when can i start working – 2 years ago
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– 2 years ago
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Fatma settled down for lunch at the Yank Sing Chinese restaurant. She was early and took the time to catch up on her e-mail. Soon she would be joined by Jasper and Viktoria, two fellow 2014 grads from Virginia…
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Fatma settled down for lunch at the Yank Sing Chinese restaurant. She was early and took the time to catch up on her e-mail. Soon she would be joined by Jasper and Viktoria, two fellow 2014 grads from Virginia Tech in Blacksburg, Virginia.
Jasper worked as a software engineer for a start-up company that wanted to expand the boundaries of sharing economy. Viktoria was an electrical engineer who worked for a German healthcare company in San Francisco. They had met each other at a Silicon Valley alumni reception hosted by Virginia Tech. Each of them felt a bit like a fish out of water on the West Coast, so they decided to have lunch together each month. The lunch evolved into a professional support group. A major part of each of their jobs was managing projects, and they found it useful to share issues and seek advice from each other.
Fatma worked for a very successful Internet company whose founders believed that everyone in the firm should devote three days a year to community service projects. The company was partnering with several companies in the construction industry to renovate abandoned buildings for low-income families. The next project was the renovation of an empty warehouse into eight two-bedroom apartments. Fatma was part of the core team in charge of scheduling and managing work assignments.
Viktoria and Jasper entered the restaurant together. Viktoria was the first to move to the Bay Area. She was currently working on the next-generation neural stimulator (“PAX 2”). Neural stimulators are electronic devices that doctors implant in patients with wires connected to sources of pain in the patient’s spine. In the past, patients would have to have an operation to replace the stimulator battery every 10 years. PAX 2 was being designed to take advantage of new battery technologies and use a rechargeable battery. In concept, this battery system would eliminate the need for replacement surgeries and allow the implanted battery to be recharged externally. Viktoria’s team had just completed the second prototype and was entering a critical testing phase. It had been tricky trying to predict the lifespan of the new rechargeable battery without testing it in real time. She was anxious to begin seeing the test results.
Jasper was working for a start-up company after doing contract work for his first nine months in San Francisco. He was sworn to secrecy about the project and all Fatma and Viktoria knew was that the project had something to do with sharing economy. He was working with a small development team that included colleagues from Bangalore, India, and Malmo, Sweden.
After ordering and chit-chatting a bit, Fatma started the discussion. “I will be glad when this week is over,” she said. “We’ve been struggling defining the scope of the project. At first glance our project seems relatively simple, build eight two-bedroom apartments in an old warehouse. But there are a lot of unanswered questions. What kind of community space do we want to have? How efficient should the energy system be? What kind of furniture? Everybody wants to do a good job, but when does low-income housing morph into middle-income housing?”
Viktoria offered, “Scope defining is one of the things my company does very well. Before a project is authorized, a detailed scope statement is developed that clearly defines the project objectives, priorities, budget, requirements, limits, and exclusions. All of the key stakeholders sign off on it. It is really important to identify priorities up front. I know on the PAX 2 project that scope is the number one priority. I know that no matter how long it takes it is imperative that my work is done right.”
Fatma responded, “That’s exactly what my project manager is preparing for Friday’s meeting. I guess that one of the things you have to do as a project manager is end discussions. He is going to make the tough calls and finalize the project scope so we can begin planning.”
Jasper interjected, “You guys are so lucky; for the most part your scope remains the same. In my work the scope is constantly changing. You show the founders a feature they wanted, and they say, well, if you can do that, can you do this? You know it’s going to happen, but you really can’t plan for it.”
Jasper went on, “We do know what our number one priority is: _time_. There are a lot of players trying to move in to the ‘space’ we are working on. We have to demonstrate we are ahead of the pack if we are going to continue to get venture capital funding.”
Jasper said that despite the pressure, his project had been a lot of fun. He especially liked working with his Swedish and Indian counterparts, Axel and Raja. They worked like a global tag team on their part of the project. Jasper would code and then pass his work on to Raja, who would work on it and pass it on to Axel, who would eventually hand it off to Jasper. Given the time zones, they were able to have at least one person working on the code around the clock.
