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xrcasingphone-blog · 4 years

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Is the iPhone 4S a Huge Waste of Money? Find Out Why You Should Keep Your iPhone 4 and Not Upgrade

With the iPhone 4S on the market it's only natural to question whether you should buy that or the older model iPhone 4. I didn't have this option when I purchased the iPhone 4 because the 4S wasn't out at the time, and by the time you purchase your iPhone there will probably be about 10 other newer versions out. Of course I'm kidding but apple do tend to release a new iPhone every year. dq-solutions

In this review I am going to be looking at the iPhone 4. https://www.wikihow.com/Charge-an-iPhone-XR

What's in the box?

If you're already a customer of Apple then you will know that most of their products come with the bare minimum, the iPhone is no exception. Inside the box you will receive:

The iPhone 4

USB Connector Cable

Power Adaptor

Mini Sim Card

Should you buy an iPhone 4?

The answer of this question ultimately comes down to your preference. Personally I haven't yet tried the iPhone 4S so I can't comment on how good that device is, however from looking at the phones specifications and user reviews for the extra money you would pay for the 4S I think personally I would prefer to save some money and stick with the iPhone 4.

Blackberry users thinking of making a switch should note that iPhone's now come with something called iMessage, and basically it's a free way of communicating with other iPhone users just like Blackberry messenger.

The iMessage feature really isn't that big of a deal to me as my network provider already gives me unlimited texts in my price plan, but if you haven't got unlimited texts and you have a lot of friends using an iPhone then this feature will save you a ton of money. iIMessage also allows you to send images to your friends free of charge.

Processing Power of the iPhone 4

If you have done your research into mobile phones then you will know that some mobile phones have dual cores, without getting two technical the more cores you have the better processing power your phone is going to have. There are other factors that come into play such as the clock speed of these cores but like I said for the purpose of this review I won't get too technical. The iPhone 4 only has a 1GHZ single core processor whereas the newer model phones such as the Samsung Galaxy 2 have 2 cores. This however shouldn't put you off as the iPhone will handle all the tasks you want it to. I have only ever found the phone to go slow when you are running multiple apps simultaneously.

iPhone 4 Phone Design

iPhone 3 and 3GS users will be used to their sleek looking device with the curved plastic back, and I must admit I loved this design, so when the iPhone 4 came along with its rectangular and flat design I was rather put off and thought initially that it was borderline ugly.

Without a phone case there is no question that I still prefer the feel to the 3GS over the 4 but with a case I find the iPhone 4 easier to grip and it feels like a much more solid mobile phone.

The iPhone 4 is much different from its little brother the 3GS its much more compact but still weights 137g, so you get a much smaller yet compact device that feels solid. The side of the phone is stainless steel where the front and back are made out of some type of reinforced glass.

I have seen one review website saying that one of their employees has dropped this phone out of a low level window and nothing happened to the phone, now sorry I don't believe this at all. Maybe they wrapped the device in bubble wrap first and then tried it, but otherwise this device will crack. Having said that if you drop this phone from your pocket to the ground then you shouldn't receive any problems, but just to make sure I would recommend getting a cheap case off eBay or somewhere like that.

iPhone 4 Camera

I have never used an iPhone camera previously to owning this iPhone 4 so I wasn't sure of the quality that the phone would produce. On using the camera I very much like it, I think the quality of image is great the colors are realistic and the built in flash is pretty good but can sometimes overexpose the image. I often find myself using the built in flash as a torch with the iTorch4 app. The HDR mode is also pretty cool and what this mode does is take 3 different exposure levels and blend them together to give a cool looking image.

The high definition video recording is also something I wasn't expecting from a mobile phone and I was surprised when I saw that the iPhone 4 had it. Once again the quality is excellent and Apple has done a good job with implementing this into such a small device.

