1：2500words Limited

2: Need 10-15 reference

Coventry University – Harvard Referencing Generator: Citation Generator by Cite This For Me http://www.citethisforme.com/zh/harvard-coventry-u…

CASE STUDY: Williams Limited WILLIAMS is a limited company, whose head office in based in South Africa. The company has been operation in the UK for the past 10 years. WILLIAMS provides financial services to a number of organisations which include SME’s, property developers and investment property funds in the UK and Africa. For the past 10 years, WILLIAMS has been a profit making firm as it has retained its previous clients, in addition to capturing an increasing share of the market. However, the finance director of WILLIAMS has recently got in touch with your professional consulting firm, and has engaged your firm with the mandate to provide them with an explanation of the cash flow problem that WILLIAMS Limited had been facing. The company is also dependent on the parent based in South Africa for and when required. In the past month there has been a number of meetings in London and South Africa where it has been agreed that WILLIAMS Limited should do their best to expand the business and raise the required capital in England, or perhaps in Europe, so as not to depend so much on cash coming from the parent company all the time. Consequently, the management of WILLIAMS is considering the followings: New Software The current product that Williams Limited has to offer mostly to specialist developers and investment funds companies is outdated. The company is looking to invest in a new product, and the details of this proposal is outlined below. Advanced Suite Advanced Suite Draft figures £’000 Year 0 1 2 3 4 5 New Software cost (9,000) Cumulative Working Capital (850) (610) (790) (310) (730) Sales Revenue 3400 6300 7500 8900 9500 Less: Module A (420.00) (600.00) (800.00) (900.00) (1,110.00) Module B (1,010.00) (1,400.00) (1,600.00) (2,100.00) (1,900.00) Overheads (230.00) (240.00) (330.00) (300.00) (300.00) All of the above estimates have been prepared in terms of present day cost and prices. Assume that cash flows arise at the end of each period. In addition Revenues are expected to rise by 4% in price terms per year from year 1 (start of year 2) the budget estimated selling price at start was £120. Overheads and working capital are expected to rise by 4% per year from year 1(start of year 1) The cost of Module A and Module B are expected to rise in line with inflation of 4% per year from the beginning of year 1. The working capital is cumulative and will be recouped at the end of year 5. The cost of Technicians, who have come from the South Africa have not been taken into consideration in the forecast and are as follows: Technician (T1): Will be paid £120 per hour and expected number of hours for T1 are 1,300hrs. The rate paid is expected to rise in line with inflation at 4% per year from year 2 and the number of hours is expected to reduce by 3% per year, every year from year 2 onwards. Technician 2 (T2): Will be paid £110 per hour and expected number of hours for T2 are 1,400hrs. The rate paid is expected to go up in line with inflation at 4% per year from year 2 and the number of hours is expected to reduce by 3% per year, every year from year 2 onwards. If WILLIAMS Limited invests in Advanced Suite, then the discount rate that would be required to assess the NPV would be 6%. The table above shows the estimated outgoings and inflows for the project. New Drop-in Centre The manager in charge of sales has just informed your company that they plan to open a Drop-in Centre in London and it is hoped that this Centre will be opened for business on 1April 2020. You have also been informed that to start with, the company will only sell 2 types of service as packages: Entry Level package (ELP) and Advanced Level package (ALP). This will be done to test the market and see if the business will break-even in the same period. These two are the most popular asked for packages and will be offered at £300 for ELP and £400 for ALP. The company has provided you with the following information regarding the costs and estimated sales for the period mentioned above. WILLIAMS plan to put in £6,000 as start-up capital and plan to sell a total of 1320 (combined) of ELP and ALP for the same period. They are not sure which of the two services will produce the most profits for WILLIAMS. Total budgeted sales for each month are as follows: April 440, May 440 and June 440, of which 30% of each month will be for ALP. You will be required to assess the best product combination of sales for the Aril and May 2020. To help with the setup of the Centre, the company has just concluded a deal with one of the high street banks to get a loan of £21,000 on the 1st of April 2020. The interest on this loan will be 3.5% to be paid every month. The company will be required to make 12 equal payments to repay the loan starting end of May 2020. Financial information As mentioned above the company plans to sell a total of 1320 product packages between 1st April and June 2020. The fixed costs for the period are as below: Rent £ 15,500 Telephone £ 1,900 Loan Interest £ 2,205 Insurance £ 6,200 Electricity and Gas £ 3,000 Business Rates £ 4,500 Fixed cost specific to products ELP ALP Marketing £21,000 £ 25,000 Administration £ 7,500 £ 11,500 Staff Salary £ 19,500 £ 23,000 From their costs estimates, the variable cost of the services are £180 for the ELP and £210 for the ALP. The fixed costs are for the whole period, so they are not affected by the level of service. However, the variable costs will increase with services output (ie sales output multiplied with variable cost per product). Revenue from the sale of ELP and ALP will be on the basis of 30% cash in the same month, and the remaining 70% credit to be paid the following month. Requirement: You will be required to write a management report to the management of Williams limited directors in which the following points should be discussed. Provide an explanation on the different sources of funding the company can have and their advantages and disadvantages. You should make recommendations as to how the company can manage the same to help in the planned expansion program. Analyse the Investment proposals by using NPV and provide recommendations. You should also briefly comment on other investment proposal techniques that Williams Limited may use, and the limitations of using those techniques The use of management tools such as Breakeven analysis and Budgets. A computation of your breakeven analysis and the cash budget for the first 3 months. An evaluation of the estimated company performance or position during the same period A detailed Literature Review of the tools you have used such as breakeven analysis and budgets and their importance to business. Other issues for management to consider that you think are vital for them to survive and make a profit.