Jasper said it was hard at first working with someone he hadn’t met personally other than on a video screen. Trust was an issue. Everyone was trying to prove himself. Eventually a friendly competition arose across the team. The programmers exchanged funny cartoons and YouTube videos. He showed Fatma and Viktoria a YouTube video about scope creep that got a chuckle from everyone.
They made plans to meet next at the new Peruvian restaurant on SE 8th Street.
**PART B**
The Peruvian cilantro/lime ceviche was a big hit at the next lunch. Viktoria began their discussion by reporting, “I have good and bad news. The bad news is that our first prototype failed its tests miserably. The good news is that I have a smart project manager. She knew this could happen, so she mitigated the risk by having us working on two alternative battery technologies. The alternative technology is passing all of the tests. Instead of falling behind months, we are only days behind schedule.”
This precipitated a discussion of risk management. Fatma reported that there had been a two-day session on risk management for the renovation project. They spent the first day brainstorming what could go wrong, and the second day coming up with strategies for dealing with risks. A big help was the risk report that was generated after the last project. The report detailed all of the problems that had occurred on the last renovation project as well as recommendations. Fatma said, “I couldn’t believe how much time and attention was devoted to safety, but as my project manager said, ‘all it takes is one bad accident to shut down a project for weeks, even months.’”
Jasper reported that on his project they spent very little time on risk management. His project was driven by a build-test mentality. “Everybody assumes that daily testing eliminates problems, but when it’s time to integrate different features, that’s when the real bugs will emerge,” Jasper said.
Jasper went on to say that things were not going well at work. They had missed their second straight milestone, and everyone was feeling the pressure to show results. “I even slept by my cubicle three nights ago,” Jasper confessed. Fatma asked, “How many hours are you working?” “I don’t know, at least 70, maybe 80 hours,” Jasper answered. He went on to say, “This is a high-stakes project, with a BIG upside if successful. I am doing some of my best programming and we’ll just have to see what happens.”
Jasper showed them a cartoon that was being circulated across his team. The caption read “When did you want it done? Yesterday.”
Fatma turned to her friends and said, “I need some advice. As you know, I’m responsible for scheduling work assignments. Well, some of my colleagues have been pretty aggressive lobbying for choice assignments. Everyone wants to work alongside Bruno or Ryan. Suddenly I am everyone’s friend, and certain people are going way out of their way to do favors for me. I am sure they think it will influence my decisions. It’s getting awkward and I am not sure what to do.”
“Quid pro quo,” answered Jasper, “that’s how the business world works. You scratch my back and I’ll scratch yours. Within reason, I don’t have a problem with someone taking advantage of her position to garner favors and build relationships.”
Viktoria said, “I disagree. You don’t want to be seen as someone whose influence can be bought. You need to think what’s best for the company. You need to ask yourself what Bruno and Ryan would want you to do. And if you don’t know, ask them.”
After much discussion, Fatma left the restaurant leaning toward Viktoria’s advice, but she wasn’t sure what the guidelines should be.
**PART C**
It took two months for the [HokiesLinks to an external site.](https://en.wikipedia.org/wiki/Virginia_Tech_Hokies) lunch group to get together again. Jasper had canceled the last meeting because of work, so Viktoria and Fatma saw a movie together instead.
Jasper was the last person to arrive and it was clear from the look on his face that things were not going well. He sat down, avoiding eye contact, before blurting, “I’m out of work.” “What do you mean?” Fatma and Viktoria cried. Jasper explained after months and months of work they had been unable to demonstrate a functional product.
Jasper went on to say, “Despite our best efforts we couldn’t deliver. The founders couldn’t get an ounce of second-round venture funding, so they decided to cut their losses and kill the project. I just spent the best six months of my programming life for nothing.”
Fatma and Viktoria tried to comfort their friend. Fatma asked Jasper how the others were taking the news. Jasper said the Swedish programmer, Axel, took the news very hard. He went on to say, “I think he was burning a lot of bridges at home with the long work hours and now he has nothing to show for it. He started blaming us for mistakes we never made.” Raja, his Indian counterpart, was a different story. “Raja seemed to shrug his shoulders.” Jasper added, “He said, ‘I know I am a good programmer. There are lots of opportunities here in Bangalore.’”
