Here is a direct quote from the PM code of conduct. ‘ The values that the global project management community defined as most important were: responsibility, respect, fairness, and honesty. This Code affirms these four values as its foundation.’  If we evaluate are assignment from this statement alone:…..

• Your boss owns 2,000 shares of stock of one of the vendors, his wife works for another vendor, and he is on the procurement selection committee for the project.
• A third vendor in contention for this project has offered everyone on your team tickets to the hockey game this weekend in the company box with dinner included.
• Your stock broker is recommending the purchase of a technology mutual fund that contains stock belonging to several of the vendors in contention.

We would have to cite there are multiple reason why our ethical responsibility and accountability will be compromised if we were to purse any one of the vendor opportunities. Remember the founding values of responsibility, respect, fairness, and honesty;  they are the building platforms from which we proceed,  I cannot honestly be objectionable and evaluate the vendors based on a predefine criteria knowing I have a vested interest of gain if they are chosen,  and if there should ever arise a question of why the were awarded over another vendor can I respond with integrity.  So it is my opinion that I would either remove myself from this part of the selection process by telling my direct superior I have a conflict of interest; or I would eliminate those vendors completely.  The latter choice my not be the best for the company because it could be that one of these vendors are the best fit ; If that is the case then I would definitely be honest and upfront about my involvement with those vendors.

 

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OUTLINE FOR A CASE ANALYSIS

For this project there is a Business case example that needs to be read and analyzed. The outline for the case analysis is printed towards the bottom of the short story. Ones done reading the short story please answers the questions in the Outline for a Case Analysis. Make sure to put just the headliners for each of the questions 1-7. This must be in APA format and be 3 ½ pages long. Please let me know if this project will work for you.

Finn-Barr Data Build

Outline description

This business was formed by two graduates who met at university in 2002, one a computer scientist (Finn) and the other an accountant (Barr). Since leaving university they have both had successful independent careers but stayed in touch on a social basis. However, in early 2013 the IT specialist came up with an idea to collect and combine real-time market information on a niche business segment to support financial decision making by banks and investors. The concept uses most of the ‘big data’ tools increasingly commonplace in data and management information circles. However, Finn quickly realised he did not have much financial expertise and only limited savings to fund the development of the idea and approached Barr to see if he could help. The outcome of a discussion over a number of meetings was agreement to work together to set up a business to take the idea forward. A limited company was set up and by the start of 2014 the two directors had each used $5,000 of personal savings to fund some preliminary legal work and secure adequate intellectual property rights on the concept. Finn and Barr were still in full-time work with long-term employers; both are married with existing family and mortgage commitments. Both directors realised the business was still in a fledgling position with significant work to do. Funding was needed to test and build the data systems and market the product to a number of larger commercial clients. The business would probably take three or four years to develop in full, but in the next 12 months they needed $100,000 funding to take ideas forward and then hoped to generate initial orders followed by rising revenue streams in subsequent years. In January 2014, the projection was that first orders were unlikely before summer 2015 at the earliest. Looking further ahead, after four or five years, initial thinking was that the business should be sold. Although estimates of market growth and income were very tenuous, taking a medium-term view, if the business could eventually provide advice on one-in-ten deals in its market niche and get paid 1% of the associated revenue, this would be $3 million a year in full-year fee income with projected margins of over 50%. Neither of the two directors – nor immediate family members – had any significant cash savings to fund this longer-term development activity. In particular, neither director had any housing equity and both are too young to draw on pension savings funds. Indeed, the next phase of work would require at least one of them to give up employment to concentrate on the project full time. They looked at the opportunity for any grant aid but this appeared unlikely to be successful. The only way forward was to seek some form of equity investment as, in the short term at least, traditional debt funding was not an option. The size of the equity injection needed to fund the next stage of business development was well within the scope of a single business angel or a professional investment syndicate. However, both owners were worried about approaching this type of investor. This is because the size of the investment needed would be very significant compared with the stake the two founders held. They could not put in additional personal funds to avoid any equity dilution. Rather, they devised a strategy to persuade a larger group of investors to invest smaller amounts. The prospectus prepared suggested the business in a few years’ time will be worth $1.5 million and they sought people to collectively invest $100,000 for 25% of the company. If achieved, this would represent a 375% return over a three or four-year period. The funding plan acknowledged the project is still untested and carries a number of risks but the founders believe the potential for return to be very attractive to offset the risk. In order to avoid approaching business angels, Finn and Barr finally decided to use a crowdfunding equity platform to find investors. The project was listed on line for 12 weeks and secured 25 investors (typically investing $5,000 to $10,000 each with a range between $1,000 and $15,000). The money has been raised. Finn now works full time on the project and the directors hope to start test marketing in a few months’ time. However, no orders have been won yet and dividends to shareholders are still some way off. Discussion It will be several months at least before the likelihood of success for this venture is more evident. However, the funding strategy adopted by Finn and Barr was bold. Quite correctly, the prospects for any commercial debt funding were judged to be non-existent. The business at the time of the fund raising did not have a marketable product, let alone any orders. As a result, any external funding had to be based around equity. Rather, Finn and Barr were very strongly opposed to approaching traditional angel investors. The reasons for this were partly financial – notably the fear of dilution and control – but also linked back to the style of business they sought to develop. Finn especially was keen to involve data experts in his investor group and hoped the use of the crowdfunding equity route would offer a chance for very small investors to get involved. This appears to have been a success based on the size of the investments. Also, several alumni from Finn and Barr’s university year have reportedly made an investment. Many owners in the position of Finn and Barr would have welcomed the chance to work with experienced equity investors, especially if this brought management support and advice as well. The deliberate attempt to avoid this route was a bold step that in terms of fund raising has been a success. The other alternative source of funding, such as a loan or shareholding investment with an existing data services supplier or financial services business, does not appear to have been considered at all.

