MSIS 460 Assignment Three Case StudyReview the course readings on governance and any other sources you may find on IT governance. Readthe following case and using only the information provided in the case answer the questions at the end.Situation:An executive steering committee comprised of senior business executives and IT executives haveapproved a program to add capabilities for the order‐to‐cash process. The program manager from theSales organization for the order‐to‐cash program has assigned one of your staff members as the projectmanager to lead the software upgrade of a commercial off‐the‐shelf software package used to takecustomer orders. This project has a very strict target date as the upgrade provides capabilities neededto meet the requirements of a new regulation that impacts the way certain types of orders must beprocessed by your company. The program manager instructs you to get the project underway as soonas possible and to work with a manager in the Sales organization to get things started. The Salesmanager will be the project sponsor.During the course of the project your project manager has a conversation with an individual manager inCustomer Service who “likes” features in the new release of the software package and has asked thatthese new features be “squeezed” into the project. Your project manager assigns the team of analystsworking on the project to determine the impact of this request. After several weeks of effort, theydetermine that the additional features will require a large degree of “customization” of the softwarethat will result in a substantial increase in the budget required for the project due to additional softwarelicense requirements, development, and testing. The additional scope will delay the project by threemonths. During a routine one‐on‐one update with the project manager, you discovered the project is amonth behind schedule due to the additional analysis work related to the request. There is anopportunity to get the project back on track but that will require additional resources or cutting somedeliverables from the scope of the project. You reflect on the situation and regret your actions to let theanalysis take place. You had a feeling that the request was a poor value proposition. You contemplateyour next steps.Questions1. Identify the types of governance mechanisms that appear to be in place for the program and thecustomer order software upgrade project. Using the Gartner model of supply‐side anddemand‐side governance, how would you classify the IT governance mechanisms you identified?Explain your reasoning for why you classified the mechanisms into either demand or supply‐sidemechanisms.2. Identify the governance mechanisms that appear to be missing for the program and thecustomer order software upgrade project. Using the Gartner model of supply‐side anddemand‐side governance, how would you classify the IT governance mechanisms you identified?Explain your reasoning for why you classified the mechanisms into either demand or supply‐sidemechanisms.3. As the IT manager of the IT project manager tasked with the software upgrade in this situation,what are your next steps?In total, you should have three deliverables: responses to questions one, two, and three. Please keep your responses to 1-2 pages (double-spaced) per question.

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MSN APA format, 3 references 1 from Walden University Library Due Monday at 7pm EST 2 pages

Internal Factors That Impact the Development and Approval of Curriculum

Internal factors can impact every aspect of the curriculum development process. When developing and seeking approval for staff trainings, academic courses, or entire nursing programs, it is imperative that nurse educators are cognizant of the internal environment of the parent institution or agency. Recognizing internal politics, budgetary and resource allocations, faculty/staff characteristics, and the organizational structure of the setting can help nurse educators better prepare for the development process. In addition, aligning the program to the overarching mission, vision, and philosophy of the institution can help nurse educators undergo a smoother approval process.

In this Discussion, you explore the development and approval processes used in an academic or clinical setting with which you are familiar. You then determine how internal factors may have impacted these processes.

To prepare:

• Consider how curriculum is developed and approved. How might approval at a large institution differ from that at a small institution? How might approval for an academic institution differ from that of a clinical agency?
• Select a curriculum (seminar, training, course, or program) offered through a workplace or academic institution with which you are familiar.
• Review Chapter 3, “Needs Assessment: The External and Internal Frame Factors,” in the Keating text. Examine how internal factors might have impacted the development and approval of this curriculum.

