What is your role as a BSN-prepared nurse in ongoing strategies to promote safety?

Reflect on the Performance Improvement/Quality Improvement processes at your facility. (WRITER, I WORK IN THE URGENT CARE UNIT WITHIN THE LOS ANGELES COUNTY SHERIFFS DEPARTMENT JAIL MEDICAL SERVICES BUREAU, so make the answer relatable to this area of nursing and patient care)
a. Recall an improvement method initiated at your facility.
b. What data was gathered?
c. How was this done?
d. What outcomes were measured and how was change implemented to improve the quality of care and patient outcomes?
Below is directly from the Leadership and Management for Nurses, 2nd Edition book, please find a way to somehow it be worked into your answer for the questions above, of course utilizing the appropriate APA Formatting and APA Reference list:
Anita Finkelman (2011, p. 476) cited the following in her book “Leadership and Management for Nurses” the following regarding OASIS:
“Outcome Assessment Information Set (Oasis) – Some health care organizations such as home health care agencies and some insurers are using national evaluation approaches that are not sponsored by the Joint Commission. Home care agencies use a specific outcome-based approach to quality improvement (QI) called Outcome Assessment Information Set (OASIS), which was developed in the 1990s by the U.S. Department of Health and Human Services. This is a standardized, computerized patient-level assessment with items related to the patients physical and emotional state. The focus is on whether or not the patient benefited from the care—outcomes and performance, which should be the focus of care in all types of settings. The process has two stages.
The first is outcome analysis, which includes data collection using the OASIS assessment form, and then processing, editing, and transmitting the data electronically to a central location that collects data from multiple home health agencies. Then each agency receives a risk-adjusted outcomes report, which compares each agency with other agencies providing a quality report card. Data collection occurs at specified intervals in the patients care process.
The second stage is outcome enhancement when each agency that participates in the process selects outcomes for further evaluation—such as identifying problems and strengths, developing best practices that are incorporated in action plans, implementing and monitoring the plans, and evaluating the effect of these actions in subsequent reports (Mosocco, 2001; Centers for Medicare and Medicaid Services, 2010).”
2. A “culture of safety” is a term about which we hear a great deal. Describe the culture of safety at your organization.
a. Who is leading the charge to promote safety? (WRITER, I WORK IN THE URGENT CARE UNIT WITHIN THE LOS ANGELES COUNTY SHERIFFS DEPARTMENT JAIL MEDICAL SERVICES BUREAU, we have a Risk Management Unit and a Quality Improvement Unit within the Sheriffs Medical Services Bureau that are both tasked with the promotion of safety within the Medical Bureau of the Jail)
b. What is your role as a BSN-prepared nurse in ongoing strategies to promote safety?
Below is directly from the Leadership and Management for Nurses, 2nd Edition book, please find a way to somehow it be worked into your answer for the questions above, of course utilizing the appropriate APA Formatting and APA Reference list:
Anita Finkelman (2011, p. 484) cited the following in her book “Leadership and Management for Nurses” the following regarding evidence-based practice:
“Evidence-based practice (EBP) helps to identify and assess high-quality, clinically relevant research that can be applied to clinical practice (Institute of Medicine, 2008). Evidence-based practice is viewed as method to improve the quality of care because basing decisions on evidence can better ensure that the care needs are met in an effective manner.”

Read More

Reflect on the Performance Improvement/Quality Improvement processes at your facility. (WRITER, I WORK IN THE URGENT CARE UNIT WITHIN THE LOS ANGELES COUNTY SHERIFFS DEPARTMENT JAIL MEDICAL SERVICES BUREAU, so make the answer relatable to this area of nursing and patient care)
a. Recall an improvement method initiated at your facility.
b. What data was gathered?
c. How was this done?
d. What outcomes were measured and how was change implemented to improve the quality of care and patient outcomes?
Below is directly from the Leadership and Management for Nurses, 2nd Edition book, please find a way to somehow it be worked into your answer for the questions above, of course utilizing the appropriate APA Formatting and APA Reference list:
Anita Finkelman (2011, p. 476) cited the following in her book “Leadership and Management for Nurses” the following regarding OASIS:
“Outcome Assessment Information Set (Oasis) – Some health care organizations such as home health care agencies and some insurers are using national evaluation approaches that are not sponsored by the Joint Commission. Home care agencies use a specific outcome-based approach to quality improvement (QI) called Outcome Assessment Information Set (OASIS), which was developed in the 1990s by the U.S. Department of Health and Human Services. This is a standardized, computerized patient-level assessment with items related to the patients physical and emotional state. The focus is on whether or not the patient benefited from the care—outcomes and performance, which should be the focus of care in all types of settings. The process has two stages.
The first is outcome analysis, which includes data collection using the OASIS assessment form, and then processing, editing, and transmitting the data electronically to a central location that collects data from multiple home health agencies. Then each agency receives a risk-adjusted outcomes report, which compares each agency with other agencies providing a quality report card. Data collection occurs at specified intervals in the patients care process.
The second stage is outcome enhancement when each agency that participates in the process selects outcomes for further evaluation—such as identifying problems and strengths, developing best practices that are incorporated in action plans, implementing and monitoring the plans, and evaluating the effect of these actions in subsequent reports (Mosocco, 2001; Centers for Medicare and Medicaid Services, 2010).”
2. A “culture of safety” is a term about which we hear a great deal. Describe the culture of safety at your organization.
a. Who is leading the charge to promote safety? (WRITER, I WORK IN THE URGENT CARE UNIT WITHIN THE LOS ANGELES COUNTY SHERIFFS DEPARTMENT JAIL MEDICAL SERVICES BUREAU, we have a Risk Management Unit and a Quality Improvement Unit within the Sheriffs Medical Services Bureau that are both tasked with the promotion of safety within the Medical Bureau of the Jail)
b. What is your role as a BSN-prepared nurse in ongoing strategies to promote safety?
Below is directly from the Leadership and Management for Nurses, 2nd Edition book, please find a way to somehow it be worked into your answer for the questions above, of course utilizing the appropriate APA Formatting and APA Reference list:
Anita Finkelman (2011, p. 484) cited the following in her book “Leadership and Management for Nurses” the following regarding evidence-based practice:
“Evidence-based practice (EBP) helps to identify and assess high-quality, clinically relevant research that can be applied to clinical practice (Institute of Medicine, 2008). Evidence-based practice is viewed as method to improve the quality of care because basing decisions on evidence can better ensure that the care needs are met in an effective manner.”