Fatma broke the silence that followed by saying to Jasper, “Send me your resume. My company is always looking for top-notch programmers and it is a really great company. Can you believe it, the two founders, Bruno and Ryan, are working side by side with everyone on renovating the warehouse? In fact, people were amazed at how good Bruno was with sheet rock. A big part of my job now is scheduling their time so they can work with as many different people as possible. They really want to use the project to get to know their employees. This hasn’t been easy. I have had to juggle their calendars, their abilities, and work opportunities.”
Viktoria interjected, “You’re using Microsoft Project to do this?” “Not really,” responded Fatma. “At first I tried scheduling their work in Microsoft Project, but it was too cumbersome and time consuming. Now I just use the Project master schedule and each of their calendars to schedule their work. This seems to work best.”
Viktoria added, “Yeah, Microsoft Project is a great program, but you can get lost trying to get it to do everything. Sometimes all you need is an Excel sheet and common sense.”
Viktoria felt awkward, given what had happened to Jasper. She was just wrapping up the successful PAX 2 project. She was also getting ready for a well-deserved holiday in Vietnam paid for by her project bonus. “I hate closing out a project,” Viktoria said. “It’s so boring. Document, document, document! I keep kicking myself for not tracking things when they happened. I am spending most of my time scouring my computer for files. I can’t wait to take off to Vietnam.”
Viktoria went on to say, “The only thing I liked doing was the project retrospective.” Jasper asked, “What’s a project retrospective?” Viktoria answered, “It’s when the project team gets together and reviews what went well and what didn’t and identifies lessons learned that we can apply to future projects. For example, one of the things we learned was that we needed to bring the manufacturing people on board a lot sooner in the design process. We focused on designing the very best product possible, regardless of cost. We found out later that there were ways for reducing production costs without compromising quality.”
Fatma added, “We do that, too, at the end of our projects, but we call it an audit.”
Fatma asked Viktoria, “Do you know what your next assignment will be?” “No,” she replied, “I will probably go back to my department and do some testing. I’m not worried. I did good work. I am sure someone will want me for their project.”
Jasper chimed in, “I sure hope someone wants me for their next project.” Fatma and Viktoria immediately went into action, trying to lift their friend’s spirits.
A little while later, they walked out of the restaurant and gave each other hugs. Fatma reminded Jasper to send her his latest resume.
– 2 years ago
[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) _"We are trying to come up with the strongest set of partnerships we can with the people that supply our major systems and structures. In defense, we are trying to respond to the pressures of governments buyin…
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_"We are trying to come up with the strongest set of partnerships we can with the people that supply our major systems and structures. In defense, we are trying to respond to the pressures of governments buying fewer things at lower prices, with less favorable contract terms. And that pressure cannot just stop at Boeing. We have to find willing partners [to share the burden]. And on the commercial side, low-cost carriers and a very flattish global economy leads you to the same conclusion. So the ‘no-fly list’ is people who don’t want to play ball, who only want to hide behind the contractual language of their current programs. We’re going to give those who do want to work with us more business—or we’ll move some things in-house. This is a not a rape, pillage and plunder exercise. This is the reality we all face. The majority of [suppliers] are beginning to have productive discussions with us. We have some holdouts, people who take the position that the pressure should only be absorbed by Boeing, notwithstanding the fact that 65 percent of most of our airplanes are built by suppliers…we both have to demand lots of productivity [improvements] to offset price pressure. Those that work with us in that way will find more volume. We are the biggest player. My message is, ‘Don’t bet against us.’"_
The Boeing Dreamliner Boeing Corporation was one of the world's largest manufacturers of commercial aircraft, ranking 27th on the Fortune 500 list in 2016. When it announced the delivery of its first 787 Dreamliner transporter to its first customer, All Nippon Airways, in September, 2011, it was almost 40 months later than originally planned, after a long series of unexpected delays. The actual development cost of the project had been estimated at about US$40 billion but came in over twice the original estimate. One year later, a malfunction was discovered in one of the aircraft's lithium batteries, which caught fire after takeoff. These problems led to months of grounding, imposed by the FAA (Federal Aviation Administration), of the entire Dreamliner fleet already in service.
