CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5
non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, downloaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission of PerfectBound™. PerfectBound ™ and the PerfectBound™ logo are trademarks of HarperCollins Publishers. Adobe
Sustainability Case: The Tao of Timbuk2 – Teaching Note Chapter 3 – Strategic Capacity Management Case: Shouldice Hospital – A Cut Above – Teaching Note Chapter 4– Production Processes Case: Designing Toshiba’s Notebook Computer Line – Teaching Note Extra Case: Manufacturing – The Great Crapshoot Chapter 5 – Service Processes Case: Community Hospital Evening Operating Room – Teaching Note Extra Case: Listen-Up.com Chapter 6 – Quality Management and Six-sigma Hank Kolb – Director of Quality Assurance
therefore: Management is the specific and distinguishing organ of any and all organizations. II The One Right Organization Concern with management and its study began with the sudden emergence of large organizations—business, governmental civil service, the large standing army—which was the novelty of late19th-century society. And from the very beginning more than a century ago, the study of organization has rested on one assumption: There is—or there must be—one right organization. What is presented
1 Identifying resources 7.1 Activity cost estimates (.2.3.4.5) 5.1.2.4 Delphi method Chapter 6 10.5.3 Cost/schedule system (.1) 6.6 .2.1 Time performance 7.2.3.1 Cost baseline development 7.3.2.1 Earned value system (F.4) 7.3.2.4 E.V., performance status report 7.3.2.2 E.V., forecasts 7.3.2.3 EV., to complete index (EAC) 7.3.2.5 Schedule and cost variance Developing a Project Plan 4.2.2 Planning tools 6.2 Sequence activities [1.2] 6.5.1 Bar and milestone charts 6.5.2 Critical path method