Read More

Discuss the health effects on the affected populations and the impact of these on international health. Use evidence-based data where relevant.

GLOBAL HEALTH ALERT ASSIGNMENT
Community/Public Health Nursing is concerned with the needs of populations in global communities as well as local neighborhoods. Scanning the global environment to identify the health concerns of populations at risk is supported by the principles of Community/Public Health Nursing and is a critical component of Community/Public Health Nursing practice. This assignment is designed to do the following:
Identify a global health concern/issue/problem found in at least three countries
Develop an educational Alert about this concern/issue/problem using an epidemiological framework
Analyze the risk factors and health promotion aspects of the global health concern/issue/problem from a worldwide perspective
Use internet sites (WHO.org, UN.org, etc), international and global public health agencies, libraries, and other resources dealing with global health concerns/issues/problems.
Specifically the 3 to 4 page assignment using APA format requires the following:
1. Description of the public health global concern/issue/ problem using an epidemiological framework and bio-statistical data on populations affected, i.e. host-agent-environment framework and morbidity and mortality statistics for three countries.
2. Analysis and discussion of social, cultural, environmental, political, behavioral, economic (specific cost impact), health policies, and health care infrastructure factors in at least three countries where the health concern/issue/problem presents.
3. Discuss the health effects on the affected populations and the impact of these on international health. Use evidence-based data where relevant.
4. Discuss the efforts made by global organizations to improve the health and well-being of the affected populations which includes political action and policy development and levels of prevention in three countries.
5. Synthesize all relevant findings and cite three pertinent references (do not use online encyclopedias, only use global health sources like WHO, UN, CDC or UNICEF).

How did structuralism influence the creation of behaviorism?

This week you read and learned about Titchener’s structuralism. As an approach, structuralism attempted to break down consciousness into elements of consciousness for study. It assumed that studying these parts of consciousness would lead to an understanding of the whole.

Analyze the limitations and strengths of the method of studying consciousness in parts.
Identify and discuss one of the main criticisms of structuralism.
Briefly, compare and contrast structuralism and behavioralism. How did structuralism influence the creation of behaviorism?
How has structuralism impacted psychology today? As you consider this question, keep in mind the history and culture of the period in which Titchener practiced compared to your understanding of psychology today.
Write an essay that is 3-5 pages in length. Remember to support your arguments with information drawn from the online content, the textbook, and other credible, scholarly sources to substantiate the points you are making. Apply APA standards for writing and citations to your work.

Hint: a useful article for comparing and contrasting structuralism with behavioralism is found in the AUO library and referenced in your textbook:
Rilling, M. (2000). How the challenge of explaining learning influenced the origins and development of John B. Watson’s behaviors. The American Journal of Psychology,

What role would this play in understanding the importance of therapy?

The discovery of the unconscious is typically attributed to Freud even though it has roots long before Freud was born. Freud was, however, influential in popularizing the unconscious. Freud and his followers maintained that much of what influences us is unconscious. The better we are able to discover these influences, the more we are able to moderate or change these influences in our behavior, thoughts, and emotions.

What implications does this have for morals and ethics?
Address the issue of responsibility — for example, what implications does this have for acting-out or criminal behavior?
What was Freud’s view of human nature?
What role would this play in understanding the importance of therapy?
How would Freud or a psychodynamic thinker evaluate the effectiveness of therapy?
Submit your response to the M4: Assignment 2 Dropbox by Week 4, Day 7. The body of the paper should be between 3-5 pages, double-spaced 12-point, Times New Roman or Arial font, with 1-inch margins all around, and free from grammatical errors. You should also include a cover page and reference list in APA format.

Use technology and information resources to research issues in operations management.

Evaluate the strength of Jeff Ballinger’s argument against Nike.
2. Determine how convincing Nike’s response is to Ballinger’s allegations.
3. Recommend how Nike should go forward.

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; 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 page length.

The specific course learning outcomes associated with this assignment are:
• Indentify key bottlenecks and provide strategies to increase throughput.
• Use technology and information resources to research issues in operations management.
• Write clearly and concisely about operations management using proper writing mechanics.

