Tim 105 ucsc

It’s just an example. No copy. You should write HW7 based on My own work, because this online example is based on other people’s work.

Problem 1

1. Define the problem

· Visit the Website ( https://tim105-fall16-01.courses.soe.ucsc.edu/handouts) and locate the following three TIM101 Microsoft presentations:

1. “Managing innovation in Silicon Valley” - Dr. Roy Levin

2. “Goal Alignment at Microsoft” - Debbie Janes

3. “Microsoft Office: Providing World Class Software” - Jeffery Murray

· For each presentation, extract at least three key lessons which are relevant to

1. topics covered in TIM 105

2. your analysis of Microsoft in Problem 1 of the midterm exam.

· Present your results in the form of a suitable table.

2. Plan the treatment of the problem, i.e., the way in which you going to structure your analysis of the given information in order to solve the problem. Define the process (logical set of steps) for solving the problem by carefully addressing the following questions:

· What information is available for solving the problem?

· Information is available online on the class website

· What assumptions need to be made to make the solution process manageable?

· I must assume that the documents provided are the correct documents assigned by the professor.

· What is the issue tree, if any, for the problem?

· None

· What analysis needs to be performed to resolve the issues defined in Step 1?

· I need to execute my analysis in the form of a matrix or table

· SP1) - Create table with each presentation and 3 corresponding key ideas related to Lecture and HW 1 of midterm

3. Execute the plan:

SP1.) - Create table with each presentation and 3 corresponding key ideas related to Lecture and HW 1 of midterm

(FIGURE 1) DOCUMENT ANALYSIS IN TABLE FORMAT

Document: Title - Author

Key Facts

“Managing innovation in Silicon Valley” - Dr. Roy Levin

1. Staying ahead of the competition by being able to accurately predict technical risks, which in turn allow the company to retain a comfortable position amongst rivals.

Technology risk was covered in the Project Selection and Decision Analysis of lecture 14.

2. The importance of correctly analyse future finances which therefore allow for accurate cash distribution in the present. This augments the significance of long term and short term focus on the product and direction. Currently in class we are currently learning the Financial Model

3. Probably most important, realizing that “there is no simple definition” when measuring risk or predicting cash flows. Skills are required to make solid assumptions and when necessary come to a logical solution strengthened by practical data.

“Goal Alignment at Microsoft” - Debbie Janes

1. Objectives must be set throughout the company and fully comprehend and executed by all member within the company hierarchy.

A necessity for efficient product conceptualization, manufacturing, production, and marketing.

2. The practice is known as Management of Objectives, information and set targets are distributed through the capability of the company's information systems.Such as targets set in the first 3 steps of the HOQ.

3. When not executed properly this leads to unethical behavior and falsity in finance to reach the required goals, in turn, decreases the quality and integrity of both the product and company. I would perceive this as a Business Strategy, a topic covered in lectures 2-4.

“Microsoft Office: Providing World Class Software” - Jeffery Murray

1. Microsoft uses Customer Feedback as the beginning in every development of an existing product. Much similar to the HOQ where customer needs were paired with technical requirements.

2. Uses a Program Manager, Software Design Engineer, and Testing to create feature specifications that are applicable to a large market. However this derived from an original product that only held a smaller market segment but evolved over the many life cycle years. Lecture 17

3. Acute attention and strict procedure of the product lifecycle is a must. Financial models and future developments rely heavily on whether the Product Lifecycle schedules are followed accordingly.

4. Check your work

· Is the work correct in every detail?

· Yes if I did what was asked of me. It was difficult directly relating elements of the presentations to things learned in class as the information provided consisted largely of ethics, and management of people. Although my my ties to the readings are loose, I did really try find connections.

· Are my assumptions reasonable?

· Yes I believe so

· In terms of the things I know, do the results make sense?

· Yes they do

5. Learn and Generalize

· What have I found out? What does the result mean?

· How may the result be affected by my assumptions?

· Are the results good enough to act on, or must I refine the solution?

· I believe the results are good enough to act upon as stated in under “is the work correct in every detail.”

PROBLEM 2

1. Define the problem

Based on the following Presentations:

· Alireza Ataei and Ben Rus “Project Management at Cisco”

· Kevin Mann“An Agile Approach for Implementing Enterprise Software”

Create a table which answers the following questions:

· What are the two main project management methodologies used at Cisco? Briefly describe each methodology, including the pros and cons for each. Also, indicate the type of projects for which each method is best suited.

· What kind of agile development methodology is used at Seagate? How is it different than the traditional Waterfall project development methodology? What are the advantages of an agile development methodology?

· Compare and contrast the agile development methodology used at Cisco to the agile development methodology used at Seagate.

· Relate the agile development methodologies used at Cisco and Seagate to the project management and prototyping methods discussed in class and in the U&E text.

2. Plan the treatment of the problem, i.e., the way in which you going to structure your analysis of the given information in order to solve the problem. Define the process (logical set of steps) for solving the problem by carefully addressing the following questions:

· What information is available for solving the problem?

· Information can be found on the Class Website

· What assumptions need to be made to make the solution process manageable?