The iPhone 4 has 2 cameras built into it and I probably should have mentioned this earlier. One of the cameras faces outwards and this is the camera I discussed above and one of the cameras faces inwards. This camera is useful for the face time application. This application is like a webcam that allows you to talk to other iPhone/iPad users. Face time allows both parties to see each other and communicate. The camera that is used for this isn't as good as the main camera in my opinion and often gives a darker and grainier picture.

iPhone 4 web browsing

Before owning the iPhone 4 I owned a blackberry curve 8900 and web browsing on that mobile phone was painfully slow and quite often didn't even work. In fact I would say the Blackberry 8900 web capabilities were nonexistent. Upgrading to the iPhone was amazing. Now you may already browse the web with a different mobile phone and it probably works well for you, but when you have a device that never works and transfer to a device that is very quick and simply works I assure you it is amazing.

The iPhone 4 displays websites in high definition and this is because of the "retina display" the phone has. I have no idea what a retina display is, I simply know that the images on screen are always sharp and crisp.

The iPhone 4 is also very quick when using the internet and this is because it has 3G and WiFi connection capabilities.

The one problem that I do have with the iPhone is that it doesn't support the use of Flash files. This means that the iPhone doesn't display any flash movie and seeing that YouTube is full of flash movies then it becomes a problem. One way around this is the YouTube app for the iPhone. YouTube have started to convert their movies so that they will work on the iPhone, but because of the amount of files on their website this is going to take time. The YouTube app works fine but I find that often the videos that I search for don't appear in the way they would if you search online. An example of this is if you searched for "The Beatles" then you would get a ton of song covers before any of the songs performed by The Beatles.

Battery Life

As I mentioned above, previous to owning this phone I owned a Blackberry 8900 and although that phone was rubbish the battery life was pretty good. I could easily go a day and half without charging it, with the iPhone this isn't the case.

If you listen to music, write on Facebook/Twitter, check your emails and play on your apps then you are going to drain your battery down. The iOS 5 update also uses up more battery power again, but don't be alarmed, I use my phone all day and have never run out yet, although I have come pretty close.

The iPhone 4 will generally need to be charged at least once a day if you're a heavy user like me.

iPhone 4 conclusion

The iPhone 4 is a great touch screen mobile phone that has great internet and media capabilities. The best thing about any iPhone is the wide range of applications that are available to download for it. Being a student I get to commute a lot and because of this I often use my iPhone and my Kindle to keep myself amused. The wide range of apps available allows me to pass the time without thinking of the traveling I'm doing.

Final Word

The iPhone 4 does it all and I really don't see the need to update to the 4S, save your money and enjoy this great smart phone. After all no one will know whether you have the 4 or 4S as they are both identical to look at.

#iphonexr #providers

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awesomeexampapers-blog · 5 years

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Stories of Change (graded) Chapter 1 of your textbook includes, on page 9, Table 1.1, “Managing Change: Some Lessons from the Four Stories.”Review the four “lessons” (bullet points) on the table, and think about what some of the key “learning points” you gleaned about change from these stories. Then, do one of two things: 1. Post the top three learning points you gleaned from the stories, and include how the stories for change helped you learn these points, or 2. Research one of the four companies and see how or if that company has since changed (yet more) since the time of the book’s publication. How did that recent change fit with or not fit in with the “lessons” that the textbook mentions the company “learned” from their original set of changes? Explain what you find (bring the URL of the research/article you used to help you). Your instructor will follow up with you with additional questions throughout the week to push the learning further. Feel free to discuss your classmates’ findings and thoughts on these questions with each other as well. dq 2

Pressures for Change (graded) Organizations change due to many different pressures. In your lecture for Week 1, as well as your reading in Chapter 3, you are introduced to many of these pressures. Think about a time at work, at school, or at home, when you have been subjected to similar pressures (this is “your” example). Did that pressure make you change or “dig in your heels” and refuse to change? What does that say about pressures for change? Does it always lead to change? Provide your example in your first post, and if you can, explain how the theories on “pressures for change” help explain why you were or weren’t actually pressured to change in your example. Please also discuss your classmates’ examples with them. In follow-up posts, talk about how these pressures did or didn’t cause a company to change, to their benefit or detriment. Your instructor will come in with additional questions and thoughts based on your comments and the pressures for change, and during the week, your main focus will be on “why companies change.” Enjoy the discussions! Devry HRM587 Week 2 Discussion 1 & 2 Latest dq 1