GG Freightways (GGFRT) GGFRT is a regional transportation and distribution company in operation for over 30 years.

Case Study: GG Freightways (GGFRT) GGFRT is a regional transportation and distribution company in operation for over 30 years. The company serves major cities in the southwestern region of the United States. The ir headquarters

(1), terminals/warehouses (8) and maintenance facilities (2) are noted below.

Corporate Profile

Corporate Name: GG Freightways

Founded: August 1989 Headquarters: Los Angeles CA

Terminals/Warehouses (8): Los Angeles CA, San Diego CA, San Bernardino CA, Bakersfield CA,

Scottsdale AZ, Phoenix AZ, Tucson AZ, and Las Vegas NV Maintenance Facilities (2): San Bernardino CA, Scottsdale AZ

Number of Employees: 750 (includes truck drivers)

Fleet: 400 delivery vehicles (average of 50 per terminal) which include: 80 tractor/semi-trailer units,

160 box trucks and 160 panel vans Total Annual Gross Revenue: $35,000,000

Current economic climate: stable industry, highly competitive business environment, 6% profit

Future financial goals: 8% profit with 8% reduction in operating costs

President and Chief Executive Officer (CEO): Marissa Schmidt

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To familiarize yourself with commonly-used shipping terms in the freight industry, visit this site and refer to it as you read the case study and assignments:

http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipterms.html

Current Business Operations

GGFRT operates 24 hours a day, 7 days a week. Sales personnel (40 people, five per terminal) visit

prospective customers to outline company capability, services provided and costs. When a customer

decides to use GGFRT they call the dispatch office with shipment information. Usually they FAX a copy of

the bill(s) of lading to a terminal with information such as origin, destination, product description,

weight and number of packages.

A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this

they use the routing/freight optimization system to determine the sequence of pickups by zip code.

They use local maps within a zip code to map out the specific order of pickups since there may be

several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of

availability.

A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not

efficient. When they pick up an order they sign for receipt and either load the freight or guide the

customer’s forklift operators to arrange it properly in the truck.

After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A

dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in

 

 

10/7/2019 2

the proper sequence for delivery. Some trucks take freight from one terminal to another while others

make local deliveries. Since some terminals are close to 12 hours away from each other, there are many

“out and back” routes where drivers meet halfway between terminals to exchange freight trailers, which

benefits drivers so they don’t exceed their permitted daily maximum driving hours of 11 per day . About

half of a terminal’s space is used on any given night. Dispatchers have a goal to turn freight around in

the terminal overnight for next day delivery.

When freight is sent out for delivery, the driver follows the delivery ticket order. Often, they are held up

at a delivery destination by traffic or by lack of available unloading space. This can cause the driver to be

late trying to make the day’s deliveries. Sometimes they get to a destination and the facility is closed

and they bring the freight back to the terminal for delivery the next day. It is unloaded and re -sorted by

destination. The dispatchers then add it to the next day’s delivery tickets.

The major freight volumes are between Phoenix, San Diego and Los Angeles (about 70% of total

volume). Trucks run at about 70% average of capacity between terminals. Local delivery volume is

heaviest in Los Angeles, followed by Phoenix and then San Diego. Local delivery trucks operate at about

80% full while pickups fill about half of the vehicles space. Some customers pick up and/or drop freight

at a terminal/warehouse, with their own equipment.

Truck drivers communicate with the dispatchers using two-way commercial radios. Some also carry

personal cell phones and use them if the radio is out of range. A few drivers also carry GPS devices to

help locate addresses. In general, the drivers are content with the company. Pay and benefits are good,

and they get overtime pay when deliveries run late. Complaints are few and mostly center around either

the sequence of pickup and delivery of shipments or vehicle maintenance.

The fleet is maintained at the main Scottsdale maintenance shop and at a smaller shop in San

Bernardino. Either one can handle minor maintenance and preventative work. Only Scottsdale can

perform major engine and transmission work. Overall the fleet is in good operating condition. All

vehicles are on a preventative maintenance schedule which places them out of service two days a

month, usually on weekends. Maintenance scheduling is a challenge because it can interfere with the

steady flow of shipments both between terminals and for local delivery. There are no “extra” vehicles in

the fleet.

Administration

The company management team consists of the President, Vice President of Operations, Chief Financial

Officer (CFO), Chief Information Officer (CIO), Sales Manager, and a Fleet Manager who oversees

maintenance and safety. They meet weekly to discuss opportunities and issues and to plan for future

goals. Except for the CIO, the management team has been in place for many years

The president of the company just hired its first Chief Information Officer (CIO), Lance, after the previous

IT Director retired. He comes from a nearby manufacturer who is also a major customer. At that

company he was Deputy CIO and primarily responsible for network operations and security.

 

 

10/7/2019 3

Business Strategic Objectives

At a recent meeting the management team decided to change the strategic plan for the business to

meet growth and cost goals. They highlighted three new strategies they want to employ to increase

profitability and grow the business.

1. First, they want to track the whereabouts of freight both in the terminals and on the trucks to

provide customers with accurate delivery dates and times;

2. Second, they want to improve the percent of loaded miles in their fleet to reduce costs by

coordinating the pickup and delivery of freight at the same time in the same geographic area;

and,

3. Third, they desire to provide warehousing services for customers who want to reduce delivery

time to their customers or company by having product available locally for pickup in warehouses

or quicker local delivery.

