Finish short answer questions in 1-2 pages. These are chapter1 and 2 from the book provided.

1. In the vignette about Keri Lee, how have databases benefited her

life? Are these benefits substantial or superficial?

2. What is a marketing database, and why are databases important to

marketers?

3. What are some of the trends that have led to the utilization of marketing databases?

4. How is database marketing different from aggregate marketing?

5. What are some of the advantages and disadvantages of database

marketing compared to traditional brick and mortar marketing?

6. What do you think about the concerns some consumers have about

database marketing? How would you respond to those concerns?

1. What is the primary purpose of a marketing database?

2. What is the difference between a customer database and other

types of marketing databases?

3. Why is it important to examine the marketing environment and

organizational resources before proceeding to develop a marketing

database?

4. How are database marketing strategies different from marketing

programs?

5. What advantages do databases provide to marketers for implementing marketing programs?

6. Provide an example of how tactical database implementation is

different from strategic database implementation.

1. Which microprocessor pins are used to request and acknowledge a DMA transfer?

2. A DMA read transfers data from _________ to  _________.

3. The DMA controller selects the memory location used for a DMA transfer through what bus signals?

4. What is a memory-to-memory DMA transfer?

5. Describe the effect on the microprocessor and DMA controller when the HOLD and HLDA pins are at their logic 0 levels.

6. If the 8237 DMA controller is decoded at I/O ports 2000H -200FH, what ports are used to program channel 1?

7. How many bytes can be transferred by the 8237 DMA controller?

8. Write a sequence of instructions that transfers data from memory to an external I/O device by using channel 3 of the 8237. The memory area to be transferred is at location 20000H -20FFFH.

9. The 3 ½” disk is known as a(n) __________ floppy disk.

10. A track is divided into sections of data called __________.

11. Why is NRZ recording used on a disk memory system?

12. Draw the timing diagram generated to write a 1001010000 using RLL encoding

13. Why must the heads on a hard disk be parked?

14. What is a WORM?

15. How much data can be stored on a common DVD, an HD-DVD, and a Blu-ray DVD?

16. What are the three primary colors of light?

17. What is a pixel?

18. What 8086/8088 signal is used to select the direction of the data flows through the 74LS245 bidirectional bus buffer?

19. How much time is allowed for memory access when the 8086/8088 is operated with a 5MHz clock?

20. What are the five major keywords in VHDL for the five major logic functions (AND, OR, NAND, NOR, and invert)?

21. Write the software required to place a logic 1 on the PC7 pin of the 82C55during strobed input operation. 

22. How many ICWs are needed to program the 8259A when operated as a single master in a system?

23. Explain how a TTL RGB monitor can display 16 different colors.

24. Explain how an analog RGB monitor can display an infinite number of colors.

25. If a video system uses a vertical frequency of 60 Hz and a horizontal frequency of 32,400 Hz, how many raster lines are generated?

Due:  Midnight Sunday of Unit 6. 

In this assignment, you will explore the business situation that Proctor and Gamble faced and how it was resolved using effective project management. 

Refer to the attached documents for the case study and full assignment details and the rubric. 

The requirements for the assignments are:  Read the Mini Case Study attached to the assignment.  Address the following items based on the reading: 1. List and describe the project team roles.  2. List the stakeholders and why you think they are stakeholders.  3. Identify the key stakeholders.  The paper must be APA-formatted as a Word document.  SafAssign will be used to check this assignment for plagiarism. Remember to paraphrase in your own words and do not copy directly.  The length must be a minimum of two pages, excluding the title and reference pages.  Include at least one reference. 

That was the challenge facing Procter & Gamble (P&G), the global consumer products company, when it needed to enhance its nearly 20-year-old ordering, shipping and billing software and work processes. This was no simple IT patch, however: The system served the very heart of P&G’s US$84 billion business. The company knew it had to identify, mitigate and manage any and all risks to the new system. “This was the equivalent of heart transplant surgery,” says Bruno Pont, P&G associate director of global business services, Geneva, Switzerland. 

Covering North America, Europe and 150-plus export markets, the project would directly impact a diverse portfolio of 250,000 products that includes everything from laundry detergent to pharmaceuticals to snacks. In a single day, the IT system typically juggles 18,000 orders shipped to 150,000 retailers on 8,000 trucks—accounting for US$200 million in revenue. Any glitch would generate unwanted attention and potentially mean a hit to the bottom line.

large systems at the core of even the biggest, and most successful, 

 businesses sometimes need upgrade projects fraught with risk.

in a single day, the it system typically juggles 18,000 orders  shipped to 150,000 retailers on 8,000 trucks—accounting for Us$200 million in revenue.

bruno Pont, left, and francisco fraga, P&G

PhOTO by lEaNNE schERP

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1 July 2010: Western Europe pilot: france

the start of soMething neW The original plan called for a simple IT upgrade project, but that changed as P&G leaders recognized the project’s potential to produce more benefits. Implementing a new, more sophisticated system could also help the company minimize lost sales, create efficiencies in the supply chain and drive down costs across the enterprise. “These were all incredibly important issues that the company needed to address,” says Mr. Pont. “This project provided an excellent opportunity to not only fix an outdated system, but also to move the company forward.” The P&G project was launched in 2009 with two driving goals: to collect and respond to feedback in real time and thereby create more compelling promotions and increase sales, and to identify the best ordering, billing and shipping processes for shipping products to target locations. To ensure the revamp would align with those business goals, P&G’s global business services group created a project charter that included a business case, project assets, enterprise environmental factors, and a summary milestone schedule and budget. “We knew it would be a project that would take several years,” says Patrick Arlequeeuw, P&G’s vice president of global business services, Antwerp, Belgium. “We spent some time on making the business case: What did we want to get out of it? What were the business capabilities we wanted to have? What is the investment and return needed as such? The interesting part is that the preparation time was almost half the project.”