OUTLINE FOR A CASE ANALYSIS  

1)  EXAMINE AND DESCRIBE THE BUSINESS ENVIRONMENT

a)  Describe the nature of the organization under consideration and its competitors.

b)  Provide general information about the market and customer base.

c)  Indicate any significant changes in the business environment or any new endeavors upon which the business is embarking.

2)  DESCRIBE THE STRUCTURE AND SIZE OF THE BUSINESS

a)  Analyze its management structure, employee base, and financial history.

b)  Describe annual revenues and profit.

c)  Provide figures on employment. Include details about private ownership, public ownership, and investment holdings.

d)   Provide a brief overview of the business’s leaders and command chain

3)  IDENTIFY THE KEY ISSUE OR PROBLEM IN THE CASE STUDY

a)  In all likelihood, there will be several different factors at play.

b)  Decide which is the main concern of the case study by examining what most of the data talks about, the main problems facing the business,

c)  Examples might include expansion into a new market, response to a competitor’s marketing campaign, or a changing customer base

4)  DESCRIBE HOW THE BUSINESS RESPONDS TO THESE ISSUES OR PROBLEMS

a)  Draw on the information you gathered and trace a chronological progression of steps taken (or not taken).

b)  Cite data included in the case study, such as increased marketing spending, purchasing of new property, changed revenue streams, etc

5)  IDENTIFY THE SUCCESSFUL ASPECTS OF THIS RESPONSE AS WELL AS ITS FAILURES

a)  Indicate whether or not each aspect of the response met its goal and whether the response overall was well-crafted.

b)  Use numerical benchmarks, like

i)  a desired customer share

ii)  show whether goals were met

iii)  analyze broader issues

iv)  employee management policies

v)  talk about the response as a whole

6)  POINT TO SUCCESSES, FAILURES, UNFORESEEN RESULTS, AND INADEQUATE MEASURES

a)  Suggest alternative or improved measures that could have been taken by the business

b)   Using specific examples and back up your suggestions with data and calculations

7)  WHAT WOULD YOU DO?

a)  Describe what changes you would make in the business to arrive at the measures you proposed

b)  Include:

c)   changes to organization

d)  strategy

e)  management.

 

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I thought we might need a fun break and review these true and sometimes humorous project management sayings:

If it wasn’t for the ‘last minute’, nothing would get done.

 
Nothing gets done till nothing gets done.

 
Warning: dates in the calendar are closer than you think.

 
There is no such thing as scope creep, only scope gallop.

 
Anything that can be changed will be changed until there is no time left to change anything.

 
If project content is allowed to change freely the rate of change will exceed the rate of progress.

 
If you can interpret project status data in several different ways, only the most painful interpretation will be correct.

 
A project gets a year late one day at a time.

 
A project isn’t over until the fat check is cashed.

 Powerful project managers don’t solve problems, they get rid of them.

The project would not have been started if the truth had been told about the cost and timescale.

 
To estimate a project, work out how long it would take one person to do it then multiply that by the number of people on the project.

 
Never underestimate the ability of senior management to buy a bad idea and fail to buy a good idea.

 
The most successful project managers have perfected the skill of being comfortable being uncomfortable.

 
When the weight of the project paperwork equals the weight of the project itself, the project can be considered complete.

Which one is the best?

How do these sayings relate to your experience or what we have covered so far?

 

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MUFG UNION BANK

• Create an implementation plan
• Objectives
• Functional tactics
• Action items
• Milestones and deadlines
• Tasks and task ownership
• Resource allocation

Format your paper according to APA guidelines.

around 400 words

Create 2 slides Microsoft® PowerPoint® presentation to accompany the paper. The presentation should include the findings of the Implementation Plan.

 

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1. Do you agree with Peggy McIntosh’s assertions on the existence of “white privilege”? Can you cite any specific examples of “white privilege” in sport? Or, in the alternative, cite at least one example where a professional athlete, participant, or sport manager was/were denied equal consideration on account of membership in a minority group?
2. What specific details does author, Brian Papa, use to support the assertion that Alex Rodriguez and Barry Bonds were ultimately “done in by greed and racism”? Do you agree?

 

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