Abstract
This paper presents a group engineering project from pre-selection between two products to market identification to manufacturing to prototype. The paper includes many tables and drawings.

Table of Contents
List of Figures
Product Planning
Mission Statement: Portable Compressed Air and Hydro-pneumatic Jack (car jack)
Mission Statement: Athletic Safety Support Pack
Identifying Customer Needs
Product Survey and Responses
Customer Needs Level of Importance
Product Specifications
Metric Level of Importance
Link Metric to Customer Needs
Benchmark on Customer Needs
Benchmark on Metrics
Assigned Marginal and Ideal Values for Metric Component Estimates
Final Metric Specifications
Product Uniqueness and Significance
Concept Generation
Clarify the Problem
Search Externally
Search Internally
Explore Systematically
Concept Selection
Concept Screening
Concept Scoring
Design for Manufacturing (DFM)
Manufacturing Cost
Reduction of Component Cost
Reduction of Assembly Cost and Supporting Production
Impact of DFM and Conclusion
Prototyping
Types and Purpose of Prototypes
Instructions for Tire Change
Prototype Uses
Prototype Strategy
Prototype Method(s)
Critique Evaluation
List of Sources

From the Paper
"After careful evaluation of our two major products, we narrowed our focus to one, the Portable Compressed Air and Hydro-pneumatic Jack. Once we did this, we wanted to ensure that the product focused on customer needs. In order to understand where our product fulfilled customers' needs we identified the latent or hidden needs as well as explicit needs using a Product Survey and Response. We then used the result of the survey to provide a fact base for justifying the product specifications. We created an archival record of the needs activity using a table to ensure that no critical customer need was missed or forgotten."

Tags:planning, customer, survey, specifications, component, generation, design, manufacturing, cost, prototyping

Abstract
This paper explains that the strategic planning process includes a number of key steps such as articulating the core values, developing a mission statement and creating vision statement, which, once created, the company is in a position to create and determine its strategic objectives. The author points out that, to support the overall mission statement of Intel, each business group has created several sub-organizations, whose focus is specific and requires that each team develops its own mission and vision statement to support the goals of the team's higher level organization. The paper states that the operating environmental impacts to Intel based on the environmental changes within the next ten years will be retaining suppliers and retaining employees. Many charts, tables and illustrations.

Table of Contents
Executive Summary
Company Background
Mission Statement
Vision Statement
Values Statement
Environmental Analysis
Remote Environment
Industry Environment
Operating Environment
Long Term Objectives
Short-Term Objectives
Tactics
Strategic Analysis and Choices
SWOT Analysis
Value Chain Analysis
Competitive Analysis and Advantage
Grand Strategy
Planning Committee, Decision Structure, and Timelines
Planning Committee
Decision Structure
Timelines
Plan Goals and Implementation
Communication and Marketing
Financial Projections and Analysis
Critical Success Factors
Conclusion

From the Paper
"Although the specific competitive advantage for Intel can not be located, the competitive advantage categories which best fit Intel are the differentiation and cost leadership strategies. The differentiation strategy involves providing consumers extra value-added features. A good example is Intel's wireless entertainment platform technologies. Intel is in a position to charge a premium for the platform technologies; thus, consumers are indeed getting features not offered by the competition. Intel also falls into the cost leadership strategy because Intel has invested in building manufacturing facilities around the world to produce its products. The lower end product such as the Intel's Celeron is a standard product with relatively little differentiation and is acceptable to the majority of the computer users in the world."

Tags:vision, sub-organization, value-added, retention, lower-end

Abstract
This paper examines business process reengineering (BPR) and redesign techniques, which help companies to re-align resources and re-evaluate how they can organize their business processes to improve customer services and cut down on operational costs enabling them to emerge as one of the dominant competitors in the region. The author emphasizes how companies need to organize their business processes and procedures to match defined and emerging best practices in sell-side e-commerce, to reduce costs through more effective use of business process management and to develop processes and applications to better attract, sell and serve customers on a global scale. The paper describes completely the methodology and results of the research. Includes illustrations.