What Changes in Companies? (graded) The textbook talks about many types of “change.” Here is a list of many of the “types”: first order, second order, anticipatory, reactive, adaptive, tuning, adaptation, reorientation, recreation, midroad, tectonic, incremental, transformational, downsizing, technological, mergers and acquisitions. It is all quite overwhelming, really. Our goal this week is to gain clarity and understanding of the differences among the types of changes. Consider the company you have selected (or one of them you are still choosing between) and discuss a recent change which has occurred at that organization. Pick which “type” of change you would say that change was, and why. Utilize the course textbook as the start for analyzing the theory of the change. Explain the theory of the change. Do you agree with the change which the company has decided to take? Let’s get started, and we will be addressing more questions about this throughout the week. Further, feel free to debate/discuss your classmates’ project/company findings with them as well. dq 2

Green Mountain Resort Case Analysis (graded) The Green Mountain Resort case is a perfect one for us to work together as a class on the different images for change and how they are reflected (or could have been reflected) in that case. We will cover multiple facets of this throughout the week but to start, let’s talk about the role that Gunter plays in our case study this week. For our opening posts, pick one or two of the following (or debate with your classmates): 1. Which image of leader do you see Gunter best fitting into? Why do you think this? 2. How did Gunter use that image to “lead” the company through this change? 3. Which image do you think YOU would have selected to lead the company through the change, and how would this have been better than how Gunter led the change? Devry HRM587 Week 3 Discussion 1 & 2 Latest dq 1

The Diagnostic Models (graded) Chapter 5 identifies several diagnostic models. The first five speak of the overall structure of the organization.Select one of these five and research it on the Internet. Discuss why you chose this particular model, with special emphasis on the components included and how they (and the model) fit with your view of the organization you are researching for your project. Speak also to what you see as the model’s strengths and weaknesses. dq 2

Force Field Analysis (graded) The Force Field Analysis Model is one of the most famous in change management. It was originally developed by Kurt Lewin and can be found in Chapter 5 at the end of the chapter (printed page 151). Review this model and relate it to an issue in your organization or your associations outside of work. Define how understanding the “forces for” and the “forces against” inter-relate. What insights did you get from the analysis? Devry HRM587 Week 4 Discussion 1 & 2 Latest dq 1

Emotional Intelligence/Overcoming Resistance (graded) (Note: This case is a work of fiction.)Lefty’s BBQ is a U.S. national restaurant chain which serves beef, pork, and chicken barbecue along with Pepsi products, thin-cut French fries or slaw as sides, and offers biscuits or garlic bread as well. The restaurant operates as a drive-up only, with parking lots available at most locations for people to sit and eat in their cars, as well as picnic tables outside in some southern locations. The “average” customer is white male and about 35-45 years old. Many of the workers in the chain are high school part-time, hourly workers who operate the registers, clean-up, and cooking. Managers range from the age of 18+. Lefty’s BBQ senior management has implemented a change plan to introduce alcoholic beverages to its menu (beer and wine only). This is going to impact quite a bit of the operations, and certainly is going to impact the employee base, as in most states, to serve alcohol will require employees to be a minimum of 21 years of age. Due to some licensing issues, Lefty’s is also going to switch from Pepsi products to Coke products along with introducing the beer and wine to its new menu. Unfortunately, the press got a hold of this change in plan before senior management had communicated the change to the rest of the employees throughout the country. Identify, discuss, and begin to address the many resistances, emotional intelligence issues, and unintended consequences which the management will face and need to overcome and handle throughout this change. dq 2

