Troy Montgomery, a consultant at Humana in April of 2015, was tasked with providing leaders of Humana’s corporate real estate group, Workplace Solutions (WPS), with an answer as to how to provide early cost estimates on large construction projects. Should they create a solution internally, outsource development of a solution, or look to an existing solution to provide a “cost calculator”? There was so much variation in the types of projects WPS worked on, not to mention an assortment of internal clients they served. Such complexity made it virtually impossible to come to a straight forward recommendation.
{"title":"Cost estimating - Make or Buy?","authors":"T. Montgomery","doi":"10.28945/3649","DOIUrl":"https://doi.org/10.28945/3649","url":null,"abstract":"Troy Montgomery, a consultant at Humana in April of 2015, was tasked with providing leaders of Humana’s corporate real estate group, Workplace Solutions (WPS), with an answer as to how to provide early cost estimates on large construction projects. Should they create a solution internally, outsource development of a solution, or look to an existing solution to provide a “cost calculator”? There was so much variation in the types of projects WPS worked on, not to mention an assortment of internal clients they served. Such complexity made it virtually impossible to come to a straight forward recommendation.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114268099","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It was Friday afternoon and Rob Hammond, product executive for enterprise products at Syniverse, was sitting at his desk reviewing the draft board presentation that would be delivered next week. The first section of the draft presentation described the current enterprise SMS market--Hyper Competitive; the next section reviewed the company’s positioning--Vulnerable to Commodization; and the final section was blank, titled--Product Investments: Development Prioritization and Sales Training. Should Rob invest in sales efforts to promote Syniverse’ new value added enterprise product, or instead leverage Syniverse’ past success to pursue high growth emerging markets--like India, Southeast Asia, Latin America, and Greater China? These markets continued to grow rapidly and remained robust growth prospects for at least the next five years. To make an impact in the coming fiscal year, Rob had to focus organization efforts now in order to align the product development plans with sales training and distribution.
{"title":"How to Grow Revenues in an uncertain World?","authors":"R. W. Hammond","doi":"10.28945/3650","DOIUrl":"https://doi.org/10.28945/3650","url":null,"abstract":"It was Friday afternoon and Rob Hammond, product executive for enterprise products at Syniverse, was sitting at his desk reviewing the draft board presentation that would be delivered next week. The first section of the draft presentation described the current enterprise SMS market--Hyper Competitive; the next section reviewed the company’s positioning--Vulnerable to Commodization; and the final section was blank, titled--Product Investments: Development Prioritization and Sales Training. Should Rob invest in sales efforts to promote Syniverse’ new value added enterprise product, or instead leverage Syniverse’ past success to pursue high growth emerging markets--like India, Southeast Asia, Latin America, and Greater China? These markets continued to grow rapidly and remained robust growth prospects for at least the next five years. To make an impact in the coming fiscal year, Rob had to focus organization efforts now in order to align the product development plans with sales training and distribution.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133180780","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Mark Hulse, Chief Information Officer at Moffitt Cancer Center wondered out loud as he stared at the results of the survey used to determine organizational readiness for change. Much about this implementation seemed to be different from his prior experiences: the academic setting, the physician led leadership structure, the regulatory requirements driving change, and the government incentives to reduce the financial burden of implementation.
莫菲特癌症中心(Moffitt Cancer Center)首席信息官马克·赫尔斯(Mark Hulse)盯着用来确定组织变革准备程度的调查结果，不禁大声问道。这次实施似乎与他之前的经历有很多不同:学术环境、医生领导的领导结构、推动变革的监管要求，以及政府为减轻实施的经济负担而采取的激励措施。
{"title":"Physician EMR Adoption in an Academic Setting","authors":"J. J. Culumber","doi":"10.28945/3582","DOIUrl":"https://doi.org/10.28945/3582","url":null,"abstract":"Mark Hulse, Chief Information Officer at Moffitt Cancer Center wondered out loud as he stared at the results of the survey used to determine organizational readiness for change. Much about this implementation seemed to be different from his prior experiences: the academic setting, the physician led leadership structure, the regulatory requirements driving change, and the government incentives to reduce the financial burden of implementation.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"1295 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115829637","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Shane Collier, founder of Consolidated Reality, LLC (CReal) considered this proposition as he contemplated a potential venture with Beyond the Psy (BtP) which involved moving high-value, sensitive content to the cloud. With an extensive technical and business background, he grew to appreciate the value of cloud computing, along with its impact on business. To be leveraged correctly, you had to do more than simply migrate your existing infrastructure to the Cloud, or build a traditional application as a Cloud based solution--you had to innovate. Moreover, to leverage the cloud globally, you had to understand culture and its impact on security.