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Assignment Guidelines

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Structure

You have been asked to produce a report. It should contain the following:

• Appropriate coversheet (as attached in this document)
• Title Page, including the given title in full.
• Executive Summary 

• Contents Page 

• • Introduction

  • Literature review to support your accounting models used. 

  • Sources of Funding 

  • Investment appraisal 

  • Cash budgeting 

  • Breakeven analysis 

  • Evaluation

  • Any other issues to be considered. 

  • Conclusions and Recommendations 

  • Appendices which should be numbered.
    • Make sure you refer your reader to them as required.

  LayoutYour work should be word processed in accordance with the following:

  • Font style, Arial, font size 12
  • 1.5 line spacing.
  • The page orientation should be ‘portrait’
  • Margins on both sides of the page should be no less than 2.5 cm
  • Pages should be numbered
  • Your name should not appear on the script.

Original Question: Describe the “Life Cycle Management” process and define some of the critical program events. Additionally, we’ll use this week to discuss your week four abstract.

STUDENT 1: Michael

Life cycle management occurs from the cradle to the grave.The life cycle management process begins with identifying user needs, includes research; development; production; deployment; support; upgrade, and concludes with demilitarization and disposal.The costs during each of these phases are considered life cycle costs.Once a need for the end user has been identified, then the solution must be defined.Research defines the what and begins to form a how of the resolution of the battlefield deficit.The how continues to be resolved in the development phase as the product is defined.The production phase occurs in the actual creation of the solution.The product then finds its way back into the hands of the end user, and this process is defined by deployment.Support and upgrade occur during the use of the product.Here, a product is maintained and improved.This includes everything from technical support to modernizing an older technology.When a solution becomes obsolete it moves to the end of its life cycle, in demilitarization and disposal.

The life cycle process occurs when it moves through material analysis and then passes through milestone A.Once milestone A has been passed technology development leads us to milestone B.This is the pre-systems acquisition phase, and here the initial capabilities document is built.Completion of this begins system acquisition.Milestone B is the pivot point into this section.It is the true program initiation.It includes, engineering and manufacturing development, production, and deployment.This portion of the acquisitions process will bring a program through milestone C and IOC.The Capabilities development document is completed and the Capability Production Document (CPD) is initiated.Achieving full operational capability is the flag which signifies a shift into sustainment.Sustainment continues to develop the CPD and includes operations and support.

My abstract for this week will focus on an article which first appears to be about the USPS, but the article continues on to address how the executive and legislative branches of government function in regards to the acquisition processes, focusing on regulation.Additionally, it touches on DoD policy and how it is blended into the acquisitions regulation process.I usually try to find articles which are relevant to the course objective.Usually this is easy.To find an article which wasn’t simply a scribed congressional hearing, about something other than ethics, and was peer reviewed was excellent.

STUDENT 2: Adam

Joint programs are managed within the defense acquisition management life cycle framework described in DoD Instruction 5000.2, Operation of the Defense Acquisition System. The instruction provides the policies and principles that govern the defense acquisition system and forms the foundation for all DoD programs that include weapon systems, services, and Automated Information Systems.

This framework contains decision points and phases of the life cycle to assist in the management of all acquisition programs. Joint PMs structure their program to best accomplish the objectives of the defense acquisition system: to acquire quality products that satisfy the warfighter’s needs with measurable improvements to mission capability and operational support, in a timely manner, and at a fair and reasonable price.

The phases and critical events in the lifecycle management are; materiel solution analysis phase, Milestone A, technology development phase, Milestone B, engineering and manufacturing development phase, integrated system design, post-critical design review assessment, system capability and manufacturing process demonstration, Milestone C, production and deployment phase, low-rate initial production, full-Rate production decision review, full-rate production and deployment, then lastly the operations and support phase. As you can see there are a lot of steps to make an object fully functional.

Weekly Abstract:

Contracting Issues: Are Owners Getting What They Ask for?

Are you an owner that, “has problems with your competitively bid contracts, or your contract results unpredictable or perhaps predictably variable? Do you feel that as the owner you have little control over contract results?” In this article they review some ways to eliminate these contracting issues to help better you as the owner.

