1.Considering software characteristics, software doesn’t wear out but it does A.mend B.formed C.deteriorate D.generate 2. Pattern can be described briefly and can be further expanded with additional explanatory text and appropriate diagrams, this briefly description can be termed as A.intent B.name C.type D.context 3. Prototyping is example of A.phase patterns B.process patterns C.stage patterns D.bit patterns 4. In incremental process model, coding of software is done in A.construction framework B.planning framework C.modeling framework D.deployment framework 5. PSP stands for A.Personal Software Process B.Pipelined Software Process C.Personal System Process D.Personal Side Process

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1. Describe how the busy-wait implementation of a semaphore can cause starvation.

2. In addition to deadlock and starvation, concurrent processes can experience livelock, where no process is blocked, all processes get to execute, but each continually repeats the same code without possibility of success. Write a simple program in (a) Java or (b) Ada that is an example of livelock.

Q

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1. Define “stage-gate process” and explain what the concept of “stage gates” adds to Crawford’s conceptualization of the new products process.

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1. Define the elements of the following equation: P = a0 ? a1 × Qd. 2. Given P = $150 ? 0.005 × Qd as the demand for a professional sports team: a. If P = $60, what is Qd? b. If P = $40, what is Qd? 3. Imagine these two possible changes from the demand curve listed in Question 2: a. P = $175 ? 0.005 × Qd b. P = $125 ? 0.005 × Qd For each, identify whether Question 3(a) or 3(b) would be consistent with the following stated changes: iii.increase in the size of the market where the team plays iv.decrease in the per-capita income in the market where the team plays v.move to a newer stadium vi.decline in the quality of players employed by the team

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1. Demonstrate critical understanding and application of relevant theories associated with global corporate policies and strategies. 2. Understand the holistic nature of strategy and apply analytical techniques to solve complex problems in real life organizations. 3. Demonstrate knowledge of the strategic decision making process through critical analysis of how strategic decision making enables an organisation to relate to its global business environment. 4. Critically evaluate and monitor the business mission, objectives and policies of international organisations. 5. Use critical reflective skills to reflect on the impact of their understanding on the problem solving process. Please note: 1. All work must adhere to the University regulations on ‘Cheating, Collusion and Plagiarism’ which are provided as an Appendix in your Programme Handbook. You are encouraged to use ‘Harvard Referencing Style’ and avoid ‘Plagiarism’. 2. A hard copy and an electronic copy on CD Rom or DVD of the assignment must be handed to the Study Centre on or before the appointed date under cover of the Sunderland Business School (SBS) Feedback Sheet. Please include a Turnitin Report were possible. 3. Issue Date: Friday, 07 February 2014 4. Submission Date: 2014 Task Your task is to carry out a critical analysis and evaluation of the strategies adopted by global telecommunications providers, using the information provided and other materials researched. You will be expected to select and apply appropriate theories, techniques and models studied during the module whilst having regard to the practical aspects of strategy development. Your assignment should be presented in a business report format and should be within the range 3,500 ± 10% words (excluding executive summary/abstract, references and relevant appendices). The report should include a title page and abstract and be fully and consistently It is recommended that you research information additional to the case study to support your lication of THEORETICAL CONCEPTS studied in the module to the ‘practical’ case study presented. In other words, you should proceed beyond a DESCRIPTION of the company and its actions. You should be analysing ‘why’ rather then describing ‘what’. The assignment will be assessed and moderated by two members of staff in accordance with the marks allocated to each of the questions detailed below. 10% of the marks are set aside for the ‘presentation’ criteria. Academic Rigour • your ability to isolate the key strategic issues • the coherence and depth of the analysis of those issues • the ability to analyse the strategy context within which companies operates • the ability to critically review and evaluate strategic decisions made by companies Methodology • the use of relevant evidence, from material provided and personal research to support any statements made • the appropriateness of the methods used and theoretical models and frameworks applied • the breadth and depth of research undertaken Evaluation of data • the ability to make sound recommendations or conclusions arising from the analysis • the soundness of arguments put forward Presentation • the summary of arguments • report layout and format

Attachments:

pgbm16–globa….doc

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