Barriers to Change (graded) (Note: This case is a work of fiction.)Addition/Subtraction Company (A/SC) is a textbook publisher for math education, including 1st grade through graduate school levels. The company has been supplying textbooks to public education schools (grade – university level) for 55 years. The company has always prided itself on the loyalty it shows to its employees in that almost all of its authors are full-time employees, and very little of the work done in the organization is farmed out to independent contractors. However, over the last 10 years, the earnings of the company have taken a huge hit, partly because of the No Child Left Behind Act, which caused some of A/SC’s textbooks to fall out of print before they made a profit, and partly because of the increase in costs due to the company’s health insurance premiums when a large number of their employee base (and their families) contracted serious illnesses requiring lengthy and expensive treatments which has impacted the bottom line of the company. The HR Vice President has reviewed the business practices of their two main competitors, and realized that they are making their profits because they rely mainly on independent contractor authors, paying them only royalties on sales versus the salary/benefits packages which A/CS employees make. Further, because the other companies have a wide open subject matter expert pool by using independent contractors, they are much more nimble at reacting to changes in need of the market, and they can offer more math areas in their textbooks, giving them a larger market share. In fact, the last projection which was done by the marketing team showed that A/CS was going to be out of business in two years if they don’t change something quickly. The HR Vice President is going to recommend to her CEO that the author group of employees (numbering 510) be downsized out of the company and replaced with independent contractors. Further, because of certain employment laws, none of those who are downsized will be invited back as independent contractors. The publishing team will be expected to work with independent contractors and manage all book writing projects using less human power as well. That team will be downsized by 15% over the next year. Choices of “who” will be downsized will be based on a review of the last two years of performance evaluations, seniority, and roles. This week, discuss the barriers that will exist to successful implementation of this change. Along with discussing how the change itself will be perceived by the employees, talk about risks to the company, internal and external factors which will create barriers, and challenges to overcome them. Devry HRM587 Week 5 Discussion 1 & 2 Latest dq 1

Organizational Development Theory and Practices (graded) JetBlue Airways is a company which has embraced the OD theory and allowed OD’s vision of emotional intelligence, value proposition, positive reinforcement, and change through improvement and culture to drive much of its results over the past years. The airline industry is one in which external influences have had an unbelievable impact on the bottom line of all of the companies that fly. Thus, it may defy imagination at first that in an industry of barely controlled daily chaos, Jet Blue has found a way to make OD work to control that chaos. Interestingly, in 2010, JetBlue was one of only three domestic airlines to turn a profit, and their CEO, David Barger, is the lowest-paid CEO among the 10 largest publicly traded U.S. airlines in 2010. (Potkewitz) Doing research online, use a Google™, Bing™, or other search-engine-style search, and find case analyses or articles discussing JetBlue’s OD approach. Start the week by reviewing this article, “An Extraordinary Stumble At JetBlue,” found at http://www.bloomberg.com/bw/stories/2007-03-04/an-extraordinary-stumble-at-jetblue. We’ll begin with these questions: 1. How does a company with an OD approach differ from one without that approach? 2. Which company would you prefer to work for – one with an OD approach or one without? 3. Do OD companies offer a higher value proposition to their customers than non-OD companies? And if so, why don’t all companies take this approach?

#HRM 587 Managing Organizational Change Full Course

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itsworn · 5 years

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1973 Ford Pinto: Gapp & Roush’s Fast Little Pro Stock Pony

In many respects, the domestic automotive scene in the early- to mid-1970s was a growingly dismal situation. The end of the muscle-car era arrived, compression ratios plummeted, 5-mph bumpers debuted, the oil embargo hit, and subcompact economy cars began to sell in volume. While doom and gloom dominated dealer showrooms, all was not lost in the world of high performance. Production-based race cars were running faster than ever, and those new subcompacts that were so underwhelming in factory form, were solidly embraced in Pro Stock. Pintos, Vegas, Gremlins, and Colts were quickly becoming the standard-bearer in the top door-slammer class, and few found more success in the early 1970s than the Ford team of Wayne Gapp and Jack Roush.