Table of Contents:
Executive Summary
Introduction
Overview of the Company (Profile)
How this Guide was Developed
Reengineering and Information Technology
Managerial Issues and Comments
Knowledge Management and Aging ABC Products Workforce
Advantages and Disadvantages of Decentralized IT Systems
Globalization
Change Management
Objectives of this Research
Current Issues and their Impact on the Company.
Important of Issues
Objective
Benefits Derived from New System
Literature Review
Definitions
Consumer Value
Buyers Decision Process
Value Chain Analysis
Supply Chain Management
Service Oriented Architectures
Customer Satisfaction
Marketing Mix Factors Affecting Consumer Satisfaction
The Role of Products in the Marketing Mix
Approaches to New Product Development
New Products: Blue Ocean or Red Ocean Strategy?
The Power of Pricing
Promotional Strategies as part of the Marketing Mix
Distribution (Place) as part of the Marketing Mix
Methodology
Method-1: Literature Search in Library and Internet
Method-2: Expert Panel Discussion
Method-3: Find Literature Support for New Variables
Method-4: Generate Sample Questionnaire for Expert Panel
Method-5: Modify the Sample Questionnaire.
Method-6: Distribute Questionnaire To Respondents.
Method-7: Analysis of the Responses to the Questionnaires.
Results
Result of Method-1: Literature Search in Library and Internet
Result of Method-2: Expert Panel Discussion.
Result of Method-3: Find Literature Support for New Variables
Result of Method-4: Generate Sample Questionnaire
Result of Method-5: Test Sample with an Expert Panel
Result of Method-6: Modify the Sample Questionnaire
Result of Method-7: Distribute Questionnaire to Respondents
Result of Method-8: Analysis of the Return of Questionnaires
Recommendations
Use Smaller Teams to Encourage Higher Levels of Process Ownership
Create Multiple Perspectives of the Complex Process
Maintain a Centralized Unit for Communication
Reduce the Number of Inputs into a Process
Maintain Ethical Culture in the Company
Pursue The Development of an SOA Platform
Use Distributed Order Management Systems to Synchronize Demand for ABC Products
Use Analytics to Measure Progress towards BPM and BPR Objectives
Conclusions
Reflections
Appendix Abbreviations
Appendix-Customer satisfaction
Appendix-Questionnaire Result
Appendix-Questionnaire Result

From the Paper
"In accessing the adoption of SOA platforms into manufacturing companies, using SAP's NetWeaver as the barometer of early adopter success, the emerging role of SOAs as a point of key differentiation over and above just being a strategy for ERP consolidation begins to emerge. SOAs form the foundation of Web Services and Event Driven Architectures (EDAs) throughout the manufacturing companies who have already passed through the experimentation with Web Services as part of their SOA architectural plans and moved directly to piloting Web Services for such mission critical tasks."

Tags:food functionality, enterprise content management, data sharing, intel

Abstract
All projects have a point of origin and a point of termination, a beginning and an end. The challenge for the project manager and project implementation team is to accomplish the multiple tasks needed to complete the project within that time frame. Each project evolves from one phase to another. Typical stages include project identification, planning, development, implementation, closure or termination and evaluation. The stages of a project are similar to that of new products entering the market. Projects, just like products, undergo a life cycle. This paper explores all aspects of the life cycle of the Emergency Department Fast Track Project at Acme Hospital System. The paper specifically focuses on the overall project description and history specific to Acme Hospital System, the life cycle process of the project including the determination of a timeline, tasks, schedules, budgets, risk management plan, communication plan, auditing process for the closure of the project and finally, identification of measurable indicators to measure the success of the project. The paper includes many illustrations, tables and figures.

Paper Outline:
Abstract
Introduction
Acme Hospital System
Problem Statement and Proposed Project
AHS Mission and Vision Statements
Project Scope
Project Objective
Deliverables
Project Tasks and Milestones
Technical Requirements
Limits and Exclusions
Review with Customer
Measuring Project Success
Data Collection
Project Management Best Practices
Risk Management
Task Specific Action Plan
Risk Assessment
Risk Mitigation
Change Control Plan
Communications Plan
Time Forecast
Closure Process
Audit Process
Budget Estimates
Project Outcomes
Conclusion
References

From the Paper
"The major task in mitigating risks is the ability to change plans quickly in an attempt to minimize the impact of the risk on the overall scope of the project. Although it is highly desirable and preferred by the project manager and team that a project be completed just as planned, this rarely happens. All projects incur risks and all projects sustain some amount of change. It is task of the project manager and team to develop a process and a plan of action to handle those changes."

