to service us and deliver airport-specific functionality and
enhancements as they became necessary, because in the physical security world, especially with
airports, the goalposts are always moving.”10 Calculating Return on Investment
Dickie liked the operational aspects of the SAFE solution but still had to convince senior SFO
executives that the tangible benefits justified the cost. Deciding the right amount to spend to
achieve a given level of security was a challenging task, in large part because serious breaches of
security were very rare but resulted in extremely painful consequences.
The team’s research identified benefits to SFO in five major areas: reduced labor and material
costs, increased accuracy of recordkeeping, improved compliance with safety regulations, and
avoided costs of replacing old systems by enabling integration and interoperation. 8 Ibid.
Ibid.
10
Ibid.
9 KELLOGG SCHOOL OF MANAGEMENT
5
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customerservice@harvardbusiness.org or 800-988-0886 for additional copies. SFO AND QUANTUM SECURE KEL720 Labor Costs
Quantum Secure supplied data about the impact of the SAFE system on Toronto Pearson’s
badging process over the entire user lifecycle. Upon implementing the SAFE system, Toronto
Pearson estimated that its automated, interconnected identity management system would reduce
the need for duplicative data entry and streamline the background-check process to onboard a new
user. As a result, the time to onboard a user would fall from 9.33 man hours (560 minutes) to just
20 minutes.
Dickie saw this as a significant potential cost savings if SFO’s own credentialing time could
be reduced from the more than six man hours it currently took. The airport credentialed
approximately 20,000 new users every year, a figure Dickie expected to grow by approximately 10
percent for each of the next five years (from 2009 to 2013), the timeframe used by its finance
department to calculate the payback period for capital expenditures.
SAFE also enabled Toronto Pearson to increase the consistency of data entry, which reduced
ID badge processing costs from $49 per card to $35 in the first year, with the potential to decrease
further in subsequent years. SFO’s cost was approximately $44 per badge before implementing the
SAFE solution. Dickie knew this also could represent significant cost savings for the 2,000 users
that would access Terminal 2 using the older PACS system in 2009, and the rest of SFO’s
approximately 20,000 users that ultimately would migrate to the new system in Terminal 2 as it
was migrated across the rest of the airport in four equal tranches in future years.
On average, identity management at SFO required approximately 15 minutes of manual
processing per identity per year for each of the more than 20,000 identities. (Dickie expected this
number to grow by 5 percent annually for the next five years.) Identity management consisted of
changing identity records, terminating identities, changing access provisioning, replacing lost
badges, and renewing old badges. Automating these tasks with SAFE was expected to reduce the
time required to complete them by as much as 35 percent, which would not only increase the
productivity of security personnel but also prevent users from experiencing long wait times. Material Costs
The enhanced functionality of the new PACS at Terminal 2 required a new, more
technologically sophisticated badge for the 2,000 users accessing the terminal in 2009. Without
SAFE, any users with access to both Terminal 2 and other parts of the airport that still used the
older PACS infrastructure would have to carry a new badge for Terminal 2 in addition to their old
badge for the rest of the airport. The old badges cost $2.00, while the new badges for Terminal 2
cost $7.00. Based on the planned rollout of the new PACS and gradual replacement of the old
PACS, Dickie estimated the number of users that would need two badges over time would be as
follows:
2009 2010 2011 2012 2,000 4,000 8,000 10,000 2013