Federal/State Mandates

In addition, the management team wants to ensure that the company remains in compliance with all

applicable federal and state regulations. The ones they are most concerned about are:

1. The Sarbanes Oxley financial audit and reporting requirements;

2. A new federal requirement to conduct a vehicle safety check every 10,000 miles; and,

3. A Federal Motor Carrier Safety Administration (FMCSA) reporting requirement on the number

hours per day for each driver (or max per week, etc.).

CFO/CIO Goals

The CFO has been charged with the overall project. He has asked Lance to help with this effort by

modernizing information systems to support the new strategies. He has decided:

1. His first step is to update the IT strategic plan to link to the new strategies in the corporate plan.

2. Second, he wants to engage his customers in a proactive way to first, identify and prioritize IT

projects that will help meet the new goals, and then develop a set of requirements for each

project.

3. Third, he wants to decide on the best approach to modernize the information systems that will

meet requirements at a reasonable cost, and for this he will need to make some changes to the

IT organization.

Strategic Direction

As a small player in a large transportation market serving large cities, GGFRT has many larger competitors. They need to improve their alignment of IT with their business strategic objectives as

well as updating their operational processes and IT to become more efficient in serving their

customers and acquiring new ones.

Current Technology

GGFRT is using a mix of older technology products for finance and accounting, route optimization/

freight tracking and fleet maintenance. There are several projects already in the IT portfolio competing

 

 

10/7/2019 4

for resources. The CIO sees a major challenge in balancing available funding, IT staff workload and

project prioritization. The project nearest completion is the adoption of the Precise Financial Reporting

System to replace the aging finance and accounting system. It will be completed in six months. There are

two other projects under way, one for management reporting and one for a mobile application that

sales staff can use to show potential customers information on the fleet, distribution services available

and freight rates, and warehouse options, including a comparison to the competition.

The route optimization and freight tracking system is very important to the operations manager and

dispatchers. The current system allows the input of freight origin and destination information. This is

taken from a bill of lading which contains a plethora of specific information. When the dispatchers en ter

the origins and destinations into the system they are grouped by zip code. The dispatchers then decide

which zip codes will be loaded in a truck and in what sequence for delivery. This takes several hours at

night to accomplish and must be done as quickly as possible so trucks can be loaded and sent out in the

morning for delivery. Arranging shipment sequence within a zip code is done by locating each address

on a map and entering it into the system in the best order. Pickups are handled in a similar manner.

Freight tracking features are not yet integrated; this should be developed in the future to meet one of

the business objectives.

The fleet maintenance system contains information on each vehicle in the fleet. It includes all vehicle

specifications, a summary of all repairs, a preventive maintenance schedule and an inventory of parts on

hand. This information is entered by accounting clerks, mechanics, purchasing clerks and anyone else

who has time to do data entry. It is not as time consuming as the route optimization/freight tracking

system, but it contains information critical to fleet reliability. The greatest challenge is scheduling

preventative maintenance since it requires vehicles to be down for two days. The dispatchers do not

want the equipment taken out of service because it causes planning headaches. The relationship

between dispatchers and maintenance personnel is strained.

IT Organization

When Lance was hired as CIO last month he took a close look at the current staffing. The IT staff consists

of 24 people, seven of whom are programmers. The programmers are charged with all systems

development and integration work for the company. They have three projects in their current portfolio.

Their skill sets include SQL, .Net and C+ programming, and Web design.

There are eight helpdesk personnel who support the eight distribution terminals (one at each terminal).

They work independently. The remaining staff includes two network engineers, a financial systems

specialist (an expert in Precise Financial Reporting), a computer security expert, two shift supervisors

(who supervise the programmers, network engineers, financial systems specialist and computer security

expert at headquarters) and the CIO and his two personal assistants.

The IT staff supports multiple locations. At the Los Angeles headquarters/terminal there are 15 servers

(they contain all software and data; one stores a backup copy of the data) and 30 PCs for accounting,

marketing, IT, administration and management. The terminal/warehouse operations offices have eight

PCs for dispatchers, one for each of the maintenance offices, one for parts and one for drivers in th

10/7/2019 5

driver lounge. The other seven terminals have 10 PCs each and connect to headquarters by a virtual

private network (VPN).

IT Portfolio

Precise Financial Reporting System- This new system will replace the current finance and accounting

system. It is an off-the-shelf product that requires the owner to make modifications to interface with

other systems they may own. Two programmers are working on the project. One is setting up the

database and loading the software on servers. The other is learning about the system to write an

interface with the route optimization/freight tracking system. A representative of Precise Financials will

train the accounting staff in its use. This will take about two weeks.

Management Reporting System- Senior management wanted to know financial information daily. Two

programmers have been working on a system to compile the data in a format they can use. They plan to

extract information from Precise Financials when it is ready but for now have focused on the current

system. They will be done in two months.

Mobile Marketing App- The marketing manager asked for an app that sales staff could use to show

potential customers information. This would include things like fleet photos and specifications; pictures

of the eight terminals and information about the distribution/warehouse services GGFRT can provide;

and a comparison of their costs using sample shipments with rates from competitors compared to

GGFRT costs. A programmer and the web designer are working on the project. It will take two more

months to complete.