While not sponsored by Ford itself (Ford ended motorsports support at the end of 1970), Gapp and Roush had a long history with the Blue Oval. Both Gapp and Roush were engine engineers for Ford, and Gapp was a longtime drag racer. To say the least, Ford connections ran deep for the duo who first paired up in 1971 with a Pro Stock Boss 429 Maverick, which was soon followed by a Pro Stock Pinto in 1972.

The car you see here is believed to be the second Pinto campaigned by G&R, this one’s chassis being built by Tom Smith of Wolverine Chassis. It was one of two G&R Pintos the team campaigned for 1973, with the other being destroyed at a race in St. Louis. NHRA Pro Stock rules at the time awarded the season championship to the winner of the World Finals, no matter their performance at the six previous races. Jack Roush offered an interesting 1973 World Finals story to us when we discussed the Pinto with him recently. “We ended up running Bill Jenkins in the final, and ‘Grumpy’ had been running about half a tenth faster than us all weekend. I’d been doing some evaluation of parasitic losses due to lubricating oils and figured we could pick up a bit if we ran less oil. I put the Pinto on jackstands and got under the car with a 5-gallon bucket. We were pitted next to Jenkins, and he just stood there and watched. I drained a third of the engine oil, half the dif oil, and all of the transmission oil out of the car. In the final, Wayne picked up one- to two-tenths, and we won the race.” And with that, Gapp and Roush had secured the 1973 Pro Stock Championship. As an aside, Gapp won two races and was runner-up in two more, a combination that no other Pro Stock driver achieved in 1973.

We can date this photo to 1974; the 1 Pro stickers on the window indicate the prior year’s championship. Here, Wayne Gapp is his typical wheels-up while Jack Roush observes from behind.

G&R debuted their famous Tijuana Taxi four-door Maverick during 1974, at which point the Pinto wasn’t the team’s featured vehicle moving forward. However, it did continue to race through the 1975 season and was then sold in Spring 1976 to privateer Tim Goodner of Minnesota. In an interview with Pro Stock photographer Dan Williams, Goodner explained that he purchased the Pinto for $6,000 sans engine, and Gapp himself gave him one particularly sage tip: “Don’t mess with the suspension.” Goodner proceeded to race the car as “Genesis” in C/G and C/MP with a Boss 302, primarily in Division 5. He eventually concluded that just qualifying for the Pro Stock field was a better payout than winning a Sportsman class outright, so Goodner returned the Pinto to the Pro Stock ranks. In 1978, he updated the car to appear as a ’76, fitting a new grille and bigger bumpers (among other things) to comply with NHRA rules that mandated Pro Stock cars to appear within five years of manufacture. Goodner stopped racing after the 1982 season, as the debut of 500-inch engines effectively ended the competitiveness of his Genesis operation. His best run in the 1981/1982 era is said to have been an 8.89 e.t.

This photo is circa 1978, after second-owner Tim Goodner updated the car to 1976 appearance specs with big bumpers and egg-crate grille. The NHRA required Pro Stock cars to appear within five years of manufacture.

It’s at the end of the Goodner era that the trail of the 1973 Championship Pinto goes a bit cold. Goodner says he sold the car at the end of 1982 to a racer in New Orleans and heard that it was sold again by the late-1980s to someone in Ohio. About the same time, fellow Pinto racer Jim Evanuik was turned on to an ex-G&R Pinto being sold in Kentucky, believed to be the same car, and alerted his friend Bob Sharp. Sharp ended up purchasing the Pinto and enthusiastically bracket-raced it for a decade or so around the Northeast, now lettered as the “Gambler.” Evanuik built a 400M-derived engine for the car and paired it with a Powerglide for “easy 9.40s.”

When Sharp put the Pinto up for sale in National Dragster in 2000, Rob Holzman noticed the G&R lineage and mentioned it to Ford collector Brent Hajek of Ames, Oklahoma. Says Hajek, “Rob and I went out to buy the car, and right away took it to the track to have some fun. We probably made 25 passes one weekend, and I turned it over to Rob for some freshening and a return to its Gapp & Roush appearance.”

