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MGMT 408 DeVry Entire Course Latest
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MGMT 408 DeVry Week 1 Discussion 1 Latest
Managerial Skill Sets (graded)
What are the differences in skill sets required for each level of IT management? What are the differences in skill sets between techni
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What are the differences in skill sets required for each level of IT management? What are the differences in skill sets between technical employees and managers? This section lists options that can be used to view responses.
MGMT 408 DeVry Week 1 Discussion 2 Latest
IT Integration Into the Business (graded)
Describe the functions performed by various IT departments (for example, help desk, planning, operations, development, and planning).
MGMT 408 DeVry Week 2 Discussion 1 Latest
IT Assets and Asset Management Tools (graded)
Explain the concept of IT assets. Identify some of these assets.
MGMT 408 DeVry Week 2 Discussion 2 Latest
IT Operations and Asset Management (graded)
Choose one of the following terms and describe, in detail, what it is and how it affects IT operations and asset management.
Asset management tools
Asset maintenance tools
MGMT 408 DeVry Week 3 Discussion 1 Latest
Types of Feasibility Analysis (graded)
After reading the lecture, reading the assigned white papers, and researching financial feasibility analysis methods, describe the major types of financial feasibility analysis. Which is the most important?
MGMT 408 DeVry Week 3 Discussion 2 Latest
Systems Analysis (graded)
Provide a definition of one of the seven key systems elements provided in the text. Discuss the importance of this element and how it can affect a project.
MGMT 408 DeVry Week 4 Discussion 1 Latest
Project Priority (graded)
If you were given the task of prioritizing the IT department's project list, what method would you use to prioritize the projects? What are the advantages and disadvantages of this method?
MGMT 408 DeVry Week 4 Discussion 2 Latest
Add-on Projects (graded)
How would you evaluate and prioritize projects that are not included in the current budget?
MGMT 408 DeVry Week 5 Discussion 1 Latest
Capital and Operating Budgets (graded)
Using the list of budget items attached to this .next.ecollege.com/CurrentCourse/Documents/Week_5_TDA_budget_list.docx">link, identify which items belong on the capital budget and which items belong on the operating budget. Explain how you decided to place each item on either the capital budget or the operating budget. This section lists options that can be used to view responses.
MGMT 408 DeVry Week 5 Discussion 2 Latest
IT Budget Impacts (graded)
What impact does the IT budget have on the company, both short-term and long-term?
MGMT 408 DeVry Week 6 Discussion 1 Latest
MGMT 408 DeVry Week 6 Discussion 2 Latest
How would you evaluate and prioritize projects that are not included in the current budget? This section lists options that can be used to view responses.
MGMT 408 DeVry Week 7 Discussion 1 Latest
Security Areas and Tools (graded)
Think about the items an IT department must manage (computers, networks, telephones, etc.). Identify one major area of IT responsibility and explain how that area affects the IT department security plan. This section lists options that can be used to view responses.
MGMT 408 DeVry Week 7 Discussion 2 Latest
Applied Security (graded) Review Case Study 4-6: The Challenges of Local System Design for Multinationals: The Max Fli Sales Force Automation System at BAT. What security issues can you identify in this case study?
MGMT 408 DeVry Week 1 Assignment Latest
Case Study 1 – Mid south Chamber of Commerce (A):
The Role of the Operating Manager in Information Systems, page 10 (graded).
Using the Case Study Template format found in Doc Sharing, submit your recommended course of action. Your case study should be no more than five pages long, including the title page.
Submit your assignment to the Dropbox located on the silver tab at the top of this page.
For instructions on how to use the Dropbox, read these
Or watch this Tutorial
See the Syllabus section "Due Dates for Assignments & Exams" for due date information.
An introduction is used to let the reader know:
The main entity or entities involved
The major question or issue being analyzed
Introductions for case studies in this course should be one paragraph in length.
This is a brief overview of the main problems or questions involved. Historical information can be used as long as it has a direct bearing on the items being analyzed. Provide enough description that a reader that is unfamiliar with the case will understand the context of your analysis. For this course, background information should be two to three paragraphs in length, maximum.
The discussion includes an analysis of each problem or question. The analysis can include:
The problem or question and its impact on the main entities involved.
How the problem or question is linked to the topics we have discussed or read to this point.
How the problem or question is linked to best practices in industry.
A solution or multiple solutions and an evaluation of those solutions.
In this course the case studies will have at least one major problem or question. There may be secondary problems or questions but there will be, at most, one or two secondary issues. Use as much space as necessary to provide a rational analysis but if there are more than four or five paragraphs for a given question the analysis needs to be reviewed and made more concise.