The current design and development process is best described by the way it worked in the selection and

integration of Precise Financials. The CFO asked the (former) CIO to develop a new finance and

accounting system. The CIO interviewed large, respected companies and, after comparing their

capability to the current system, chose Precise Financial Reporting. Two programmers were assigned,

and a Precise Financial Reporting specialist was hired to work between IT and the finance office. The

CIO receives progress reports every two weeks.

Situation

When Lance was hired, he toured each terminal to see the IT setup and understand local business

operations. It was important to him to know just how each person used the systems. He spent time with

bookkeepers and accountants, dispatchers, drivers and terminal management. Since he came from one

of GGFRT’s customers he knew that customers could offer insight into business improvements that

would be good for both companies. He visited one large customer in each of the terminal’s area of

service to get feedback on how operations between them and GGFRT could be improved. His goal was

to see how he could translate what he learned into systems improvements.

Interestingly the most complaints came from bookkeepers and accountants. They said the system was

slow and data entry was tedious because accuracy was very important. If they entered wrong

information, it could cause incorrect billing (rates are based on weight and size), improper loading (the

wrong zip code could mean sending freight in the wrong direction unless a dispatcher caught the error),

 

 

10/7/2019 6

and more. They estimated current accuracy at about 95% but they had no way of knowing for sure.

Further, they complained about financial reporting and their ability to meet compliance requirements.

Reporting was mostly a manual process and data they needed from the system was not easily accessed.

Most of them had resorted to keeping small ledgers at their desks to track information they knew they

would need for reporting.

The dispatchers explained that routing wasn’t all that hard, just time consuming. The routing system

grouped all the shipments by zip code. They would take all the shipments in a zip code and look at the

weight and size (how much cubic space each one needed in a truck), plot them on a map and then put

them in delivery sequence. They thought most trucks left the loading dock full and that that the drivers

made adjustments in delivery sequence when needed. Pickups were a bit more challenging. Sometimes

they sent a truck out just to pick up freight and bring it back to the terminal. Other times they contacted

a driver to ask them to stop at a customer to pick up a shipment while they were making deliveries.

Since they didn’t know exactly how much space was available on the truck this was a hit or miss

situation. Drivers were left to decide if they could make it work.

Drivers were the most outspoken, probably because no one ever asked for their opinion. They were also

the happiest of employees (this might explain why they were non-union). They liked being able to make

decisions on the go and they knew the customers very well. In fact, they could call some of them if they

were running late and the customer would stay open so they could deliver or pick up a shipment. They

seemed to have favorite customers and often spent extra time with them talking about common

interests. Generally, they were good ambassadors for the company.

Terminal managers were under constant pressure. Their main goal was to get shipments into and out of

the terminal as quickly as possible. Delivery times were measured and part of their performance plan.

They knew the company had established three new strategies because they were explained in an email

they just got. Lance asked how they might provide warehousing services. Most felt they had extra space

and could take on some storage but keeping track of the shipments might be a problem. They had to do

this manually and the bookkeepers were the ones to keep the records. They felt more bookkeepers

would be needed but they didn’t know how many.

Lance also met with the maintenance and safety staff at the San Bernardino terminal. The maintenance

folks had a large workload and complained that they had a hard time getting equipment in the shop for

preventative work. They did not know when equipment would be available until the last minute so

scheduling was always a scramble because they needed to make sure mechanics were available to do

the work. They had a lot of complaints about shifting work hours and the effect it had on their personal

lives.

The safety manager expressed concerns over driver hours of service. There are federal regulations that

limit drivers to 11 hours of driving at a time. Then they need to take an eight-hour break. The problem

was tracking the driver’s hours to make sure they stayed within the law. Dispatchers tried to help with

this when they scheduled pickups and deliveries but there was no easy way to do it and the results were

 

 

10/7/2019 7

often based on best guess. The safety manager who was ultimately responsible for compliance had

drivers turn in their hours each day but this was always after the fact.

Lance’s customer visits were eye-opening. Most of the customers had automated inventory systems and

could easily track products from raw material to finished goods. They knew exactly what they would ship

and when, usually several days ahead of time. Some customers however needed near instantaneous

shipping. They wanted same-day pickup in a lot of cases and fast delivery. In most cases, they were all

able to produce electronic documents such as the bill of lading and email or FAX it to GGFRT.

During his interview for the CIO position, Lance was told that the previous IT Director had left a good

foundation and that the staff seemed sufficient in number and appeared to be very capable. However,

since GGFRT is developing its strategies for the future, the staff must be able to support the business

strategies as well as the IT strategies that Lance would develop. One of the first things Lance did was to

interview each member of his staff. He discovered that the roles and responsibilities tended to overlap

and that morale among his staff was very low. Lance also interviewed the senior leadership of GGFRT

and learned that his staff was not meeting their expectations for service. The help desk was perceived

as being only somewhat competent and took much too long to respond to problems. Application

developers were very slow in delivering systems, and when the systems were finally delivered, they did

not reflect what the customers needed or wanted. Network outages occurred too often from the users’

perspective. Finally, the Chief Financial Officer told Lance that the IT costs need to be reduced.