The Dreamliner was designed to be a revolutionary project in terms of physical characteristics, technology, management style, financing, design and engineering management, quality assurance, and assembly processes. Many of these initiatives were intentionally taken on to benefit from new developments in aviation technology and to speed up design and development; however, they posed unexpected challenges for both the company and the project team.
**A New Organizational Paradigm**
Boeing adopted a new organizational paradigm for the development of Dreamliner and decided to outsource an unprecedented portion of the design, engineering, manufacturing, and production to a global network of 700 local and foreign suppliers.With more than 70% foreign development content, this decision turned Boeing's traditional supply chain into a development chain. Tier-1 suppliers became responsible for the detailed design and manufacturing of 11 major subassemblies, while Boeing only did system integration and final assembly.
Furthermore, Boeing came up with a new risk and revenue sharing contract with its suppliers, called the “build-to-performance” model (as differentiated from the more typical “build-to-spec” or “build-toprint” models). According to the model, contract suppliers bore the non-recurring R&D cost up-front, owned the intellectual property of their design, and got paid a share of the revenues from future aircraft sales. Under this model, the suppliers’ roles were dramatically changed from mere subcontractors to strategic partners who had a long-term stake in the project. This model created some risks, which caused extensive integration problems and additional delays.
Finally, Boeing employed a new assembly method. Subcontractors were required to integrate their own subsystems and send their preassembled subsystems to a single final assembly site. The goal was to reduce Boeing's integration effort by leveraging subcontractors to do more work compared with previous projects. However, many of these subcontractors were not able to meet their delivery schedules due to lack of experience in subsystem design and integration, as well as insufficient guidelines and training. As a consequence, parts and assemblies, which were sent to Boeing for integration, were missing the appropriate documentation, including instructions for final assembly.
**Unanticipated Consequences**
Supply chain and design delays increased, as did Boeing’s financial losses, including penalties for late delivery of the aircraft. CEO McNerney had to face some hard facts based on earlier decisions. He acknowledged that his new paradigm may have been flawed, “We got a little bit seduced that it would all come together seamlessly and the same design rules would be applied everywhere in the world and corners wouldn’t be cut and financial realities wouldn’t hit certain folks.”
McNerney’s approach to workers, suppliers, and labor resources was notably off-putting, according to many in Washington State, Boeing’s corporate home. Since 2011 when Boeing opened its non-unionized South Carolina assembly plant where salaries were approximately $10/hour less than those of the unionized workers in Washington State, worker relationships have been troubled. While admirers have touted his efficiency and ability to deliver profits, alienated professionals at every level, along with union members, have described McNerney as “cold-blooded.” One labor specialist stated, “A lot of employees feel top management doesn’t value them, treats them as expendable…[creating an atmosphere of] lowered trust, anger and disgruntlement.”
According to Richard Aboulafia, noted aerospace specialist, _“Management believes if it continues to squeeze suppliers and labor, the problem[s] will be solved. Again, the track record here is not great. Most of the manufacturing world tell a very different story. Whether it’s with cars, aircraft or turbines, productivity improvements often come from the shop floor. That means convincing the people who build things to identify ways to reduce scrap, improve work flow and eliminate defects. To promote the kind of process improvements that happen in the factory, a work force needs incentives such as profit-sharing or other compensation. At the very least, machinists and engineers need to believe their work is valued. Taking away pensions at a time of record sales is simply a bad way to motivate workers to go the extra mile. Boeing right now embodies a strange combination of very good and very bad.”_
McNerney’s management style created its own problems. He vacillated between maintaining his dispassionate, hands-off general management style with multiple-times per day meetings with executives during the Dreamliner grounding crisis. His revolving door policy for managers in charge of the 787 project (four in as many years) generated a sense of uncertainty at all levels in the company and increased pressure to meet goals quickly.