· Assuming that the information provided online is the correct presentations the professor is referring too.

· What is the issue tree, if any, for the problem?

· None

· What analysis needs to be performed to resolve the issues defined in Step 1?

· I need to create a table that includes the necessary information for both presentations stated above.

SP1) What are the two main project management methodologies used at Cisco? Briefly describe each methodology, including the pros and cons for each. Also, indicate the type of projects for which each method is best suited.

SP2) What kind of agile development methodology is used at Seagate? How is it different than the traditional Waterfall project development methodology? What are the advantages of an agile development methodology?

SP3 Compare and contrast the agile development methodology used at Cisco to the agile development methodology used at Seagate.

SP4) Relate the agile development methodologies used at Cisco and Seagate to the project management and prototyping methods discussed in class and in the U&E text.

3. Execute the plan:

CISCO

SP1) What are the two main project management methodologies used at Cisco? Briefly describe each methodology, including the pros and cons for each. Also, indicate the type of projects for which each method is best suited.

· Agile (Iterative) Development Process

· PROS:

· Value driven

· Fixed time and resources, variable scope

· Short Cycles

· Eliminates waste

· Emphasis on frequent feedback

· Embraces change

· Inspect and adapt

Best suited project: New Concept Project. starting a new product often needs a process that can change and adapt due to unpredictable circumstances. Short Cycles allow multiple product lines.

· Waterfall Process:

· PROS:

· Fixed scope, variable resources and time

· Concept through Deployment phases can take years

· CONS:

· Any delays directly impact project schedule

· Minimal feedback loops

· Change is disruptive

· Slow learning

Best suited project: A variation of an already decided project conception as the necessary years for development are already allocated, there is no variation or change within a set product line.

SEAGATE

SP2) What kind of agile development methodology is used at Seagate? How is it different than the traditional Waterfall project development methodology? What are the advantages of an agile development methodology?

· Methodology - Scrum:

· Focus on delivering the highest business value in the shortest time.

· Rapidly and repeatedly inspect actual working software (every two weeks to one month).

· The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.

· Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

· Difference From Waterfall:

· Scrum uses Waterfall techniques to plan and structure the development process and uses the Agile Process as vision for its future estimates

· Advantages:

· Software releases deliver new business value every 1 to 2 months.

· New features are highly anticipated by users and quickly adopted.

· Releases deliver the expected results without surprises.

· The team reacts quickly to unplanned changes in business priority.

COMPARE

SP3) Compare and contrast the agile development methodology used at Cisco to the agile development methodology used at Seagate.

· The methodologies at CISCO are separated accordingly depending on the type or specific part of product development. The company uses the Agile processes at the beginning of development for new ideas and Waterfall process in the later stages of product development.

· Seagate uses both Agile and Waterfall processes for all product development. Waterfall processes are used in the beginning to structure the process and Agile for future estimations.

RELATE

SP4) Relate the agile development methodologies used at Cisco and Seagate to the project management and prototyping methods discussed in class and in the U&E text.

· As learned in lecture, both Cisco and Seagate planned out each stage of product development into segmentations of time in order maintain a schedule and make accurate predictions of future progress.

· For Smart Frost Corp. I would suggest a method similar to seagates as it encompasses both Agile and Waterfall methods which initiate broader expansion of eventual product lines into larger markets, adjustability of product cycles, and more efficient review and testing of products.

4. Check your work

· Is the work correct in every detail?

· Yes I believe so based on the information provided to me.

· Are my assumptions reasonable?

· My assumptions are reasonable.

· In terms of the things I know, do the results make sense?

· I think my analysis of the provided presentations and answers to the questions reflect acceptable knowledge of the HW. Yes the results make sense.

5. Learn and Generalize

· What have I found out? What does the result mean?

· How may the result be affected by my assumptions?

· Are the results good enough to act on, or must I refine the solution?

· I believe the results are good enough to act on especially since there were various slides in the CISCO presentation that were hard to read due to formatting errors.

PROBLEM 3

1. Define the problem

· Turn in a concise, well-written “problem solution” documenting all the work done and by whom of the group’s product platform/line strategy, economic/financial analysis, and failure modes and effects analysis. This solution should include your problem-solving process and clearly show its implementation.

2. Plan the treatment of the problem, i.e., the way in which you going to structure your analysis of the given information in order to solve the problem. Define the process (logical set of steps) for solving the problem by carefully addressing the following questions:

· What information is available for solving the problem?

· All information can be found in my drive in the already completed Project Phase 2 and the beginning of Project Phase 3.

· What assumptions need to be made to make the solution process manageable?\

· None

· What is the issue tree, if any, for the problem?

· What analysis needs to be performed to resolve the issues defined in Step 1?

· I will go through the plan as so:

· SP1) starting from Phase 2’s Conceptual Design

· SP2) Then the Platform Strategy

· SP2.1) along with Core and Supporting technologies of the product

· SP2.1) Product and Market Segmentation

· SP3) Economic/financial analysis, and failure modes and effects analysis has still yet to be touched by the group however members have been assigned to spearhead each task.