Lance knew he had many challenges. He was determined to identify essential projects and then

prioritize them for management review. The outcomes would affect almost every aspect of the

business. His IT portfolio was about to grow, and her organization will need to change to meet the

challenges.

Your Task

From the perspective of the CIO for GGFRT, you will be completing many tasks over this semester.

• In the ITSP #1 assignment, your main goals will be to develop a new business strategic objective that you feel is one that GGFRT needs to accomplish. You will write IT Mission and

Vision statements and develop an IT Governance Board, select an IT Governance

Methodology, choose your team and discuss their roles on the board. You will also choose a prioritization tool to rank projects and discuss criteria that is important while prioritizing

those projects along with a few other tasks.

• In the ITSP #2 assignment, your main goals will be to choose IT strategies, aligning them

with business strategic objectives from the ITSP #1 assignment. You will complete an IT roadmap of the current project schedule and add a new project that you will deem

important to GGFRT’s operations. You will discuss risk of implementing projects from the

CIO perspective and create steps of a Business Continuity Plan along with a few other tasks.

• For the CIO Memo assignment, you will discuss your leadership philosophy and management style, address IT strategies and discuss how each will benefit the business,

create an organizational chart based on the information presented above for the 24

employees in the IT Department, explain how a CIO Organization differs from an IT

Department, note Key Services (functions, positions) that will be included/eliminate in your

 

 

10/7/2019 8

new CIO Organization, create a new CIO organizational chart, and discuss key milestones (related to the Key Services’ section) for accomplishing your new CIO organizational

structure along with a few other tasks.

• In the IT Decision Paper assignment, your project will be presented (from the ITSP #2 assignment), the strategic alignment of your project to one of the business objectives (from the ITSP #1 assignment) and IT strategies (from the ITSP #2 assignment) will be discussed, discussion of where your proposed project would fit into the IT roadmap (from the ITSP #2 assignment) will be discussed, how your project will share data, integrate, or replace an existing or proposed system will be discussed, benefits the project will provide to GGFRT, requirements of the project, anticipated cost/size of the project, performance measures of your project and the system development life cycle steps of your project along with a few other tasks.

 

GGFRT is a fictitious company created for the IFSM 301 Case Study. 6/25/2019 for University of

Maryland Global Campus

GG Freightways (GGFRT) IT Strategic Plan, Part 1

Before you begin this assignment, be sure you have read the “GG Freightways Case Study” and all the course content from Weeks 1 and 2.

Purpose of this Assignment

This assignment gives you the opportunity to apply the course concepts to begin the development of an Information Technology Strategic Plan (ITSP) to support the strategic direction of GG Freightways (GGFRT). This assignment specifically addresses the following course outcomes to enable you to:

· identify, define, and explain the concepts of information technology governance and management

IT Strategic Plan for GG Freightways

Lance, the new CIO at GGFRT, has asked you to write an IT Strategic Plan that she can use to guide the direction for her organization. The ITSP will be developed in two parts. This assignment covers Part 1; Part 2 will be covered in the next class assignment. Together, they will form an ITSP that has been tailored to the course material covered in this class. You may work for an organization that has an ITSP, and it would be a good idea for you to look at it, but it will likely be structured a little differently from this one. Each organization develops an ITSP that will work for them.

Assignment

 

You will develop Part 1 of the ITSP for GG Freightways (GGFRT), using the outline below. Each of the topics to be included in your outline is covered in the course content readings assigned thus far. In addition to the course materials, at least two external resources (resource other than those provided in the class) must be used. Two or more cited references will earn top credit. Use a separate References page to list just the references you have cited. Remember to use the APA formatting rules and correctly cite and reference your sources with APA format. Use the Grading Rubric to be sure you have covered everything.

Please use this outline to build your IT Strategic Plan. Use the numbering and headings shown below.

Part One

1. Business Statement – Summarize in one paragraph, in your own words, the business of GGFRT. Include the location of the company/terminals/maintenance facilities, fleet information/details, and current/future financial climate/goals (with cost savings). Refer to Case Study.

 

2. Business Strategic Objectives – In the Case Study, the management team has identified three (3) new strategic objectives.  Using the following table (copy/paste it into your assignment), List/fully state the three (3) objectives, then, in your own words in full sentences add a brief explanation to each one.  Next add a new strategic objective of your own – one that you consider important to the current and future health of GGFRT’s business. In the explanation, it should be a statement of how the management team would improve the business of GGFRT. It can be one of the three federal/state regulations that the company wants to remain in compliance with, or a new one that you choose. Write a brief introductory paragraph prior to the table. The paragraph must come first before your table, to explain what the table is providing.

 

The format below should be used for the presentation of this section:

 

Business Strategic Objective (number 1, 2, 3, 4 only)Fully State the Objective (from the case study)Explanation (in your own words for each bso; for the new objective, also incorporate how the management team would use the new objective to improve the business of GGFRT:
1
2
3
4 (new objective)

 

 

3. IT Mission and IT Vision Statements – Write two short paragraphs with separate IT mission and IT vision statements for the Information Technology Department at GGFRT. Label one “IT Mission Statement:” and one “IT Vision Statement:”. The format should be:

a. IT Mission Statement: (stated in full sentences)

b. IT Vision Statement: (stated in full sentences)

Use what you learn from the case study to create your own idea for the IT Mission Statement (current IT goals); and use the case study situation at GGFRT to write the IT Vision Statement for the IT department (future IT goals).