Besides a fresh paintjob, Holzman’s main task was to get a period drivetrain back in the car. He did just that by using a former Bob Glidden 351C that Hajek had acquired through former Tasca mechanic John Healy. Holzman also fitted a period-correct Lenco four-speed. You’ll note that much of the interior is well-used, and Rob believes the carpet, seats, door panels, and more are per original G&R days. Other items are not to original spec, but acknowledge several decades of evolution and history. As an example, the mods that make the car appear as a ’76 were actually never seen with Gapp & Roush livery—rather, this was done during the car’s Genesis era.

Speaking of the Genesis era, then-owner Goodner reportedly showed up to try and qualify the Pinto in Pro Stock, perhaps for the first time under his ownership, at the 1977 NHRA Springnationals. During tech, Goodner was disqualified for having a rollcage that was made of “too-thin” material. When he asked how the same ’cage passed when it was being raced by Gapp & Roush, he was told that inspectors figured it had been built in a legal manner since it was done by one of the leading teams. Go figure! The DQ required Goodner to have the ’cage rebuilt, and upon returning to Minnesota, he turned to Don Ness for the necessary work. Clearly, it wasn’t the first modification ever made to this historic Pinto, and it certainly wouldn’t be the last!

Tech Notes Who: Brent Hajek What: 1973 Ford Pinto Pro Stock Where: Ames, OK

Engine: Ford’s 351 Cleveland was beginning to become a favorite powerplant for the Ford camp by 1973, with Gapp & Roush leading the charge. Hajek’s current engine came in a roundabout way after Bob Glidden sold off his Cleveland parts to John Healy when Glidden switched to Boss 429s. The block is a rare furnace-brazed Boss 351 casting with markings that indicate a Roush origin. G&R engines typically used an internally balanced Boss crank, Brooks aluminum rods and pistons, and a General Kinetics valvetrain and roller cam (period article mentions specs of 321/330 degrees duration and 0.721/0.700-inch lift). Much-modified Boss 351 cylinder heads feature raised-exhaust port plates to straighten the exhaust port (again, these heads once being in the Glidden inventory). A modified Edelbrock tunnel-ram mounted twin Holley Dominators. Sounds simple, but the truth was infinitely more complicated!

Exhaust: Custom JR headers.

Transmission: Rob Holzman performed the mechanical restoration of the Pinto in 2000 and reinstalled a Lenco four-speed, per original. Remarked Holzman, “Even though it had a Powerglide in it when Brent bought it, the original mounts and holes for the Lenco were still there and were used when we reinstalled the trans.”

Rearend: Ford 9-inch with 5.68 gears, a spool, and Strange axles.

Chassis/Suspension: Gapp and Roush had Tom Smith’s Wolverine Chassis build the chassis for this car, one of many Pintos Wolverine did in the era. The front suspension was a production-based double A-arm arrangement with Koni coilovers, while the rear suspension featured Koni coilovers, a Watts link, and adjustable ladder bars.

Brakes: Strange 4-wheel discs.

Wheels/Tires: Period photos during the 1973 season generally show the Pinto running Motor Wheel Flys up front and Spyders in the rear. The 1975 images show Flys all around by the end of the G&R era, and that’s the way the Pinto appears today. Appearances can be deceiving, however, because the current wheels were actually custom-made by Bogart to strongly resemble Flys. The 15×3.5/15×12-inch rims are shod with Moroso frontrunners and Firestone 14.5/32.0-15 slicks.

Interior: The interior is pretty much as found in 2000, which is to say that it’s circa 1973 with various revisions through the years. Holzman tells us he believes the carpet, dash, seats, and door panels to be original, and likely other bits and pieces as well.

Exterior: Roush tells us that the G&R Pinto was so fresh when it arrived at the 1973 Winternats in Pomona, that it had yet to be painted: “Pomona ended up getting postponed for a week due to rain, so we took it to a nearby shop and had it painted in the interim.” A period article in Super Stock credited Tom Stratton for that paint job with multi-color accents, which was replicated in 2000. Fiberglass panels were used for the hood, hatch, fenders, and dash.