0 By implementing SAFE technology from Quantum Secure, however, SFO would eliminate the
need for duplicate badges, as SAFE could enable the newer badges to continue working on the 6
KELLOGG SCHOOL OF MANAGEMENT
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customerservice@harvardbusiness.org or 800-988-0886 for additional copies. KEL720 SFO AND QUANTUM SECURE older PACS system when those users accessed airport areas outside of the Terminal 2 zone (which
would now use the newer PACS system). Increased Accuracy of Recordkeeping
Because SAFE populated recurring fields such as social security number, name, and address
across multiple pages and required certain fields to be completed before moving to the next screen,
Dickie knew that one of its benefits would be far fewer missing fields and mistyped information in
SFO’s user database. However, the team worried that it would be difficult to place a dollar value
on greater information accuracy.
Dickie knew, however, that one tangible result of improved accuracy would be a reduction in
the time to detect and correct errors across the airport’s various databases. The badging department
reported that seven employees spent one full day each month comparing user databases and
attempting to correct the errors they discovered. Toronto Pearson had reported a 90 percent
reduction in this activity after its SAFE implementation; Dickie anticipated that SFO’s systems
and processes were comparable to Toronto Pearson’s before its SAFE implementation, but she
estimated that 90 percent was an aggressive savings assumption and that SFO would probably
enjoy a slightly lower level of savings. Increased Compliance
According to Quantum Secure, the SAFE for Aviation solution had improved Toronto
Pearson’s compliance with various regulatory safety standards by as much as 60 percent, although
it was impossible to obtain accurate data across various categories. For example, Toronto Pearson
reported a drop in accidental violations of the Canadian Air Transport Security Authority’s
restricted area identification card program from 311 to 224 annually. Most of the reduction
stemmed from eliminating violations resulting from users borrowing badges to access areas for
which they lacked permission, a violation that could result in a fine of up to $10,000 CAD
(approximately $8,849 USD at the time) per incident. SAFE Solution for Airports promised
significant improvements.11
Unfortunately for Dickie, Toronto Pearson officials lacked accurate data on the increase in
compliance to the hundreds of other regulations and the average cost of violating them.
Complicating matters further, in some situations the SAFE system did not prevent violations from
occurring, but rather led to more rapid detection and remediation. 11 Among other benefits, the SAFE system:
(a) includes pre-defined policies for TSA compliance, badging, and operations which allows airports to enforce compliance
with TSA Security Directives (SD) across diverse and disparate systems, including Customs and Border Control (CBP)
regulations pertaining the airports;
(b) provides in-built controls, policies, workflows, and reports to comply with SD and Regulations—“SD 1542-04-08G,”
“Watch list matching in accordance with Part 1542 and SD 10 series,” “49 CFR Part 1542 directives,” “Requirement related
to -25% SIDA badge issuance, 5% loss badge status, 10% 100% Employee Audit, Daily/Monthly STA Monitoring.”
Patented graphical policy tool allows accommodating any future addition or change to rules and workflows related current
security directives and regulations; and
(c) automates complex operations and monitoring—STA/CHRC Rules by Employer, Badge Expiration Notification and
Renewal, Training Relationship to Privileges, Document Storage (I9, Certifications, Signatures, etc.), Not Returned Keys,
Fobs and Badges. KELLOGG SCHOOL OF MANAGEMENT
7
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Unit II Assignment 1 Read the following scenario and answer the corresponding questions upon your completion.