Summarize your solutions and describe how those solutions improve the current situation or resolve the problems in the case. The conclusion should be one to two paragraphs.
All references must be properly cited and referenced using APA format. Refer to the syllabus for tutorials and resources on using APA format.
MGMT 408 DeVry Week 3 You Decide Latest
A Make-or-Buy Decision at Baxter Manufacturing Company
Baxter Manufacturing Company (BMC) is a leader in deep-drawn stampings. It has been in business since 1978 as a privately held company. The process for making these stampings is very involved and complex.
BMC developed methods for efficiently producing large volumes of stampings while keeping their quality very high. BMC uses state of the art machines to make the stampings and they make all the tooling necessary for those machines. In the years since their founding, many changes have impacted the industry – especially when it comes to computer networks and software. In the 1980s many of BMC's customers went to Just In Time manufacturing which affected BMC production schedules and inventory management. Automotive customers began asking for Electronic Data Interchange (EDI) capabilities around 1992. All of this has affected BMCs Information Technology department.
Over the years, BMC has embraced the use of computers, computer technology, and software to enhance their competitive advantage and customer relationships. They have added CAD/CAM capabilities, a homegrown scheduling spreadsheet, and financial applications. A Commercial Off the Shelf (COTS) scheduling package was purchased in 1989 but the implementation was unsuccessful. Another COTS scheduling systems was purchased in 1991 but, again, the software did not match the needs of BMC. A new MIS manager, Don Collins, was hired in 1994 and he led an effort to develop a mini-computer based system to accept EDI orders from customers and allow customer service to create shipping schedules, as well as raw materials tracking, in process inventories, and finished goods inventories. These internally developed systems were so successful that the MIS department was flooded with requests for more systems.
Don believes that it will take 2 years to internally develop the manufacturing software systems BMC needs to remain competitive. Lou Moore, Vice President of Manufacturing, thinks a COTS package from Effective Management Systems, Inc. (EMS) is the answer to BMCs manufacturing software needs. Specifically, he recommends the EMS Time Critical Manufacturing package. The software costs $220,000 up front and yearly maintenance contracts are available for $55,000 per year. EMS will allow limited customized changes to the software and the labor for those changes will be billed at $60 per hour. To deal with all the requests for new systems and to prioritize projects a steering committee has been established. The members of the steering committee are President Kyle Baxter, Controller Lou Wilcox, Sue Barkley (Vice President for Customer Relations) and Kyle's sister, and Don Collins. The steering committee is currently discussing the option of in-house development (make) or purchasing .equella.ecollege.com/file/aef336af-3922-42fc-8e2b-8c8a9c1e912c/1/MGMT408_W3_YouDecide.html#">
Your role is that of Sue Barkley. You will recommend a course of action to your brother, Kyle, in regards to the new manufacturing software system. The obvious choices are do nothing, accept the EMS proposal and start implementation, or take Don Collins advice and create the system in-house. Are there others?
.equella.ecollege.com/file/aef336af-3922-42fc-8e2b-8c8a9c1e912c/1/images/KyleBaxter.jpg" alt="Photo of kyle baxter">Kyle BaxterPresident
.equella.ecollege.com/file/aef336af-3922-42fc-8e2b-8c8a9c1e912c/1/images/LucasMoore.jpg" alt="Photo of lucas moore">Lucas MooreVice President of Manufacturing
.equella.ecollege.com/file/aef336af-3922-42fc-8e2b-8c8a9c1e912c/1/images/DonCollins.jpg" alt="Photo of don collins">Don CollinsMIS Manager
.equella.ecollege.com/file/aef336af-3922-42fc-8e2b-8c8a9c1e912c/1/images/SueBarkley.jpg" alt="Photo of sue barkley">Sue BarkleyVice President for Customer Relations
Given the scenario, your role and the information provided by the key players involved, it is time for you to make a decision.
If you are finished reviewing this scenario, close this window and return to this Week's You Decide tab, in your course, to complete the activity for this scenario.
You can return and review this scenario again at any time.
Write a two (2) page paper that presents your decision and supports it with evidence from the course text, lectures, whitepapers, and discussions. Outside research is not required but if you use outside sources they must be cited and referenced properly. Use the Case Study Template found in Doc Sharing.
Demonstrate a strong grasp of the problem at hand. Demonstrate understanding of how the course concepts apply to the problem.
Apply original thought to solving the business problem. Apply concepts from the course material correctly toward solving the business problem.
Write your answer clearly and succinctly using strong organization and proper grammar. Use citations and references correctly.
A quality paper will meet or exceed all of the above requirements.