 

Refer to the course materials on mission and vision, particularly the reading on “Creating a Future Vision for the Chief Information Officer”. If you need help on a mission statement, do a little research on the web; you will find many examples of IT mission statements.

 

4. Governance – Using the course content materials and the case study, describe, following the format below for each section, how the IT governance process should work for GGFRT. Lance wants to engage the other senior leaders, so include:

a. who the participants are,

b. what each of their roles are on the governance board (why each is a member of the governance body, not their general roles in the company),

c. what specific governance methodology should be established/justification (i.e. COBIT, ITIL, etc.; documents in various weeks’ content), discussing your choice based on projects/case study

d. what responsibilities the governance body would have, and

e. how they would prioritize IT projects (prioritization tool, general criteria that is being considered for determining project importance, specific systems being planned should not be noted as the priority)

 

Refer to the course materials on governance and you should supplement those documents with external research. IT Governance methodologies are covered in Week 5’s course content.

 

5. Inventory of Current IT Systems – Using the information in the Case Study, you will use the table provided to describe the current systems in use (not the systems being planned or in process of being completed, servers and PCs are hardware, not systems) and the IT resources allocated to their support. Copy and complete the table below, creating additional rows as needed to cover all current systems at GGFRT (if needed), then write a brief introductory paragraph prior to the table. The paragraph must come first before your table, to explain what the table is providing.

 

Current System

Spring 2019

Function/

Description

Strategic Goal aligned to (business strategic objective from part 1 of this assignmentBusiness Unit/

Department

Business BenefitsIT spring ‘19 Resources (people, equipment supporting this system)
 

 

 

 

The “right” and “wrong” answers should do with if you correctly incorporated the course concepts from the course content materials and addressed all parts of the assignment. The content of the mission and vision statements you create is not as important as that it makes sense considering the course content and the Case Study. Use the Rubric below to be sure you have covered all aspects of the assignment.

Formatting Your Assignment

 

· Create a title page that includes: The company name, title of assignment, your name, Course and Section number and date.

· Use the numbering format in the assignment instructions above, for these sections:

1. Business Statement

2. Business Strategic Objectives (table format)

3. IT Mission and IT Vision Statement

a. IT Mission Statement

b. IT Vision Statement

4. Governance

a. who the participants are,

b. what each of their roles are on the governance board (why each is a member of the governance body, not their general roles in the company),

c. what specific governance methodology should be established/justification (i.e. COBIT, ITIL, etc.; documents in various weeks’ content),

d. what responsibilities the governance body would have, and

e. how they would prioritize IT projects (prioritization tool, criteria that is being considered for determining project importance)

5. Inventory of Current IT Systems

 

· Write a short concise paper: Use the recommendations provided in each area for length of response. It’s important to value quality over quantity.

· Content areas should be double spaced; table entries should be single spaced.

· To copy a table: Move your cursor to the table, then click on the small box that appears at the upper left corner of the table to highlight the table; right click and COPY the table; put the cursor in your paper where you want the table and right click and PASTE the table.

· Ensure that each of the tables is preceded by an introductory sentence that explains what is contained in the table, so the reader understands why the table has been included (if included in the instructions).

· Use at least two resources with APA formatted citation and reference. Any course content should be from the class reading content, not the assignment instructions or case study itself. For information on APA format, refer to Content>Course Resources>Writing Resources.

· Begin a Reference Page for resources required for this assignment. Use APA format for your reference page.

· Running headers are not required for this report.

· Writing should always be in third person.

· Compare your work to the Grading Rubric below to be sure you have met content and quality criteria.

· Submit your paper as a Word document, or a document that can be read in Word. Keep tables in Word format – do not paste in graphics. The paper should be uploaded to the ITSP #1 assignment folder.

· Your submission should include your last name first in the filename: Lastname_Firstname_ITSP1

GRADING RUBRIC:

Criterion90-100%

Far Above Standards

80-89%

Above Standards

70-79%

Meets Standards

60-69%

Below Standards

< 60%

Well Below Standards

Possible Points
Business Statement

 

 

 

 

 

 

 

 

 

 

 

 

5 Points

 

The summary description of the business in the Case Study is complete, clear and concise and sets the stage for the remainder of the ITSP; demonstrates understanding of course concepts, analysis and critical thinking.

4 Points

 

The summary description of the business in the Case Study is clear and concise and sets the stage for the remainder of the ITSP.

3.5 Points

 

A summary description of the business in the Case Study is provided.

3 Points

 

The summary description of the business in the Case Study is unclear, not concise, and/or does not set the stage for the remainder of the ITSP.

0-2 Points

 

Little or no summary description of the business in the Case Study is included.

5

 

Business Strategic Objectives9-10 Points

 

This section includes an effective and well-written introductory paragraph that is applicable to the Case Study and the table that follows. Three (3) business strategic objectives are listed and fully stated. One new objective, highly relevant to the Case Study, is listed, also fully stated, and clearly relates to how the management team will improve the business; work demonstrates understanding of course concepts, analysis and critical thinking.