Consolidated Reality, LLC (CReal)的创始人Shane Collier在考虑与Beyond the Psy (BtP)合作时考虑了这个问题，该公司将高价值、敏感的内容转移到云端。凭借丰富的技术和业务背景，他逐渐认识到云计算的价值及其对业务的影响。要正确利用这些资源，您必须做的不仅仅是将现有基础设施迁移到云，或者将传统应用程序构建为基于云的解决方案——您必须进行创新。此外，要在全球范围内利用云，您必须了解文化及其对安全性的影响。
{"title":"Do the Clouds Really have Limits?","authors":"Shane Collier","doi":"10.28945/3555","DOIUrl":"https://doi.org/10.28945/3555","url":null,"abstract":"Shane Collier, founder of Consolidated Reality, LLC (CReal) considered this proposition as he contemplated a potential venture with Beyond the Psy (BtP) which involved moving high-value, sensitive content to the cloud. With an extensive technical and business background, he grew to appreciate the value of cloud computing, along with its impact on business. To be leveraged correctly, you had to do more than simply migrate your existing infrastructure to the Cloud, or build a traditional application as a Cloud based solution--you had to innovate. Moreover, to leverage the cloud globally, you had to understand culture and its impact on security.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"356 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122037990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Alex Campoe, Director for Information Security at the University of South Florida, had just come out from a meeting with the CIO of the University, and this thought summed up the CIO’s opinion. While Alex had heard of the term cyber insurance, this was the first time he had actually been compelled to think seriously about it. Until now, he had not considered the possibility that he might actually negotiate the terms of such a policy. There had not been any significant cyber incident at USF, and by all accounts, the IT team at USF did a fine job. Besides, he had always assumed that as a state institution, he had the backing of the State of Florida in case a severe cyber-incident were to affect USF. So, the possibility that the leadership at USF might seriously consider paying for a cyber insurance policy had not occurred to him until his CIO actually brought it up that morning.
{"title":"Cyber Insurance at USF","authors":"M. Agrawal, S. Shivendu","doi":"10.28945/3554","DOIUrl":"https://doi.org/10.28945/3554","url":null,"abstract":"Alex Campoe, Director for Information Security at the University of South Florida, had just come out from a meeting with the CIO of the University, and this thought summed up the CIO’s opinion. While Alex had heard of the term cyber insurance, this was the first time he had actually been compelled to think seriously about it. Until now, he had not considered the possibility that he might actually negotiate the terms of such a policy. There had not been any significant cyber incident at USF, and by all accounts, the IT team at USF did a fine job. Besides, he had always assumed that as a state institution, he had the backing of the State of Florida in case a severe cyber-incident were to affect USF. So, the possibility that the leadership at USF might seriously consider paying for a cyber insurance policy had not occurred to him until his CIO actually brought it up that morning.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130232944","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
David Rohret, the founder of the Joint Vulnerability Assessment Branch (JVAB) pondered this difficult question. Since 2003, he had been involved in building a team that was uniquely positioned to identify a wide range of vulnerabilities in military and commercial communications and web-based systems. He could cite numerous examples of past situations where the early use of JVAB’s services led to, or could have led to, tens of millions of dollars in savings—or possibly more, had the issues they detected been left unattended. The value that JVAB offered was gradually being recognized and, as a result, demand for their services was building. The problem was that it was nearly impossible to hire people with the skills necessary to meet the growing need.
{"title":"Expanding Joint Vulnerability Assessment Branch","authors":"T. Gill","doi":"10.28945/3558","DOIUrl":"https://doi.org/10.28945/3558","url":null,"abstract":"David Rohret, the founder of the Joint Vulnerability Assessment Branch (JVAB) pondered this difficult question. Since 2003, he had been involved in building a team that was uniquely positioned to identify a wide range of vulnerabilities in military and commercial communications and web-based systems. He could cite numerous examples of past situations where the early use of JVAB’s services led to, or could have led to, tens of millions of dollars in savings—or possibly more, had the issues they detected been left unattended. The value that JVAB offered was gradually being recognized and, as a result, demand for their services was building. The problem was that it was nearly impossible to hire people with the skills necessary to meet the growing need.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129131688","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Fischer Fixing Systems: Moving Forward with the Workforce - Change Communication at the Global Distribution Center","authors":"K. Moeller, J. Gabel, F. Bertagnolli","doi":"10.28945/3457","DOIUrl":"https://doi.org/10.28945/3457","url":null,"abstract":"","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114688061","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the scorching and sultry heat of a Mumbai summer Prem Yadav, the Director of Pratham Info Tech Foundation (referred to as the Foundation), Mumbai, India and his team were busy teaching basic computer skills to students attending a school for children raised in poor households. These children were stumbling at every stage. Classrooms were very small and congested. Electricity supply was erratic. Software products were available only in English and were not compatible with the hardware. Schools and teachers were unenthusiastic if not wary of the additional burden put on them. This was the situation in spite of the fact that for four years since 1998, Prem and his team had tried everything to integrate Information and Communication Technology (ICT) in 54 Municipal Corporation schools, (schools run by the civic body that governs the city) started mainly for unprivileged children. The team enjoyed moderate success, but the overall impact was small.
{"title":"Integrating ICT in School Education: a Case of Pratham Info Tech Foundation, India","authors":"Prema Basargekar, Chandan Singhavi","doi":"10.28945/2328","DOIUrl":"https://doi.org/10.28945/2328","url":null,"abstract":"In the scorching and sultry heat of a Mumbai summer Prem Yadav, the Director of Pratham Info Tech Foundation (referred to as the Foundation), Mumbai, India and his team were busy teaching basic computer skills to students attending a school for children raised in poor households. These children were stumbling at every stage. Classrooms were very small and congested. Electricity supply was erratic. Software products were available only in English and were not compatible with the hardware. Schools and teachers were unenthusiastic if not wary of the additional burden put on them. This was the situation in spite of the fact that for four years since 1998, Prem and his team had tried everything to integrate Information and Communication Technology (ICT) in 54 Municipal Corporation schools, (schools run by the civic body that governs the city) started mainly for unprivileged children. The team enjoyed moderate success, but the overall impact was small.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121336308","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：