Unit II Assignment 1
Read the following scenario and answer the corresponding questions upon your completion. Your response should be at least two pages in length in standard essay form following APA style guidelines.
CTO Scenario:
You are working on a project to install 200 new computers for your department. Your sponsor is the CTO (Chief Technology Officer). Although the CTO is your key stakeholder, you know that many other individuals will affect the success or failure of your project. This is the first time you have worked with this CTO, and you have heard that he often changes his mind about the requirements and due date. In fact, you heard that a PM who failed to meet the project deadline was fired by the CTO. On your way to the weekly status meeting with the CTO, you run into a colleague who tells you that the best way to handle the CTO is to avoid confronting him. If the CTO tells you to do 10 push-ups, you do 10 push-ups. If he asks for coffee, do not forget the cream and sugar. In other words, the “Yes-Man” approach works best. You may not like what you hear from the CTO, but at least you will keep your job. In fact, your colleague tells you that the CTO often promotes people who agree with him. Of course, you know what happens to those who fail to follow his recommendations.

My textbook for this course is Project Management: The Managerial Process by Erik W. Larson and Clifford F. Gray, 6th edition

Provide your response to the following questions:
· Who are your stakeholders?
· How do you plan to communicate with your stakeholders?
· You schedule a meeting with managers from the impacted departments, and only seven of the 13 you invited show up to discuss the project. What does this tell you about the potential success of the project?
· Because of your failure to coordinate with a vendor, the equipment will arrive 42 days late. How will you notify the sponsor of your serious error?
· Your CTO informs you that the deliverable date is now two months earlier. You know what happened to the last PM. How do you handle that new requirement?
ATTACHMENT PREVIEW Download attachment
Unit II Assignment 1 Read the following scenario and answer the corresponding quesTons upon your compleTon. Your response should be at least two pages in length in standard essay form following APA style guidelines. C±O Scenario: You are working on a project to install 200 new computers for your department. Your sponsor is the C±O (Chief ±echnology OFcer). Although the C±O is your key stakeholder, you know that many other individuals will a²ect the success or failure of your project. ±his is the ³rst Tme you have worked with this C±O, and you have heard that he o´en changes his mind about the requirements and due date. In fact, you heard that a PM who failed to meet the project deadline was ³red by the C±O. On your way to the weekly status meeTng with the C±O, you run into a colleague who tells you that the best way to handle the C±O is to avoid confronTng him. If the C±O tells you to do 10 push-ups, you do 10 push-ups. If he asks for co²ee, do not forget the cream and sugar. In other words, the “Yes-Man” approach works best. You may not like what you hear from the C±O, but at least you will keep your job. In fact, your colleague tells you that the C±O o´en promotes people who agree with him. Of course, you know what happens to those who fail to follow his recommendaTons. Provide your response to the following quesTons: Who are your stakeholders? How do you plan to communicate with your stakeholders? You schedule a meeTng with managers from the impacted departments, and only seven of the 13 you invited show up to discuss the project. What does this tell you about the potenTal success of the project? Because of your failure to coordinate with a vendor, the equipment will arrive 42 days late. How will you noTfy the sponsor of your serious error? Your C±O informs you that the deliverable date is now two months earlier. You know what happened tothe last PM. How do you handle that new requirement?

Can you assist with writing a research paper using Word 2010.

Can you assist with writing a research paper using Word 2010. There are 10 topics to choose from.
Research Paper Using Word 2010
This assignment has two goals: 1) have students increase their understanding of the concept of Protecting Personal Information (PPI) and other ethical issues related to the use of information technology through research, and 2) learn to correctly use the tools and techniques within Word to format a research paper including using Word 2010/2013/Office 365’s citation tools. These skills will be valuable throughout a students’ academic career. The paper will require a title page, NO abstract, three to four full pages of content with incorporation of a minimum of 3 external resources from credible sources and a Works Cited/Reference page. Wikipedia and similar general information sites, blogs or discussion groups are not considered creditable sources for a research project. No more than 10% of the paper may be in the form of a direct citation from an external source.
A list of topics from which students can choose is provided below.
Topics for Research Paper

Personally Identifiable Information (PII)
Social Engineering
Employee Monitoring
Information Privacy
Electronic Medical Records
Biometrics (in terms of ethical and privacy issues)
Identity Theft
Use of Cookies
Privacy Laws related to Information Technology use
Intellectual Property Rights; Copyright