This focus on urgency caused him to reflect, after having resolved the major problems in the Dreamliner, that the plane could have been completed sooner had Boeing listened more to the customer and less to innovative technology. He said, in a rare interview in 2014, “ _What I would like to have done is pursued 70 percent of the technology that still would have satisfied 95 percent of [customer desire]. It would have gotten to them quicker, and it would have cost us less…You get excited about these projects, and things creep into the design and you lose discipline sometimes. We just need to be reminded about that.”_
As described by an anonymous former Boeing executive, _“The sense I always got from him in meetings is that it could have been any business…If we’d been making cameras or autos or doing bond trading, it would have all been the same to him. The net effect is distancing from the people who come to work there every day, who bring their hearts and souls to it and want to make it more than a job.”_
– 2 years ago
[>Criminal homework help](https://www.sweetstudy.com/fields/law-criminal) – [\ \ IMG_7203.png](https://www.sweetstudy.com/files/img-7203-png "IMG_7203.png") – 2 years ago
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– 2 years ago
IT Client Presentation – 2 years ago
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[>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) – 2 years ago **files (1)** – ## W5T2.docx **## W5T2.docx** Due Saturday: 02/17 APA 3 paragraphs 3 sources Evaluate the following statement made by a third-year auditor: "In comparison with other accounts, suc…
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– 2 years ago
**files (1)**
– ## W5T2.docx
**## W5T2.docx**
Due Saturday: 02/17
APA 3 paragraphs 3 sources
Evaluate the following statement made by a third-year auditor: "In comparison with other accounts, such as accounts receivable or property, plant, and equipment, it is my assessment that cash contains less inherent risk. There are no significant valuation problems with cash." Do you agree or disagree with the auditor's assessment of inherent risk? Explain.
**## W5T2.docx**
Due Saturday: 02/17
APA 3 paragraphs 3 sources
Evaluate the following statement made by a third-year auditor: "In comparison with other accounts, such as accounts receivable or property, plant, and equipment, it is my assessment that cash contains less inherent risk. There are no significant valuation problems with cash." Do you agree or disagree with the auditor's assessment of inherent risk? Explain.
[>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) – 2 years ago **files (1)** – ## W5T1.docx **## W5T1.docx** Due Saturday: 02/17 APA 3 paragraphs 3 sources Why is it important to determine whether the difference between the customer's balance shown in the cl…
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**files (1)**
– ## W5T1.docx
**## W5T1.docx**
Due Saturday: 02/17
APA 3 paragraphs 3 sources
Why is it important to determine whether the difference between the customer's balance shown in the client's records and the amount confirmed by the customer is the client's error or fraud, the customer's error, or a timing difference? What are the implications of this determination on the conduct of the audit and further investigation of the account balance?
**## W5T1.docx**
Due Saturday: 02/17
APA 3 paragraphs 3 sources
Why is it important to determine whether the difference between the customer's balance shown in the client's records and the amount confirmed by the customer is the client's error or fraud, the customer's error, or a timing difference? What are the implications of this determination on the conduct of the audit and further investigation of the account balance?
Attached – 2 years ago **files (2)** – ## DanR.EbenerAuth_2015_Cover_StrategicPlanningAnIn2.pdf – Screenshot_20250215_174348_Chrome.jpg **## DanR.EbenerAuth_2015_Cover_StrategicPlanningAnIn2.pdf** 12 0 1 5 . P a u l i s t P r e s s . A l l r i g h t s r e s e r v e d . M a y n o t b e r e p…
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**## DanR.EbenerAuth_2015_Cover_StrategicPlanningAnIn2.pdf**
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Smith, Author; Strategic Planning: An Interactive Process for Leaders Account:ehost.
2 EBSCOhost: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON. All use subject to https://www.ebsco.com/terms-of-use.
3
STRATEGIC
PLANNING
An Interactive Process for Leaders
Dan R. Ebener
and
Frederick L. Smith
PAULIST PRESS
NEW YORK / MAHWAH, NJ
EBSCOhost: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON. All use subject to https://www.ebsco.com/terms-of-use.
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**## DanR.EbenerAuth_2015_Cover_StrategicPlanningAnIn2.pdf**
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EBSCO Publishing: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON 1155271; Dan R. Ebener, Author, Frederick L.
Smith, Author; Strategic Planning: An Interactive Process for Leaders Account:ehost.
2 EBSCOhost: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON. All use subject to https://www.ebsco.com/terms-of-use.
3
STRATEGIC
PLANNING
An Interactive Process for Leaders
Dan R. Ebener
and
Frederick L. Smith
PAULIST PRESS
NEW YORK / MAHWAH, NJ
EBSCOhost: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON. All use subject to https://www.ebsco.com/terms-of-use.