Tags:communication, forecast, gantt, mitigation, timeline

Abstract
The intent of this paper is to provide a thorough analysis of the use of project management concepts in the design and manufacture of medical devices, and the streamlining of procedures in hospitals as well. In particular, the paper looks at how the use of project management concepts in the development of medical products is heavily dependent on the use of the System Development Lifecycle (SDLC) framework and concepts. An assessment of the use of project management as a means of translating the unmet needs of customers into finished medical products, and in the case of hospitals, the development and refinement of hospital procedures, is discussed in detail within this paper. Taking this focus keeps project management more focused on those customers and patients they are meant to serve.

Outline:
Executive Summary
Making Project Management Accountable to Customers and Patients
Overview of the Benefits of the Gathering Systems Requirements Process
Why the Gathering Systems Requirements Phase Is Most Critical
Project Management and Overcoming Resistance to Change
Change Management Benefits From Project Management
Comparing Business Versus Technical Needs In the Context of the Gathering Systems Requirements Phase
Project Management Benefit of Understanding User Requirements
Conclusion

From the Paper
"In the context of the System Development Lifecycle (SDLC) the Gathering Systems Requirements Phase is the most critical in that it centers on getting the needs of the customers included in the design of the application or product or the development of a hospital procedure or service. The functional specification of any product, software or service must be first based on the Voice of the Customer (VoC) and specifically focus on their unmet needs. Specifically in the case of creating procedures to serve patients, the ability to have transparency throughout all service transactions is critical. The Gathering Systems Requirements Phase is the most critical phase of the SDLC as it also sets the foundation for the product's and services' structure and approach to resolving customer unmet needs, and defines the future product roadmap of the entire product series for the next three to five years."

Tags:System, Development, Lifecycle, patients

Abstract
This study investigates the effect a telecommuting program would have on the creative process in the development of computer software, on the productivity of software development teams and on the organizational commitment of software development employees. The research shows that telecommuting had statistically significant negative effects on two aspects of creativity ? workgroup synergy and exchange of ideas, but has no significant effects on either individual creativity or workgroup creativity. With respect to productivity, the research shows that telecommuting has statistically significant negative effects on two aspects of the productivity dimension ? keeping workgroup members aware of design changes and perceptions of workgroup productivity, but has no significant effects on either keeping workgroup members abreast of project status or an individual?s perception of her or his personal productivity. The conclusion drawn in this paper is that software development firms should not implement telecommuting programs in the absence of intensive research to develop strategies to overcome the problems identified in this study. The study recommends the conduct of further research into the issue of the effects of telecommuting on employee commitment. The paper uses numerous tables.

From the Paper
"As stated in the proposal for this project, the study investigated three research questions. These three research questions assess the effects of telecommuting on creativity, productivity, and commitment. An experimental design allowed the measurement of the perceptions of the effects on creativity, productivity, and commitment of software developer workgroup members as both on-site workers and as telecommuting workers. Comparing these perceptions through the application of quantitative analysis provided answers to the research questions investigated. The software developer workgroup consisted of 16 members. A data collection instrument administered to the workgroup members following both an on-site project and a telecommuting project provided the data required to assess the research questions. The appendix to this report contains a copy of the data collection instrument. Questions one through four related to the creativity issue, while questions five through eight related to the productivity issue, and questions nine through 12 relate to the commitment issue."

Tags:quantitative, ANOVA

Abstract
The paper presents a detailed summary of Coors Beer. The group concludes that the existence of a monopolistic market limits the options available to improve sourcing of Coors Light for Fumbles; therefore, Fumbles should increase the contract length with Pierce Distribution, decrease the amount of competitors' kegs purchased and combine purchasing of Coors Light with other local bar. The paper includes four graphs and tables.

Table of Contents
Executive Summary
Purpose
Methodology
Introduction
Business Unit and Sourcing Strategies
Cost/Price Reduction
Quality Improvement
Delivery Improvement
Buying Firm: Internal Information
Importance
Usage/ Price
Specifications
Substitutes
Volume Requirements
External Market
Brewing Company
Manufacturing Process
Component Raw Materials
Primary and Secondary Uses
Possible Substitutable Products
Cost Structure/ Trends
Pricing Method and Trends
Technology Trends
Identification of Key Suppliers in the Industry
Type and Level of Competition
Identification of Major Buyers within the Industry
Competing Demand
Current
Projected
Supply Origins
Supplier Specific Information
Financial Overview
Supplier Size
Market Shares
Cost & Resource Saving Strategies
Supply Chain Strategies