MGMT 408 DeVry Week 4 Assignment Latest
Case Study 3-8: Purchasing and Implementing a Student Management System at Jefferson County School System
Using the Case Study Template format found in Doc Sharing, submit your evaluation of JCSS selection and implementation process. What went well? What needed to be better? What could they have done to improve their results? Your case study should be no more than five pages long, including the title page.
Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these
.next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184">step-by-step instructions or watch this Tutorial
MGMT 408 DeVry Week 6 Assignment Latest
Case Study 4-1: The Clarion School for Boys, Inc. – Milwaukee Division: Making Information Systems Investments.
Using the Case Study Template format found in Doc Sharing, submit your assessment of three projects that need to be implemented immediately at the Clarion School and how you would prioritize those projects. (What method and criteria would you use to prioritize the projects?)
Your case study should be no more than five pages long, including the title page.
MGMT 408 DeVry Final Exam Latest
Question 1. 1. (TCO 1) Some organizations have created an officer-level position for a senior IT manager known as the _____. (Points : 5)
chief information officer (CIO)
chief operating officer (COO)
chief executive officer (CEO)
chief financial officer (CFO)
Question 2. 2. (TCO 2) How has information technology (IT) created new ways of working? (Points : 5)
Through the use of portable devices for telecommuting
Geographically separated team members can work on virtual teams
Free agents can contract their services to multiple companies.
All of the above
Question 3. 3. (TCO 3) Network monitoring is used to _____. (Points : 5)
catch people using work computers for personal matters
ensure network stability
minimize technology use
keep applications segregated
Question 4. 4. (TCO 4) The three main phases in the Systems Development Life Cycle (SDLC) are _____. (Points : 5)
Start, Work, End
Definition, Construction, Implementation
Analysis, Definition, Implementation
Design, Building, Testing
Question 5. 5. (TCO 5) Incremental (Run-Rate) budgeting assumes that next year’s operations will be _____ this year’s operations. (Points : 5)
the same as
No assumptions are made.
Question 6. 6. (TCO 6) The security concept of least privilege means: (Points : 5)
Only those above a certain position should have access to information.
Access rights are allocated strictly as needed to accomplish tasks.
Everyone should be allowed access to everything.
No person or application should be allowed access to anything.
Question 7. 7. (TCO 1) Information services (IS) generally focuses on a high level of _____ but, at the same time, they need to be _____ in order to respond to the business units’ needs. (Points : 5)
Question 8. 8. (TCO 2) One system used to help ensure that business units’ expectations of IT service delivery are aligned with the organizational costs of providing that service is a _____. (Points : 5)
Question 9. 9. (TCO 3) The information services (IS) department is responsible for providing _____ support to employees of the company. (Points : 5)
Question 10. 10. (TCO 4) A project that uses new technology, forces a critical change in the business, and is very large and complex should be managed by _____. (Points : 5)
the IS department
multiple project leaders
a project manager
someone from a business unit
Question 11. 11. (TCO 5) Prioritizing projects based on risk requires that the project manager be _____. (Points : 5)
a critical thinker
creative, consistent, and efficient
Question 12. 12. (TCO 10) Most businesses have greatly underestimated their _____. (Points : 5)
need for security
cost of security
Question 1. 1. (TCO 1) Briefly describe the role of an IT manager. (Points : 10)
Question 2. 2. (TCO 2) What is the difference between centralized and de-centralized information systems (IS) governance? (Points : 10)
Question 3. 3. (TCO 3) Identify three hardware and three software components used in modern networks. (Points : 10)
Question 4. 4. (TCO 4) Briefly describe the seven steps of the vendor selection methodology. (Points : 10)
Question 5. 5. (TCO 5) Explain the difference between incremental (run rate) and zero-based budgeting. (Points : 10)
Question 6. 6. (TCO 6) Identify and explain the areas of security concern for IT security. (Points : 10)
Question 7. 7. (TCO 1) Explain the differences in skill sets required for IT technical personnel and for entry level IT managers. (Points : 15)
Question 8. 8. (TCO 2) How would you establish and maintain relationships with other business units within the company? (Points : 15)
Question 9. 9. (TCO 3) What are formal and informal systems? Why is it important for IT to recognize and support both systems? (Points : 20)
Question 10. 10. (TCO 4) List the major sections of a business case, and describe the purpose of each section. (Points : 20)
Question 11. 11. (TCO 5) What is the long-term effect on a company by consistently underfunding IT projects or the IT capital budget? (Points : 15)
Question 12. 12. (TCO 6) Analyze the relationship between security and productivity. (Points : 15)y (IT) created new ways of working? (Points : 5)
creative, consistent, and effici