If there is another topic that addresses ethical issues as related to information technology that is of special interest to you but one that is not in the list above, request permission from your instructor before selecting this alternate topic.
Writing Quality for the Research Paper
* All Grammar, Verb Tenses, Pronouns, Spelling, Punctuation, and Writing Competency should be without error.
Be particularly careful about mis-matching a noun and pronoun. For example, if you say “A person does this…” then do not use “their” or “they” when referring to that person. “Person” is singular; “their” or “they” is plural.
* Remember: there is not their, your is not you’re, its is not it’s, too is not to or two, site is not cite, and who should be used after an individual, not that. For example, “the person WHO made the speech” not “the person THAT made the speech.”
* In a professional paper one does not use contractions (doesn’t, don’t, etc.) and one does not use the personal I, you or your. Use the impersonal as in the previous sentence. It is more business-like to say “In a professional paper one should not use contractions,” rather than saying, “In a professional paper you don’t use contractions.”
*Remember: spell-check, then proofread. Better yet, have a friend or colleague read it before submitting it. Read it out loud to yourself. Read it as if you are submitting it to your boss.
A note about the References tool in Word (based on Office 2010)
When you need to create a citation (giving credit for work that you are referencing), you click on References, then on Insert Citation. The next step is to add a new source. When you get to the “Create Source” window, it is suggested that you click on the “Show All Bibliography Fields.” Here is a sample Source screen.
Once you have entered all the source information, click on Bibliography and then Insert Bibliography.
This is the citation:
(Joseph, 2000)
This is how the source is entered into the References list:
Joseph, J. (2000, October). Ethics in the Workplace. Retrieved August 3, 2015, from asae-The Center for Association Leadership: http://www.asaecenter.org/Resources/articledetail.cfm?
Other fields on the source page would be used for a journal article or an article from a periodical.
Complete rubrics for this paper are found in the table on the next page.

Element #
Requirement
Points Allocated
Comments
01
Paper should be double-spaced, 1” margins, 12 point Arial type
0.5
This is the font in normal paragraphs. Heading and title fonts may be in bold, but should remain in 12 point font.
02
Deliverable is at least three full pages and does not exceed five typed, double-spaced pages
0.5
Charts and other graphical information are not included in the page count. Title and reference pages are not included in page count.
03
Title Page which shows title and author’s (student’s) name.
0.5
Title must be appropriate for content
04
At least three (3) APA formatted in-text citations.
You are required to use the References feature in Word 2010/2013/Office 365 for your citations and Reference List. It is important to review the final format for APA-style correctness even if generated by Word.
2
These can be anywhere in the document, but the citations must be relevant to what is being referenced and the APA format is used correctly.
05
At least two (2) informational footnotes.
(Note: APA Style does not use footnotes for citations; however, APA style does allow for the incorporation of informational footnotes)

Footnotes are not used to list a reference! Footnotes contain information about the topic to which the footnote has been attached.
1.0
These can be anywhere in the document, but the informational footnotes must be relevant to the associated text. The purpose of this requirement is to effectively incorporate the information and demonstrate that you can use the MS Word footnoting functionality.
06
Reference Page using APA format for references
You are required to use the References feature in Word 2010/2013/Office 365 for your citations and Reference List. It is important to review the final format for APA-style correctness even if generated by Word.
1.0
All works listed must be incorporated within the writing of your paper as specified in APA style
07
Describe the topic and ethical issue as it relates to the use of Information Technology
2
08
Discuss the trends, ways individuals and/or organizations are impacted by the issue or are working to prevent the impact.
2
09
Paper must be well-organized, clearly written in a style appropriate for college level work.
1
10
Paper should be grammatically correct and contain no spelling errors.
1.5
Although you should use the Spell Check and Grammar Check function in Word, this will not catch all errors – you are ultimately responsible for proofreading. Direct citations should not exceed 10% of total words (use Word’s ‘word count’ function)
TOTAL:

A well-known pop star, Britney Spears was admitted to Los Angeles’

A well-known pop star, Britney Spears was admitted to Los Angeles’ Cedars-Sinai Medical Center for psychiatric evaluation as part of a child-custody dispute with ex-husband Kevin Federline, who temporarily had sole legal and physical custody of the couple’s children. Dr. Phil McGraw, a well-known talk show host and friend of the family visited Spears in the hospital on January 7th without Spears consent. McGraw subsequently released a statement were he said his:
“Meeting with Britney and some of her family members this morning in her room at Cedars leaves me convinced more than ever that she is in dire need of both medical and psychological intervention. She was released moments before my arrival and was packing when I entered the room. We visited for about an hour before I walked with her to her car. I am very concerned for her.” (Harris 2008)

1. Did Dr. Phil have the right to visit Ms. Spears? Did he have the right to make the statement he did about her condition?
2. What access and/or disclosure problems do you see with this situation?
3. What are some of the issues that surface with this case as related to public figures and/or celebrities as well as patients with behavioral healthcare issues?