STUDENT 3: Tyler

Good evening class,

This week we are to describe the life cycle management process and discuss our abstract. The life cycle management process consists of multiple phases that are then separated into milestones. These milestones provide the project manager a general idea in which to review programs, monitor progress and make corrections. The phases of the life cycle process consist of research, development, production, deployment, support, upgrade, and demilitarization and disposal. Research is done to provide insight on what user needs are, and what technology and resources are available to implement a product or program to meet user needs. There are three categories that include pre-systems acquisition, systems acquisition , and sustainment. Pre-systems acquisition is comprised of material solution analysis, material development decision, and technology development. All of this has to be approved in the initial capabilities document.Materiel development decision is the formal entry into the acquisition process. The materiel solution analysis provides insight on the best way to achieve the most efficient and effective system solution and provides innovation and competition. After the materielsolution analysis is milestone A, followed by the technology development phase. This phase reduces technology risk and determines the appropriate set of technologies to be implemented. This is then followed by milestone B and starts the engineering and manufacturing development phase. This is followed by milestone C and then into initial operational capability and final operational capability. This includes production and development, followed by operation and support/sustainability.

My abstract will be on legal ethics in acquisitions and contracting. I found a paper from the college of business at Athens State University that explains why doing the right thing matters. It also lists issues associated with unethical behavior in acquisitions and contracting.

5 slides powerpoint. Integrate the data analysis I have in hand using RStudio and excel into powerpoint slides. We analyze the freethrow percentage in NBA with few model to determine corelation and other models. Please put all the things we have into a few slides based on the instruction I will attach.

If you know how to use Rstudio this should be a 10 min work for you.

setwd(“C:/Users/kaziz/Desktop”)
library(readr)
Basketball <- read_csv(“C:/Users/kaziz/Desktop/MKTG 480N Basketball analytics.csv”)

# to help generate correlation plots
install.packages(“PerformanceAnalytics”, repos = “http://cran.us.r-project.org“)

library(PerformanceAnalytics)

# to help visualize correlation in color
install.packages(“corrplot”, repos = “http://cran.us.r-project.org“)

library(corrplot)

#See some Descriptive statistics about our Basketball dataset
summary(Basketball)

attach(Basketball)
plot(Basketball$FTP,Basketball$AST)

“`{r, results=’hide’}
# Using the function chart.Correlation from “PerformanceAnalytics” package,
# we can create a correlation matrix easily, much easier than built in functions

# However, before that, we need to pick out the numerical variables
# because we cannot run correlation matrix with categorical data or missing data
Basketball.num = sapply(Basketball, is.numeric) # label TRUE FALSE for numerical variables
num = Basketball[,Basketball.num] # selecting only numerical variables
“`

chart.Correlation(num)

correlation = cor(num, use = “complete.obs”)
corrplot(correlation, type=”upper”)

Basketball$Post= ifelse(Basketball$Pos==”PG”,1,ifelse(Basketball$Pos==”SG”,2,ifelse(Basketball$Pos==”SF”,3,ifelse(Basketball$Pos==”PF”,4,5))))

“`{r}
# first load package “caTools”
library(caTools)

# based on probability 70% training data / 30% test data split.
# We create an item variable called “indicator”, where indicator = TRUE takes up 70% of data
indicator = sample.split(Basketball, SplitRatio = 0.7)

# Extract out the data based on whether indicator variable is TRUE or FALSE
testing = Basketball[!indicator,] # getting 30% of the data as testing
training = Basketball[indicator,] # getting 70% of the data as training

# Attach training data first
attach(training)

# To build a linear regression model, give this model a name “linear”:
linear = lm(FTP~ Post + FGP + `3PP` + AST + TRB+ TOV+BLK+`PS/G`+ MP)

# To see the result of model:
summary(linear)

plot(linear)

# To predict the gross of data from testing dataset using the linear model we built
testing$linear_prediction = predict(linear, newdata = testing)

# To see the accuracy of prediction:
accuracy = testing$linear_prediction – testing$FTP
percent = accuracy/testing$FTP
mean(accuracy,na.rm = TRUE) # to see how much percentage away from the actual

This assignment is part of a Design Simulation Activity where we created our own case study, we made an organization with traits from a dice game. I have that paper for you to review explaining the fictional organization and our strategy.

This assignment is the second part.

Its 4 pages double spaced, APA.

“Now that you have created your fictional organization and described its strategy, you can begin to work on the next two elements of the organization design: structure, and processes and lateral capability.

Using the organization and strategy you created in part 1 create an organizational structure to fit this strategy.

How does the structure follow from the strategy? What are the major divisions of your organization and what are they responsible for? How many employees work in each division, and how are divisions structured? To answer these questions, it may be helpful to create an organizational chart for your organization.

In addition to describing how you have organized your departments, consider these other important elements of organization structure:

1. Centralization and decentralization: What functions should be centralized? Where should decision making be decentralized? Why?

2. Span of control: Will your organization have a wide or narrow span of control? Why? How many management and leadership roles do you anticipate for your organization?

3. Division of labor: What jobs require deep specialization? Which require low specialization?

What are the advantages and disadvantages of this structure? Knowing what we have learned about various structure types and their advantages and disadvantages, what potential problems can you anticipate from this structure?”