The post 1973 Ford Pinto: Gapp & Roush’s Fast Little Pro Stock Pony appeared first on Hot Rod Network.

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tremendousmusicbeliever-blog · 6 years

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Pizza Supply Bag Warming Systems Can Keep Pizza Contemporary And Sizzling For Supply

Pizza Supply Bag Warming Systems Can Keep Pizza Contemporary And Scorching For Supply

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laynebaril1blog-blog · 6 years

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NETW490 Week 1 Discussion DQ 1 & DQ 2 Latest 2016 March

DQ 1

Challenges in Managing Virtual Teams (graded)

Creating and managing a team is never easy, even for seasoned project managers. Your project has an additional level of complexity, being a virtual team. Discuss some issues that you anticipate in creating and managing your team and how you will address them.

DQ 2

Managing Projects (graded)

You have just accepted a significant project, and you have only eight weeks to complete and deliver your solution to the client. There is much to learn, much more to do, and in so little time. Discuss your strategy for managing the project lifecycle.

Devry NETW490 Week 2 Discussion DQ 1 & DQ 2 Latest 2016 March

DQ 1

Defining Tasks (graded)

At the start of the project, tasks must be identified and milestones defined to monitor progress. Discuss the process that you will use to identify these tasks and milestones for your project.

DQ 2

Design Strategies (graded)

You have been given a project that requires integration of many different technologies, including the physical transmission medium, switching, routing, security, and telephony. Finding resources to learn about each technology and its products is usually not a problem. A Web search will usually provide an excellent starting point. However, finding resources that address your unique project requirements and mix of technologies will be a challenge. Discuss how you will find and then pull together all of the resources needed for consideration in the design of your solution.

Devry NETW490 Week 3 Discussion DQ 1 & DQ 2 Latest 2016 March

DQ 1

Business Decision Makers (graded)

Your company has just been given an opportunity to win a major contract. Your proposal will require significant resources to prepare, so you want to make sure that you address the decision-maker's concerns. Discuss how you would first determine the decision maker, followed by his or her real motivations.

DQ 2

Choosing Alternative Solutions (graded)

A business case requires that realistic alternatives be considered. For a technology solution in wide area network (WAN), discuss how you would choose your alternatives.

Devry NETW490 Week 4 Discussion DQ 1 & DQ 2 Latest 2016 March

DQ 1

Managing Risk (graded)

All projects incorporate a certain amount of risk. The real challenge is managing that risk in an appropriate manner. Discuss some of the risks that you anticipate in your project and how you would address them.

DQ 2

Project Reporting (graded)

Communication is key in managing projects. Lack of proper communication has been a major factor in many failed projects. Discuss what you consider to be proper reporting of project status and how it should be communicated.

Devry NETW490 Week 5 Discussion DQ 1 & DQ 2 Latest 2016 March

DQ1

Understanding Your Proposal (graded)

The customer's understanding of your proposal is necessary for his or her approval and your selection as the provider. Discuss the steps that you would take to ensure that your proposal is understood by all stakeholders

DQ 2

Completing the Project (graded)

Vendors seem to have the perfect solution to all of your problems. They have the best products, the best support, and you can always count on them being the most cost-effective. Yet what is real and what is marketing? What are some things that you can do to ensure that a vendor's technology really does solve your problem? In many projects, close to the end of the project, confusion arises among the various parties involved in the project as to when the project is really complete. Why do you think that this is the case? Discuss the steps that you will take to ensure that it will not occur in your project.

Devry NETW490 Week 6 Discussion DQ 1 & DQ 2 Latest 2016 March

DQ 1

Preparing For a Presentation (graded)

How do you prepare a PowerPoint Presentation based on your paper?

DQ 2

Final Touches (graded)

Your proposal is nearing completion. Do you have a final check before submitting the paper?

Devry NETW490 Week 7 Discussion DQ 1 & DQ 2 Latest 2016 March

DQ 1

Communications Tools (graded)

What communication tools worked best for your team? Are certain tools preferred for specific types of communication, such as e-mail, fax, phone, SMS, voicemail, video conference, webinar, and so forth?