You are asked to determine the capability of a certain manufacturing

You are asked to determine the capability of a certain manufacturing process to maintain a specific weight per unit, and you’re given sample data for 1000 units. Data from the sample is summarized below:

Number of data points collected in sample:
1000
Upper spec limit:
525 mg
Lower spec limit:
475 mg
Maximum weight in sample:
519 mg
Minimum weight in sample:
474 mg
Mean of sample (µ):
500 mg
Standard deviation of sample (σ):
7.8 mg

a) What is the process capability ratio for this process?

b) Which process capability index (Cp or Cpk) should we use for this manufacturing process? Why?

c) According to the process capability index, should we accept this process? Explain

Hey ExpertDominic, I need your help again.

Hey ExpertDominic,
I need your help again. You helped me out with my last assignment and I really liked your work.

Objective of the assignment: The objective of this assignment is to allow you to demonstrate your knowledge of the steps required to recruit and staff for an important segment of the workplace and to demonstrate your strategic skills to the CEO. You will share some of the essential strategic and administrative steps for this important function of Human Resources and will include metrics for which to evaluate the recruitment and selection approach that will be implemented.
The situation: Suppose that you are the new HR Director at HSS (Human Solutions Software, Inc.) and you have already made a presentation to the CEO and the Board of Directors on the need for HR planning and and enhanced strategic role that HR must play in the organization. After that presentation, and having read the research on managing human resources strategically that you have presented (assignment 2 literature review), the CEO confides that she has been thinking about how the senior staff in the organization are recruited and selected. As a result, she has asked you to propose new recruitment and selection methods for the senior level employees.
Deliverable:
The CEO’s directive to you is to prepare a short (approximately five-page double spaced) proposal that includes at the least:
1. A cover memo to the CEO providing an overview of the task assigned and a summary of your proposal
2. A description of at least three recruitment approaches that could be considered
3. A description of at least three selection approaches that could be considered
4. A cost/benefit analysis and comparison of the approaches of both the recruitment and selection approached
5. Metrics the organization could use to evaluate the effectiveness of the on-going recruitment and selection of senior level employees. Propose at least three metrics for the evaluation (include the time frame for your evaluation period such as six months after entry into the position).
6. Your recommended approach and your arguments/justification to defend your choices.
7. A conclusion section that includes a summary of the approaches recommended, the benefits and any other aspects to the proposal you want to highlight.
Notes: Use topic headings to organization your presentation, include in-text citations for statements of fact, and provide a reference page if in text citations are used in the proposal, use professional level language and writing.
Additional resources:
Module three (found in week three) offers some information helpful about how to recruit. You may add to your thoughts by researching the topic but following are a few articles you may find helpful. If the links do not work, please just cut and paste them into your browser. The last resource I’ve listed is a very good research article from the Center for Creative Leadership about selecting executives. If the links do not work, please copy and paste into your browser.
http://jobsearch.about.com/od/recruiting/a/how-companies-recruit.htm
Clear Fit. (2012, November 22). How Recruiting Methods Have Changed Over the Past Ten Years. Retrieved from Clear Fit: http://www.clearfit.com/resource-center/candidate-sourcing/hiring-and-recruiting-how-recruiting-methods-have-changed-over-the-past-ten-years/
Demarco, E. & Rossini, R. (2013, August 13). Creative recruiting: 7 innovative ways to land your dream hire. Retrieved from http://www.hrmorning.com/creative-recruiting-land-dream-hire/
HRMorning.com. http://www.hrmorning.com/creative-recruiting-land-dream-hire/
Chris Joseph, eHow Contributor. (n.d.). The Advantages of Recruitment From Newspaper Want Ads. Retrieved January 30, 2014, from ehow.com:http://www.ehow.com/info_7935787_advantages-recruitment-newspaper-want-ads.html
Giles, Karl. “7 Benefits of Social Media of Recruitment.” 7 Benefits of Social Media of Recruitment. N.p., n.d. Web. 31 Jan. 2014. .
Root, George N. “Advantages & Disadvantages of Internal Recruitment.” Small Business. Chron, n.d. Web. 30 Jan. 2014. http://smallbusiness.chron.com/advantages-disadvantages-internal-recruitment-11212.html
http://www.ccl.org/leadership/pdf/research/ExecutiveSelection.pdf

