Strategic And Operational Plans For New Technologies

Aubrey Malphurs is the author of Advanced Strategic Planning and has written over two dozen ministry articles and books. Mr. Malphurs received a PhD in 1981 from Dallas Theological Seminary where he is senior professor of Educational Ministries and leadership and pastoral ministry, he is also the founder and president of the Malphurs Group where he serves as a trainer and consultant to various ministry organizations. Malphurs is a visionary leader committed to the call of equipping and inspiring others in the areas of church planting, leadership development and church growth.

A wise man once said, “The only permanent thing in the world is change,” an adage that rings especially true for organizations in this fast-changing era of technology and communication. Daft very deftly puts the inescapable need for change in three simple words, “Innovate or Perish” in his book “Understanding the Theory & Design of Organizations” [2].

The organization strategic plan consists of addressing clinical quality, growth, and becoming a larger part of the community, and providing long term value. The annual report states the following strategic goals (Bon Secours, 2012):

Strategic planning within a company is a tool used in companies that help mature areas in total quality management. This type of planning creates a cohesive management system for lower level employees to better adapt in. “Strategic planning determines where an organization is going over the next year or more and how it 's going to get there. Typically, the process is organization-wide, or focused on a major function such as a division, department or other major function”(McNamara, 2008). In order to plan effectively one must first make a clear assessment of the plan and have an analysis on the corporations mission statement and objective.

Write a three to six (3-6) page paper in which you provide the following information below.

In the area of implementation and operations, Frederick Winslow Taylor, as removed as he might seem from the world of modern technology, would be pleased that computers ease the sharing of best practices across whole companies and industries. In the same vein, Deming would champion the continued quality and innovation possible, especially when technology is combined with cross-departmental communication. A structural manager can thus view technology as an aid in planning and control, as well as coordination and networking among employees.

Strategic planning can dictate the success of any organization if properly planned as well as the failure of an organization if not implemented as planned. Strategic planning is all about making choices. It is a process designed to support leaders in being intentional about their goals and methods. Simply stated, strategic planning is a management tool, and like any management tool, it is used for one purpose only—to help an organization do a better job. This portion of the strategic plan will explain why an

The Office of Information Technology is responsible for the overall technical support for the Division of Medicaid. There are numerous technical projects that the Division undertakes that require procurements, and various vendors. Currently, there is no means for tracking the projects and procurements necessary to complete these projects.

Describe how a variety of stakeholders from within the LEA and the community-at-large participated in the planning process.

With the knowledge I have gained towards putting into practice within my career, I’ll be able provide my expertise to clients and stakeholders with detailed forecasts, plans and financial analysis that will allow the organization to clearly establish their objectives, plans, and goals for their future.

I have extensive experience in managing national level IT systems engineering organization and designing and managing integrated enterprise systems and infrastructure for a service delivery organization supporting thousands of users and multiple lines of business across a large, complex, geographically dispersed environment. The USPTO is a geographically dispersed agency with a work force of around 15 thousand personnel, of which 80% telework full time, the CIO is 700-million-dollar organization with over 1000 federal and contract-supporting personnel. I currently serve as the Directory of Infrastructure services supervising a staff of around 200 personnel and a budget of around 120 million. In 2014, the USPTO CIO directed the office

Promoted from Program Manager / Scrum Master to Technical Program Manager within 18 months. Received three core value awards for exceptional performance of ownership, integrity and professionalism.

I have extensive experience at the senior level in apply Industry Configuration Management, Continuous Integration, and Continuous Delivery methodologies for virtual environments on premise and in the cloud. I currently oversee this process within the USPTO CIO in my capacity as the OPG deputy. The System Configuration and Deployment Automation Division (SCDAD), which provides key delivery elements for the USPTO OCIO’s movement towards DevOps. This division strives to ensure the USPTO has Continuous Integration (CI) with standard and USPTO supported technologies through 3rd party dependences management working with the Office of the Chief Information Technology Officer (OCTO) and the Office of Infrastructure Engineering and Operations (OIEO). This division protects the USPTO’s application configurations through Configuration Management (CM) services to Bundle/Package Configurations, Manage Configurations, and Enforce Configurations that allow for consistent and repeatable deployments across the USPTO infrastructure. The key element this division provides to boost the OCIO’s DevOps performance by Maintaining a Program that delivers capabilities for Continuous Delivery (CD). Continuous Delivery (CD) consists of Building Configurations and Deploying Configurations to test and production environments as often as possible to provide frequent feedback to developers and more frequent changes to end users.

My name is Yasmeen Nunez and I’m the information technology director of Mers Inc. Mers Inc is one of the top financial firms in the east coast with over 100 offices and 1600 employees. Anthony Clementine founder and CEO of Mers Inc started this firm with his father in 1987. In 28 years the firm has developed into a multimillion-dollar company. The company is drastically flourishing; we hope to open 15 more firms across the United States by 2025. Due to the all the drastic changes in the technology world it’s most important to be up to date with our information and technology. The technology within our company is extremely outdated, thus providing inconvenience for our employees to be up to date with their

     It was then that I was able to develop my managerial and leadership skills. I also learned the art of negotiation and how to sell my product. My involvement in both the technical and managerial side fuelled an interest in the management of information systems. This enabled me to appreciate the interaction between these two fields. My experience at the company and the reading of several books like Robbins and Coulter’s “Management”, Martin’s “Managing Information Technology” and Brealey and Myers’s “Principles of Corporate Finance” convinced me that my future was in an academic career devoted to research.