DQ 2

Lessons Learned (graded)

I think that most people would agree that this was a fast-paced and comprehensive project! Did you find it to be challenging? What were the most important lessons that you learned? Any suggestions?

Course Project: Intelligent Imaging Solutions

Objectives | Guidelines | Project Milestones | Grading Rubrics | Best Practices

Objective

For your Senior Project, you will (re)design the networking and communication infrastructure for a major global corporation. They are consolidating their staff and equipment from three separate office buildings and a warehouse into a new multifloor corporate headquarters building. They also have branch offices in a number of cities and have remote and work-at-home requirements for their resources. The primary goal is to have a consistent, manageable, secure, and state-of-the-art global infrastructure for all locations.

This project is significant, larger than anything that you've experienced in your academic career. It requires working on a team since no person can complete the project alone. It will require the application of all knowledge that you gained during your education at DeVry, your work and life experiences, and much individual and team research.

Guidelines

Teamwork is an important component of the Senior Project. Successful projects have fully functioning teams working together during the entire term. The standard size for a team is four to five students. One student should take the role of team leader. The team leader will act as the project coordinator.

NOTE: All members of a team, not just the team lead, must turn in the assignments and deliverables.

Individual projects are not an option. Each team member is required to actively participate in all aspects of the team's work. High-functioning teams establish a plan and actively communicate on a continual basis, sharing responsibilities and ideas. Every week, the team will prepare a status report. Successful completion of this class requires the team to plan, communicate, and work together. In Week 7 of the term, you will participate in a 360-degree feedback process. You will be required to give feedback on yourself and your team members. Information from this process will be incorporated into your final grade.

Papers can range from 40-100 pages in length; 10-point font; double-spaced; and include a cover page, table of contents, introduction, body of the report, summary or conclusion, and works cited. Please use the provided templates.

Please follow the APA guidelines for formatting references.

Appropriate citations are required.

All DeVry University policies are in effect, including the Plagiarism Policy.

Papers and oral presentations are due during Weeks 7 and 8 of this course.

Project Milestones

Business Case - Week 4

Project Proposal with detailed Technical Design - Week 7

Executive Presentation - Week 8

Grading Rubrics

Business Case

Points

Description

Documentation, Editing, and Formatting

A quality paper will include all of the elements of the template provided in Doc Sharing. It will conform to APA guidelines.

Organization and Cohesiveness

The content will be properly subdivided into sections derived from the template.

Content

The Business Case shall contain an Executive Summary, Project Overview, Description, Cost Benefit Analysis, and Risk Assessment.

Total

100

A quality paper will meet or exceed all of the above requirements.

Course Paper

Points

Description

Documentation, Editing, and Formatting

A quality paper will include a title page, an abstract, proper citations, and a bibliography. It will conform to APA guidelines.

Organization and Cohesiveness

The content will be properly subdivided into sections derived from the APA Style Sheet. In a quality paper, the conclusion will summarize the previously presented content and will complement the thesis statement from the introduction.

Content

210

A quality paper will have significant scope and depth of research to support any statements. Relevant illustration or examples are encouraged. A quality paper will employ sound use of reasoning and logic to reinforce conclusions. A quality paper will address all requirements.

Total

300

100

A quality paper will meet or exceed all of the above requirements.

Course Presentation

Points

Description

Editing and Formatting

A quality presentation will include a title page and utilize a business-like, appropriate theme. It will be free of any spelling, punctuation, or grammatical errors. It will be clear, concise, and factually correct. Avoid distracting features (blinking, flashing), and utilize animations judiciously.

Organization and Cohesiveness

1 Hour Adobe iConnect recorded presentation. Use diagrams where appropriate.

Presentation

Know the material, don't read the slides, and focus on the content.

Content

Focus on the requirements, conclusions, and implementation sections.

Total

120

100

A quality presentation will meet or exceed all of the above requirements.

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