3. Execute the plan:

(FIGURE 1) CHOSEN CONCEPT DESIGN

SP1) Concept 1: Vapor Compression Cycle, Phone App, Frost-free freezer, Electric

Sub-functions/ Solution principles

SP1

SP2

SP3

Refrigeration

Vapor Compression Cycle

Gas Cycle

Absorption Cycle (aka Peltior)Refrigerator

Remote food management system

Phone app and Internet of Things Fridge

Remote control

Website

Freeze food

Smart frost-free freezer

Vapor Compression Cycle

Generate Power

Electric

Gas

Any heat source (must be paired with a Peltior fridge)

· It was decided that a Vapor Compression Cycle would be greener and safer compared to a Gas Cycle while also more efficient than an Absorption Cycle.

· Since we seek the product to eventually gain more attraction in more larger markets, the obvious choice of Food Management would be through the widely used application formats on the cellular phone.

· It was decided to use a our own Smartfrost Freezer to and differentiation to the product as well as open possibilities to other product variations.

· Electric power source was much more conventional and safer than either solar or gas.

· Identifying the Core Function and Supporting Function as part of the Product Platform is as follows:

SP2) Product Strategy

SP2.1) Core and Supporting Tech

(FIGURE 2) CORE AND SUPPORTING TECH TABLE

Core Element

Supporting Elements

- Management of Temperature through phone application

- variation of temperature throughout compartments

-Wifi Capability

-Access to conditioning units within the fridge

SP2.2) Market Strategy

(FIGURE 3) PORTER ANALYSIS OF MARKET STRATEGY

Phase1_CompetitiveStrategy.JPG

· Two main factors make our fridge unique amongst our competitors

· Interchangeable compartments that can retain different temperatures requested by the owner

· Management of the the fridge through the phone will also include monitor zation within the compartments through live feed.

(FIGURE 3) MARKET and PRODUCT SEGMENTATION

i. Available Market: US$6.23M | Growth: 3.36%/year

Market or Customer Segmentation

Consumers

300 million

472.5M 25%

Commercial

54 million

200M 10%

Product Segmentation

Smart Washer

Smart Dryer

Smart Oven

Smart Refrigerator

Product Segmentation

(FIGURE 4) ANNUAL REV, EARNING, AND MARKET SHARE EACH PRODUCT

Product

2015 Sales Revenue

Expected Earnings

Market Share

Smart Refrigerator

$2.69B

$672.5M

25%

Smart Wash

$3.54B

$354M

10%

Smart Dryer

$2.97B

3%

Smart Oven

$4.1B

5%

SP3) Economic/financial analysis, and failure modes and effects analysis

Economic/financial analysis - Ronald Morris and Shirley

Failure modes - Kyle McGonigle and Jason and Alejandra

effects analysis - Alejandra and Maya and Diana

4. Check your work

· Is the work correct in every detail?

· Are my assumptions reasonable?

· In terms of the things I know, do the results make sense?

· I believe everything is correct and everything makes sense taking into consideration of our reasons for making the choices we did.

5. Learn and Generalize

· What have I found out? What does the result mean?

· How may the result be affected by my assumptions?

· Are the results good enough to act on, or must I refine the solution?

· Considering that our group has yet to fully complete Phase 3, this is all I can provide for the required solution for problem number 3. However to add to the product strategy we will also be adding a functional map that displays the quarters or time constraint with corresponding project lines and their market segmentation.

PROBLEM 4

1. Define the problem

· Locate the “Financial Modeling” tutorial on the course website, then complete the first two steps in the tutorial (Pages 1-7), and submit a well-structured and clear write-up of your implementation of Steps 1 and 2 in the tutorial. Your write-up must include the relevant Excel spreadsheets as supporting evidence.

2. Plan the treatment of the problem, i.e., the way in which you going to structure your analysis of the given information in order to solve the problem. Define the process (logical set of steps) for solving the problem by carefully addressing the following questions:

· What information is available for solving the problem?

· Online on the Class Website

· What assumptions need to be made to make the solution process manageable?

· What is the issue tree, if any, for the problem?

· What analysis needs to be performed to resolve the issues defined in Step 1?

SP1) Complete Tutorial 1 and 2

SP2) Write up

3. Execute the plan:

SP1) Complete Tutorial 1 and 2

See ATTACHED EXCEL Documents

SP2) Write up

· The process for completing the first two tutorials was simple. Tutorial 1 Scenario Parameters, only required minimal formatting and the numbers to use were already given

· I understand that this write up is not very comprehensive but we have only just begun to study Financial Modelling in the class and the first two tutorial problems are basic do it is hard to refer to its work.

4. Check your work

· Is the work correct in every detail?

· Yes I believe so

· Are my assumptions reasonable?

· Yes they are

· In terms of the things I know, do the results make sense?

· Yes they do

5. Learn and Generalize

· What have I found out? What does the result mean?

· How may the result be affected by my assumptions?

· Are the results good enough to act on, or must I refine the solution?

· Tutorial two took longer but was also very simple as the functions required to create the BaseCase were given as well. However I did learn useful Excel skills such as

· Quick Fill to fill multiple cells at once

· Quick Fill series

· Using information in a function from a different sheet tab