**Screenshot_20250215_174348_Chrome.jpg**
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**## DanR.EbenerAuth_2015_Cover_StrategicPlanningAnIn2.pdf**
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EBSCO Publishing: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON 1155271; Dan R. Ebener, Author, Frederick L.
Smith, Author; Strategic Planning: An Interactive Process for Leaders Account:ehost.
2 EBSCOhost: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON. All use subject to https://www.ebsco.com/terms-of-use.
3
STRATEGIC
PLANNING
An Interactive Process for Leaders
Dan R. Ebener
and
Frederick L. Smith
PAULIST PRESS
NEW YORK / MAHWAH, NJ
EBSCOhost: eBook Collection (EBSCOhost) printed on 2/16/2025 5:10:51 AM UTC via HERZING UNIVERSITY – MADISON. All use subject to https://www.ebsco.com/terms-of-use.
**Screenshot_20250215_174348_Chrome.jpg**
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explain covid 19 – 2 years ago
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– 2 years ago
Please look at the attachments for directions: There are three assignments and no Plagiarism. – 2 years ago **files (2)** – ## Three-PartAssignment.docx – SampleDissertationProposal.pdf **## Three-PartAssignment.docx** **Module 1 Discussion** Purpose The purpose of this discussion is to introduce fo…
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– 2 years ago
**files (2)**
– ## Three-PartAssignment.docx
– SampleDissertationProposal.pdf
**## Three-PartAssignment.docx**
**Module 1 Discussion**
Purpose
The purpose of this discussion is to introduce formulas, cell referencing, and data formatting in Excel and calculate decimals and percentages.
Action Items
**Initial Post Directions**
1. Find an example of data from your life, work, home, interests, etc., with 10 to 20 data elements.
Examples could include monthly history from a utility bill, the amount you spend with Amazon or DoorDash, the time you spend in the car/online/at the gym, etc.
2. Enter the numerical data into column B of an Excel sheet. Use column A to label the data points.
3. Use Excel formulas =SUM() and =COUNT() to find the sum of the data set and the number of data items on the list.
·
[Go to Excel formulas for help if needed.Links to an external site.](https://support.microsoft.com/en-us/excel)
4. Capture a screenshot or image of your spreadsheet data.
5. Attach your original Excel sheet to the post.
**This should be the file, not an image.**
6. Write a short paragraph to explain the relevance and source of your data and upload the screenshot as an image.
Module 1: Discussion
[**https://reader2.yuzu.com/reader/books/9780135770016/epubcfi/6/30%5B%3Bvnd.vst.idref%3DP70010176190000000000000000007AD%5D!/4**](https://reader2.yuzu.com/reader/books/9780135770016/epubcfi/6/30%5B%3Bvnd.vst.idref%3DP70010176190000000000000000007AD%5D!/4)
**Here is the link for the book :**
Purpose
· Engage in critical analysis of the research article
Overview
Initial Post
1. Review the following sections in Chapter 1 by McMillan & Schumacher (2022)
·
· Types of Educational Research
· Research Article Organization
· Anatomy of a research Article
2. Review the
[Discussion Guidelines](https://franklin.instructure.com/courses/19523/pages/discussion-guidelines). Note that you must post your initial response
**before** you can view your peers’ responses.
3. Read the
[sample mixed methods dissertation proposal](https://franklin.instructure.com/courses/19523/files/3127499?wrap=1) [Download sample mixed methods dissertation proposal](https://franklin.instructure.com/courses/19523/files/3127499/download?download_frd=1) by Ivankova and answer the questions below. Be specific and provide concise answers to each item listed below:
1.
A. What are the research questions for both qualitative and quantitative part of the study?
B. What are the data collection instruments for both qualitative and quantitative part of the study?
C. Who are the participants for both qualitative and quantitative part of the study?
D. What is the data collection process for both qualitative and quantitative part of the study?
E. What is the data collection analysis plan for both qualitative and quantitative part of the study?
F. How did the researcher ensure that her research was using 3 Belmont Principles? See Table 2.2
_Belmont Principles and Applications for Research_ in Chapter 2, McMillan (2022) textbook.