From the Paper
"The primary brewing and packaging facility for Coors, though, is in Golden, Colorado, with a supporting production plant in Memphis, Tennessee. The other packaging plant that Coors operates is in Shenandoah Valley near the town of Elkton, Virginia. Golden, Colorado is essential to Coors Light because of the supply of fresh water provided at the site, which is a main ingredient in the beer. This significant factor is also used as a marketing tool to emphasize their beer's quality. In fact, the main reason for each plant's location is the high-quality water. Golden, Colorado is also the original location that Adolph Coors, the founder of the Coors Company, who founded the beer headquarters in 1873. It is now the largest brewery in the world."

Tags:monopolistic, contract, length, distribution, competitor, kegs, combine, purchasing, bar, Supply, Chain, Management

Abstract
The following discussion identifies and evaluates the various risks related to the development and implementation of new software products that does not include the end user in the process. The writer points out that this is a very risky strategy that does not consider the importance of the end user in all aspects of development, including the knowledge that they provide to the process as a whole.

From the Paper
"Within today's technology based information systems, it is necessary to identify the various levels of risk associated with these processes, and the limitations that are evident provide considerable challenges for implementation and improvement strategies. In order to develop an accurate assessment of the risks related to software creation, it is necessary to evaluate the various measures that offer serious implications for the future of these products. The following discussion will examine the specific criteria related to an article by Jiang, Klein, and Ellis relative to the degree of software risk that is evident within particular products. In table two of this article, a number of limitations are offered relative to the ability of software and related information systems to provide the support that is necessary to complete a series of tasks."

Tags:project, management, risk

Abstract
Noting the many problems that organizations face when attempting to implement existing enterprise resource planning systems, this paper presents a proposal for designing an information systems implementation methodology for large, integrated systems using off-the-shelf packaged software modules. The paper uses case studies and the IS literature to examine the need for an improved process to develop information systems implementation methodologies for large, integrated systems using packaged software modules. It provides several examples of implementation failures of companies that either used or did not use any formal methodology to guide their implementation efforts.

Outline
Abstract
Introduction
Review of Related Literature
Research Objectives
Research Methodology
Demonstration
Evaluation
Research Project Schedule
Research Advisor

From the Paper
"Throughout the 1990s, companies in the United States and around the world made substantial investments in information systems. Their objective was to improve operational productivity and efficiencies by utilizing computer technologies to integrate cross-functional business processes. Improved customer service, enhanced product quality, and increased market share were the expected outcomes of these early information technology (IT) initiatives; these in turn were expected to result in increased return on investments and bottom-line profitability. To achieve these goals, many organizations purchased and installed integrated software solutions commonly known as first-generation enterprise resource planning (ERP) systems. Enterprise resource planning systems are computer software packages that are designed to integrate the majority of a company's business processes to help achieve competitive advantage efficiently and effectively (Chia & Ling, 2003)."

Tags:improve, operational, productivity, computer, technologies, integrate, cross-functional, business, processes

Abstract
The paper makes a very simple, yet fundamentally important claim: the production of "news" is not done to advance democracy - in the sense of nurturing the development of a well-informed and thoughtful electorate - but is, instead, a carefully-crafted project in indoctrination and, in some instances, outright obfuscation. In effect, the so-called "news" is shaped so as to advance the interests of a powerful ruling elite that controls the levers of power behind the news-making machinery of present-day America. The paper then asserts that, mighty though it is, the very fact that ideological hegemony is negotiated and fragile offers the hope that it can be successfully challenged, on the one hand, by courageous journalists willing to apply skepticism and investigative analysis to whatever it is politicians say, and, on the other hand, by conscientious readers and watchers who are unwilling to allow the media to set the agenda for them. The paper concludes that new production may be the "plaything" of powerful, shadowy interests - but it is also a process that can be wrestled back by the masses.

From the Paper
"The following paper will make a very simple, yet fundamentally important claim: the production of "news" in Canada is not done to advance democracy - in the sense of nurturing the development of a well-informed and thoughtful electorate - but is, instead, a carefully-crafted project in indoctrination and, in some instances, outright obfuscation. In effect, the so-called "news" is shaped so as to advance the interests of a powerful ruling elite that controls the levers of power behind the..."

Tags:citizens, media, entertainment