Submit Adobe Connect PresentationResources Submit Adobe Connect Presentation Scoring Guide. Peer Review Feedback. Using Adobe Connect. PLEASE USED THE SCORE GUIDE AND POWER-POINT! PLEASE HAVE IT APA FORMAT, TIMES ROMAN 12 POINT FONT, CITATION, AND REFERENCES. THANK-YOU! Create a PowerPoint presentation about your action research project. Record the presentation using Adobe Connect, and submit the video for review. Review the Adobe Connect Presentation Scoring Guide for grading criteria, and refer to the Using Adobe Connect page on iGuide for information on recording your presentation. Design the presentation as if you were to deliver it to the constituencies in your organization. You will want to inform these constituents about the issue occurring within the organization and how your actions could help improve the organization. Additionally, suggest how they can collaborate with your effort. After watching or listening to your presentation, your audience should have a clear understanding of the project, the collaborators needed, and how they can participate. Make your presentation interesting. It is your chance to engage your audience and deliver your message in a way that will make them want to support and be a part of your efforts. Carefully consider the pace, flow, and appearance of the presentation. Your verbal presentation should explain and enhance the visual message delivered by the slides. The best way to achieve this is to script your audio in advance; do not rely on your ability to wing it. Present visual information in clear and interesting ways. You can incorporate charts, graphics, et cetera, to make your presentation more professional and memorable. Remember that this may be your only means of getting your message across and to get your proposal accepted! Below are tips for creating an effective presentation: Introductory Slide The introductory slide should guide the presentation. Describe the purpose of the slide presentation. Outline the presentation. Use color and informative charts or graphs versus just words. Use charts versus bullet points. Organization Use headings for each slide. Slides should be logically organized. Make sure font size is not too small. Make sure the background of the slides is not too distracting, and use a good color scheme. Do not put too much information on each slide. Information presented should be read directly from slides. Content The study should be clearly described; there should be no clear problems with the design. Be sure the research design matches the research question (or questions). The proposal should have scientific merit and be rigorous enough for an action research project. Include an adequate literature review, along with introductory information and methods information. Make sure no information is added to the methods and outcomes section that is not discussed in the introduction. Make sure the data collection is detailed, and that it includes descriptive and analytical studies. Make sure the data collection and program evaluation align with the research question and design. Audio The audio should be neither too soft nor too loud. You should include at least 10–15 slides and your presentation should be at least 15–20 minutes in length. Note: In this unit's first discussion, you will need to provide feedback on your own presentation, as well as a fellow learner's presentation, and submit a feedback form for each review. You will also reflect on the review experience in Unit 10. Due Date: End of Unit 9. Percentage of Course Grade: 20%. Inform constituents about the issue occurring within the organization. 20% Does not inform constituents about the issue occurring within the organization. Provides incomplete information about the issues occurring within the organization. Informs constituents about the issue occurring within the organization. Informs constituents about the issue occurring within the organization in an organized, compelling, and professional manner. Deliver a clear explanation of the project, including actions that will help improve the organization. 20% Does not deliver a clear explanation of the project, including actions that will help improve the organization. Delivers an imprecise explanation of the project. Delivers a clear explanation of the project, including actions that will help improve the organization. Delivers a clear yet detailed explanation of the project highlighting specific actions that will help improve the organization. Communicate the need for collaboration and how the audience can participate. 20% Does not communicate the need for collaboration and how the audience can participate Appeals for collaboration with minimal information on how the audience can participate. Communicates the need for collaboration and how the audience can participate. Communicates persuasively, in a professional manner, the need for collaboration and how the audience can participate. Incorporate visual aids to make a presentation more professional and memorable. 20% Does not incorporate visual aids to make a presentation more professional and memorable. Incorporates minimal or unimportant visual aids in a presentation. Incorporates visual aids to make a presentation more professional and memorable. Incorporates coherent and useful visual aids to make a presentation more professional and memorable. Successfully communicate dissertation proposal objectives to the audience. 20% Does not successfully communicate dissertation proposal objectives to the audience. Communicates dissertation proposal objectives to the audience, but the presentation lacks critical elements. Successfully communicates dissertation proposal objectives to the audience. Successfully and succinctly communicates dissertation proposal objectives to the audience in a scholarly and professional manner.