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MSN degree APA format 1and half pages long with 3 references and 1 from walden university library.  Due March 6, 2019 at 8pm EST

Discussion: The Impact of ExDiscussion: The Impact of External Factorsternal Factors

Consider the following scenario:

Linda has been a nurse educator at LiveWell Medical Center for about 3 years. Since taking over the position, she has received many accolades for the new evidence-based practices she has shared in nurse trainings. Linda is now looking to turn her attention to patient education. She hopes to initiate bimonthly sessions that will help current and recently discharged patients to better manage their health and/or cope with difficult health issues. At Linda’s next meeting with LiveWell’s board of trustees, she confidently shares her proposal for this new program. At once, she is taken aback at their dismissive responses. “That sounds great Linda, but we simply do not have time to implement something of that caliber here. And how do you know if patients would even be interested in such a service?”

Over the next hour, Linda contemplates these comments and realizes that, despite her best intentions, there was some truth to their remarks. Linda had initially been inspired to create this program after reading about a large rehabilitation center in San Antonio, Texas. The center had revolutionized their outpatient process, helping to demonstrate strong commitment to the community. Though it worked well in San Antonio, Linda had not conducted any preliminary research to learn if it could be effective in their small town of Pinedale, Wyoming.

What external factors should Linda have investigated before trying to develop such a program? In addition, how could these factors continue to impact her program if the LiveWell board of trustees approves her idea?

To prepare:

• Review this week’s readings, specifically Chapter 3, “Needs Assessment: The External and Internal Frame Factors” (pp. 46-54), in the Keating text and Chapter 5, “Forces and Issues Influencing Curriculum Development,” in the Billings course text. Reflect on the various external factors that can impact the way curriculum is developed, assessed, and evaluated. Then, consider whether certain factors influence institutions (academic settings) more or less than they do agencies (clinical settings).
• Select one external factor from the following list to further explore for your Discussion posting:
  • Community
  • Population demographics and trends
  • Political climate and body politic
  • Societal patterns
  • Health care system and health needs of the population
  • Characteristics of the setting
  • Need for the program
  • Nursing profession
  • Financial support
• Consider how this factor might impact curriculum development, assessment, and evaluation in your own academic or clinical setting or in one with which you are familiar. In addition, conduct research to explore how this factor might impact nursing education as a whole. Discussion: The Impact of External Factors

Discussion: The Impact of External Factors

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MT 217 Electronics is a midsized electronics manufacturer located in Melbourne, Florida. The company president is Sherry Jones. When it was founded over 70 years ago, the company originally repaired radios and other household appliances. Over the years, the company expanded into manufacturing and is now a reputable manufacturer of various electronic items. Doug Brown has been hired by the company’s finance department.One of the major revenue-producing items manufactured by MT 217 is a personal digital assistant (PDA). MT 217 currently has one PDA model on the market, and sales have been excellent. The PDA is a unique item in that it comes in a variety of tropical colors and is preprogrammed to play Jimmy Buffett music. However, as with any electronic item, technology changes rapidly, and the current PDA has limited features in comparison with newer models. MT 217 developed a prototype for a new PDA that has all the features of the existing PDA but adds new features such as cell phone capability. The company has performed a marketing study to determine the expected sales figures for the new PDA.MT 217 can manufacture the new PDA for $200 each in variable costs. Fixed costs for the operation are estimated to run $4.5 million per year. The estimated sales volume is 70,000, 80,000, 100,000, 85,000, and 75,000 per each year for the next five years, respectively. The unit price of the new PDA will be $340. The necessary equipment can be purchased for $16.5 million and will be depreciated on a 5 year straight-line schedule. Net working capital investment for the PDAs will be $6,000,000 this year. Of course NWC will be recovered at the projects end. MT 217 has a 35 percent corporate tax rate.MT 217 ’s capital structure is 40% debt with an after-tax cost of 8% and 60% equity costing 16%,Sherry has asked Doug to prepare a report that answers the following questions:1.What is MT 217 ’s WACC, which will be used as the required rate of return for this project?2.What is the IRR of the project? 3.What is the NPV of the project, based on the WACC (required rate of return)?

SOLUTION:PARTICULARSInitial FlowsEquipment PurchaseWorking Capital (Figures in $)Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 -16500000-6000000 Recurring FlowsSales Volume 70000 100000 85000…

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