I need assistance with the following: Individual Assignment:

I need assistance with the following: Individual Assignment: Article Review on Employer/Employee Rights and Responsibilities
Select an article from a newspaper or professional/business journal or periodical, such as BusinessWeek, Fortune, or Forbes that addresses the legal area of Employer/Employee Rights and Responsibilities, specifically one of the following topics:
Worker’s Compensation;
Unemployment Compensation; or
Workplace safety, including OSHA
At-will employment laws
Privacy and loyalty in employment relationships
Provide the following information for your chosen article:
Title
Source
Full reference citation
Legal issues addressed in the article
Effect of issues on company(s) or organization(s) involved
Lesson(s) from this article.
Include a minimum of tree references to good information sources beyond the textbooks.

Hello, please help me with this discussion question.

Hello, please help me with this discussion question. Thank you so much for your time and your help.
Key Trends in Operations Management
Conditions impacting health care organizations evolve constantly, from the state of the economy, to new CMS policies or regulations, to consumer demand for the latest technology. Operations managers must anticipate how potential developments might impact the facility’s operations.

For this Discussion you are asked to integrate concepts from throughout the course by considering how emergent trends are likely to impact areas within health care operations.

Review Table 1-2 on page 25 in the Langabeer text, which lists 12 evolving trends in health care operations management. Select one of these evolving trends, and if you wish, narrow your focus to a specific topic within this trend, such as a particular kind of software to improve productivity. Ideally, you should select a trend that will likely impact the area of health care in which you intend to work in the future.

Continue to prepare for this Discussion by reviewing your Learning Resources from this course related to your selected trend. In addition, locate and read at least two recent articles and one or more websites that discuss this trend. The resources you find must help you address the following:
Consider the operational issues related to this trend, including the challenges or opportunities that have led to it. What are the causes of this trend? What is the future likely to bring?
How are quantitative methods contributing to, or likely to impact, this trend?
Why and how should health care managers prepare for this uncertain, but potential development?

In your posting, support your assertions by drawing on your Learning Resources from throughout the course as well as on the articles and website(s) you located this week.

Post by Day 4 a response to the following:

Identify your selected trend in the first line of your posting.
Describe the background or causes of this trend, and assess its significance. In what ways do you think this trend willtransform health care operations?
What is the role that quantitative methods play, or might play, in this emergent trend?
What should health care managers do to prepare for this uncertain, but potential development and/or to make the best use of this emergent trend? Provide a rationale for your assertions.
Page 25 in Langabeer Text;
Primary roles of Operations Managers Evolving Trends
1. Reduecost Standardization
Optimization
Resource tracking system

2. Reduce variability and improve logistical flow Integrated service delivery
Analytics
Supply chain management

3. Improve productivity Information Technology; mobile devices
Asset and patient tacking system
Return on investment

4. Provide higher quality services Evidence-based health care
Six Sigma

5. Improve business process Outsourcing
Globalization