Select a more recent Supreme Court decisions (less than 2 years old) that had a significant impact on law enforcement. What are the facts of the case and what are the impacts of the decision on the police administrator? Describe the relationship between the police agency/policy administrator and the media. In what ways are there conflicts? In what ways are there partnerships?

Assignment 3: Selling Executives on Project Management 
Due Week 6 and worth 100 points

Read the Chapter 10 Case titled “Selling Executives on Project Management.” Write a one to two (1-2) page paper in which you:

1. Analyze the fundamental reasons why the executives in the case refused to listen to their own employees but were willing to listen to a consultant. Discuss the main reasons why the executives still seemed apprehensive even after the consultant’s presentation.
2. Imagine that you are the consultant from the case study. Speculate on three (3) strategies that you could employ to get the executives to understand your point of view and thus support your project management recommendations.
3. Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.

Your assignment must follow these formatting requirements:

• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

SELLING EXECUTIVES ON PROJET MANAGEMENT (CASE STUDY)

Background

  The executives at Levon Corporation watched as their revenue stream diminished and refused to listen to their own employees that were arguing that project management implementation was necessary for growth. Finally, the executives agreed to listen to a presentation by a project management consultant.

Need for Project Management

  Levon Corporation had been reasonably successful for almost twenty years as an electronics component manufacturer. The company was a hybrid between project-driven and non-project driven businesses. A large portion of its business came from development of customized products for government agencies and private-sector companies around the world.

  The customized or project-driven portion of the business was beginning to erode. Even though Levon’s reputation was good, the majority of these contracts were awarded through competitive bidding. Every customer’s request for proposal asked for a section on the contractor’s project management capability. Levon had no real project management capability. Since most of the contracts were awarded on points rather than going to the lowest bidder. Levon was constantly downgraded in the evaluation of the proposals because of no project management capability.

  The sales and marketing personnel continuously expressed their concerns to senior management, but the concerns fell upon deaf ears. Management was afraid that their support of project management could result in a shift in the balance of power in the company. Also, whatever executive ended up with control of the project management function could become more powerful than the other executives.

Gap Analysis

  Reluctantly, the executives agreed to hire a project management consultant. The consultant was asked to identify the gaps between Levon and the rest of the industry and to show how project management could benefit the company. The consultant was also asked to identify the responsibilities of senior management once project management is implemented.

  After a few weeks of research, the consultant was ready to make his presentation before the senior staff. The first slide that the consultant presented was Exhibit 10-5, which showed that Levon’s revenue stream was not as good as they thought. Levon was certainly lagging the industry average and distance between Levon and the industry leader was getting larger.

  The consultant then showed Exhibit 10-6. The consultant had developed a project management maturity factor based upon such elements as time, cost, meeting scope, ability to handle risks, providing quality products, and customer interfacing and reporting. Using the project management maturity factor, the consultant showed that Levon’s understanding and use of project management were lagging the industry trend.

  The consultant then showed Exhibit 10-7, which clearly illustrated that, unless Levon takes decisive action to improve its project management capability, the gap will certainly increase. The executives seemed to understand this but the consultant could still see their apprehension in supporting project management.

The course is Business Communication and Information Systems Title: Information Technology Strategy and Challenges in the 21st Century Abstract Introduction Technology and Transition in the 21st Century 21st Century Skills and Prospective Job Challenges Ahead Challenges to Learning and Schooling in the Digital Networked World of the 21st Century Information Technology and the University: Integration Strategies in the 21st Century Conclusion References (At least 5) Double spaced 12 Times Roman Font