·
·
· Respect for Persons (informed consent)
· Beneficence (establishing confidentiality or anonymity of the data collected)
· Justice (the sample is drawn from the population that is of direct benefit it)
**Module 1: 5-4-3-2-1 Reflection**
Purpose
This assignment is intended to help you learn to:
· Organize and process the information you learned in this module’s readings.
· Reimagine material for future personal or social benefit.
Overview
Considering what you learned this module, you’ll write 5 categories of reflections about the information we covered.
Action Items
1. Consider what you learned in this unit and write the “5-4-3-2-1” response, outlined below:
· 5 bullets of what you learned to expect from students in your licensure area.
· 4 bullets of what you learned about your actions as a teacher in the classroom.
· 3 bullets of Disconnect, Disagreement or Confusion based on what you read.
· 2 Questions you have about the material.
· 1 Personal or Professional Connection you made to the material.
**SampleDissertationProposal.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/sampledissertationproposal-pdf)
**SampleDissertationProposal.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/sampledissertationproposal-pdf)
**## Three-PartAssignment.docx**
**Module 1 Discussion**
Purpose
The purpose of this discussion is to introduce formulas, cell referencing, and data formatting in Excel and calculate decimals and percentages.
Action Items
**Initial Post Directions**
1. Find an example of data from your life, work, home, interests, etc., with 10 to 20 data elements.
Examples could include monthly history from a utility bill, the amount you spend with Amazon or DoorDash, the time you spend in the car/online/at the gym, etc.
2. Enter the numerical data into column B of an Excel sheet. Use column A to label the data points.
3. Use Excel formulas =SUM() and =COUNT() to find the sum of the data set and the number of data items on the list.
·
[Go to Excel formulas for help if needed.Links to an external site.](https://support.microsoft.com/en-us/excel)
4. Capture a screenshot or image of your spreadsheet data.
5. Attach your original Excel sheet to the post.
**This should be the file, not an image.**
6. Write a short paragraph to explain the relevance and source of your data and upload the screenshot as an image.
Module 1: Discussion
[**https://reader2.yuzu.com/reader/books/9780135770016/epubcfi/6/30%5B%3Bvnd.vst.idref%3DP70010176190000000000000000007AD%5D!/4**](https://reader2.yuzu.com/reader/books/9780135770016/epubcfi/6/30%5B%3Bvnd.vst.idref%3DP70010176190000000000000000007AD%5D!/4)
**Here is the link for the book :**
Purpose
· Engage in critical analysis of the research article
Overview
Initial Post
1. Review the following sections in Chapter 1 by McMillan & Schumacher (2022)
·
· Types of Educational Research
· Research Article Organization
· Anatomy of a research Article
2. Review the
[Discussion Guidelines](https://franklin.instructure.com/courses/19523/pages/discussion-guidelines). Note that you must post your initial response
**before** you can view your peers’ responses.
3. Read the
[sample mixed methods dissertation proposal](https://franklin.instructure.com/courses/19523/files/3127499?wrap=1) [Download sample mixed methods dissertation proposal](https://franklin.instructure.com/courses/19523/files/3127499/download?download_frd=1) by Ivankova and answer the questions below. Be specific and provide concise answers to each item listed below:
1.
A. What are the research questions for both qualitative and quantitative part of the study?
B. What are the data collection instruments for both qualitative and quantitative part of the study?
C. Who are the participants for both qualitative and quantitative part of the study?
D. What is the data collection process for both qualitative and quantitative part of the study?
E. What is the data collection analysis plan for both qualitative and quantitative part of the study?
F. How did the researcher ensure that her research was using 3 Belmont Principles? See Table 2.2
_Belmont Principles and Applications for Research_ in Chapter 2, McMillan (2022) textbook.
·
·
· Respect for Persons (informed consent)
· Beneficence (establishing confidentiality or anonymity of the data collected)
· Justice (the sample is drawn from the population that is of direct benefit it)
**Module 1: 5-4-3-2-1 Reflection**
Purpose
This assignment is intended to help you learn to:
· Organize and process the information you learned in this module’s readings.
· Reimagine material for future personal or social benefit.