8 Points

 

This section includes an appropriate introductory paragraph that is applicable to the Case Study and the table that follows. Three (3) business strategic objectives are listed and are fully stated. One new objective, relevant to the Case Study, is listed; it clearly relates to how the management team will improve the business.

7 Points

 

This section includes an introductory paragraph that applies to the Case Study. Three (3) business strategic objectives from the Case Study are listed. One new objective, relevant to the Case Study, is listed; it relates to how the management team will improve the business.

6 Points

 

Fewer than three (3) business strategic objectives are listed or they are not drawn from the Case Study; the table lacks an introduction; the new strategic objective is not relevant to the Case Study; and/or new strategic objective does not relate to how the management team will improve the business.

0-5 Points

 

Few or no business strategic objectives are listed; the table lacks an introduction; a new objective is not added; and/or objectives are not related to the Case Study.

10
IT Vision and Mission Statements18-20 Points

 

IT Vision and Mission Statements are clearly written and highly relevant to the Case Study; and demonstrate strong understanding of course concepts, analysis and critical thinking.

16-17 Points

 

IT Vision and Mission Statements are clearly written and relevant to the Case Study; demonstrate understanding of course concepts, analysis and critical thinking.

14-15 Points

 

IT Vision and Mission Statements are both included and are relevant to the Case Study.

12-13 Points

 

IT Vision and Mission Statement do not cover both vision and mission, are not relevant to the Case Study, or are lacking in demonstration of understanding of course concepts, analysis and/or critical thinking.

0-11 Points

 

One or both IT Vision and Mission Statements are not included, and/or do not relate to the Case Study; and/or are poorly written and do not convey the information.

20
Governance23-25 Points

The Governance Section presents a well–supported and convincing explanation of a governance process for the business in the Case Study that engages other senior leaders in the organization. This section includes a thorough discussion of all five (5) topics: participants, roles of participants, what governance methodology should be established/ justified along with a cited source, responsibilities of the governance body, and the prioritization criteria/tool/ process for IT projects; is highly applicable to and appropriate for the Case Study; and demonstrates understanding of course concepts, analysis and critical thinking.

 

20-22 Points

 

The Governance Section presents a good explanation of a governance process for the business in the Case Study that engages other senior leaders in the organization. This section includes a clear discussion of four (4) topics: participants, roles of participants, what governance methodology should be established/ justified responsibilities of the governance body, and the prioritization criteria/tool/ process for IT projects; and is clearly applicable to and appropriate for the Case Study.

18-19 Points

 

The Governance Section addresses how the CIO will engage the other senior leaders and includes three (3) topics: who the participants are, what their roles are (why they are members of the governance body), what governance methodology should be established, what responsibilities the governance body would have, and how they would prioritize IT projects (criteria/tool/ process). .

15-17 Points

 

Governance section does not include all required content (two (2) or less) (participants, roles, methodology, responsibilities, and prioritization criteria/tool/ process for IT projects); is not applicable to or appropriate for the Case Study.

0-14 Points

 

Little or none of the required information is presented in the Governance section; and/or it is not relevant to the Case Study.

25

 

Inventory of Current IT Systems18-20 Points

This section includes an effective and well-written introductory paragraph that is applicable to the Case Study and the table that follows. The completed table contains all required information accurately extracted from the Case Study; demonstrates thorough understanding of course concepts, analysis and critical thinking.

16-17 Points

 

This section includes an appropriate introductory paragraph that is applicable to the Case Study and the table that follows. The completed table contains all required information accurately extracted from the Case Study; demonstrates understanding of course concepts, analysis and critical thinking.

14-15 Points

 

This section includes an introductory paragraph that applies to the Case Study. The completed table contains all required information extracted from the Case Study.

12-13 Points

 

This section is somewhat incomplete (lacking in introduction or required table, or table content is incomplete); is not applicable to the Case Study; or is lacking in demonstration of understanding of course concepts, analysis and/or critical thinking.

0-11 Points

 

Little or no information is provided on the Inventory of Current IT Projects; table is missing; and/or information presented does not apply to the Case Study.

20
External Research9-10 Points

 

Two (2) or more sources other than the class materials are incorporated, are substantive and are used effectively. Sources used are relevant and timely, contribute to the analysis and support conclusions. References are appropriately incorporated and cited using APA style.

8 Points

 

At least one (1) source other than the class materials is incorporated and used effectively. Source(s) are relevant and contribute to the analysis. References are appropriately incorporated and cited using APA style.

7 Points

 

At least one (1) source other than the class materials is used and properly incorporated into the text. Reference is cited using APA style.

6 Points

 

A source other than the class materials may be used, but is not properly incorporated, and/or is not relevant or timely; and/or APA style for references and citations is not followed.

0-5 Points

 

No external research is incorporated or reference listed is not cited within text.

10
Report Format9-10 Points

 

Report is very well organized and is easy to read. Very few or no errors in sentence structure, grammar, and spelling; presented in a professional format.

8 Points

 

Report reflects effective organization; has few errors in sentence structure, grammar, and spelling; presented in a professional format.

7 Points

 

Report has some organization; may have some errors in sentence structure, grammar and spelling.

6 Points

 

Report is not well organized, and/or contains several grammar and/or spelling errors.

0-5 Points

 

Report is extremely poorly written, has many grammar and/or spelling errors, or does not convey the information.

10
TOTAL

Possible Points

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