Overview
Considering what you learned this module, you’ll write 5 categories of reflections about the information we covered.
Action Items
1. Consider what you learned in this unit and write the “5-4-3-2-1” response, outlined below:
· 5 bullets of what you learned to expect from students in your licensure area.
· 4 bullets of what you learned about your actions as a teacher in the classroom.
· 3 bullets of Disconnect, Disagreement or Confusion based on what you read.
· 2 Questions you have about the material.
· 1 Personal or Professional Connection you made to the material.
**SampleDissertationProposal.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/sampledissertationproposal-pdf)
**## Three-PartAssignment.docx**
**Module 1 Discussion**
Purpose
The purpose of this discussion is to introduce formulas, cell referencing, and data formatting in Excel and calculate decimals and percentages.
Action Items
**Initial Post Directions**
1. Find an example of data from your life, work, home, interests, etc., with 10 to 20 data elements.
Examples could include monthly history from a utility bill, the amount you spend with Amazon or DoorDash, the time you spend in the car/online/at the gym, etc.
2. Enter the numerical data into column B of an Excel sheet. Use column A to label the data points.
3. Use Excel formulas =SUM() and =COUNT() to find the sum of the data set and the number of data items on the list.
·
[Go to Excel formulas for help if needed.Links to an external site.](https://support.microsoft.com/en-us/excel)
4. Capture a screenshot or image of your spreadsheet data.
5. Attach your original Excel sheet to the post.
**This should be the file, not an image.**
6. Write a short paragraph to explain the relevance and source of your data and upload the screenshot as an image.
Module 1: Discussion
[**https://reader2.yuzu.com/reader/books/9780135770016/epubcfi/6/30%5B%3Bvnd.vst.idref%3DP70010176190000000000000000007AD%5D!/4**](https://reader2.yuzu.com/reader/books/9780135770016/epubcfi/6/30%5B%3Bvnd.vst.idref%3DP70010176190000000000000000007AD%5D!/4)
**Here is the link for the book :**
Purpose
· Engage in critical analysis of the research article
Overview
Initial Post
1. Review the following sections in Chapter 1 by McMillan & Schumacher (2022)
·
· Types of Educational Research
· Research Article Organization
· Anatomy of a research Article
2. Review the
[Discussion Guidelines](https://franklin.instructure.com/courses/19523/pages/discussion-guidelines). Note that you must post your initial response
**before** you can view your peers’ responses.
3. Read the
[sample mixed methods dissertation proposal](https://franklin.instructure.com/courses/19523/files/3127499?wrap=1) [Download sample mixed methods dissertation proposal](https://franklin.instructure.com/courses/19523/files/3127499/download?download_frd=1) by Ivankova and answer the questions below. Be specific and provide concise answers to each item listed below:
1.
A. What are the research questions for both qualitative and quantitative part of the study?
B. What are the data collection instruments for both qualitative and quantitative part of the study?
C. Who are the participants for both qualitative and quantitative part of the study?
D. What is the data collection process for both qualitative and quantitative part of the study?
E. What is the data collection analysis plan for both qualitative and quantitative part of the study?
F. How did the researcher ensure that her research was using 3 Belmont Principles? See Table 2.2
_Belmont Principles and Applications for Research_ in Chapter 2, McMillan (2022) textbook.
·
·
· Respect for Persons (informed consent)
· Beneficence (establishing confidentiality or anonymity of the data collected)
· Justice (the sample is drawn from the population that is of direct benefit it)
**Module 1: 5-4-3-2-1 Reflection**
Purpose
This assignment is intended to help you learn to:
· Organize and process the information you learned in this module’s readings.
· Reimagine material for future personal or social benefit.
Overview
Considering what you learned this module, you’ll write 5 categories of reflections about the information we covered.
Action Items
1. Consider what you learned in this unit and write the “5-4-3-2-1” response, outlined below:
· 5 bullets of what you learned to expect from students in your licensure area.
· 4 bullets of what you learned about your actions as a teacher in the classroom.
· 3 bullets of Disconnect, Disagreement or Confusion based on what you read.
· 2 Questions you have about the material.
· 1 Personal or Professional Connection you made to the material.
**SampleDissertationProposal.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/sampledissertationproposal-pdf)