The team also created a project statement of work that outlined the business needs and scope description. The overriding message was clear: The system would protect business continuity, deliver computer cost reduction and improve governance. 

WorK this oUt The project was one of the largest in the company’s history, and carried great risk along with the potential for big benefits. The team took a good, long look at what could go right—and wrong. “We looked at three sources to identify our risks,” explains Francisco Fraga, director of IT, P&G, Cincinnati, Ohio. “First, we really looked at what has gone well or not-so-well in other previous implementations in other companies. So, we really looked externally to learn from those. “At the point we’d started this project, we’d already done 70 smaller successful implementations of the software in the order, shipping and billing area of P&G, so we had a wealth of knowledge internally. “Finally, we reached out to our retailers, and I personally met with many of our top retailers in North America to understand their own experiences with other vendors that had gone through similar transformations.”

Go to Market Strategy

Operating Strategy

Organization Structure

Work Processes

Information Systems

250,000+ productsPA YMENT US$200 million/day

SHIPMENT 8,000 trucks/day

ORDER 18,000 orders/day

CUSTOMER

150,000+

OPEN

P&g’s dailY ordering, shiPPing and Billing Process

“the interesting part is that the preparation time was almost half the project.”

—Patrick arlequeeuw, P&G,  antwerp, belgium

2010

2011

1

1

2

2

4

4

5

5

6

6

7

8

8

3

3

7

sight Unseen The P&G team rolled out the transformation of the work process, organization and systems in waves for a given set of geographies (in Western Europe) or customers (in North america).

1 January 2011: u.s. wave 1 

1 April 2011: u.s. wave 2; Germany, austria, switzerland, belgium and holland

1 May 2011: united Kingdom and Ireland

1 July 2011: u.s. wave 3: all customer exports and interplant systems

1 October 2011: denmark, finland, Norway, Poland, Portugal, spain and sweden

1 November 2011: Italy

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From these discussions, the team identified three major risks: n Loss of business due to an inability to process orders in a timely way n Loss of credibility because of a lack of quality in the shipping process n Loss of sales as competitors took advantage of the transition To mitigate and manage those risks, P&G introduced a board that included three of P&G’s five regional presidents, along with all 14 of P&G’s business unit presidents. The move proved vital. Amidst one major acquisition deal, for example, the board identified potential human resourcing issues that could have thrown off the project. To minimize disruptions to the schedule, P&G reallocated staff from other areas of the company. Given the complexity of the project, P&G also implemented a central technical and project management office team in each region. Local market teams mostly gathered in country head offices, but collocation of big parts of the teams was required for critical weeks such as training and integrated testing. To build esprit de corps among the team members in more than 50 countries, leaders implemented networking events when central and local resources were mixed for specific project periods. They also encouraged management visits that featured inspirational speeches, milestone recognition and celebrations for the completion of particular phases.

noW or never With the project encompassing thousands of customers, products and retailers 

from small shops to one of its largest global retail partners, the team kept a keen eye out for features being added. “With a project like this, it is so easy to add scope,” says Mr. Arlequeeuw. Looking to keep the project on track, the team established a set of global workshops to refine the scope as the project progressed. Headed by a business leader, a subject-matter expert and an IT leader, the workshops used techniques such as brainstorming and mind mapping to document potential gaps in scope. The results allowed for planning, tracking and reporting of any given requirement throughout the project life cycle. The board also discussed possible project enhancements—and dug deep to see if the potential benefits were actually worth it. As implementation drew closer, P&G conducted vigorous testing to simulate the daily order cycle. Once the system was ready, the team executed the rollout in three waves. To keep things running smoothly, so-called “war rooms” let team members “stay on top of what was going on inside the project and react to anything out of the ordinary,” says Mr. Pont. The goal was to communicate everything that happened on the first day of implementation to other teams across the world. “This project was all about changing everything with the external world not noticing at all,” says Mr. Pont. It worked. “One of the things I feel very proud of was how we were able to mitigate the risks successfully and really be able to have a zero impact on the day-to-day operations of our business and our retailers,” says Mr. Fraga. Shipping times and customer satisfaction improved with the new system— though to the outside world, it just seemed like business as usual. PM

Independent Project 2-4

Windows   Mac

Central Sierra Insurance (CSI) sets bonus percentages based on commissions earned by each agent and calculates totals by branch office. This workbook also tracks fundraising efforts of employees for a community event.

[Student Learning Outcomes 2.1, 2.2, 2.3, 2.5, 2.6, 2.7]

File Needed: CentralSierra-02.xlsx (Available from the Start File link.)

Completed Project File Name: [your name]-CentralSierra-02.xlsx

Skills Covered in This Project

• Create, copy, and edit formulas.
• Name cell ranges.
• Set mathematical order of operations.
• Set cell references to be absolute.
• Use the NOW function.
• Use HLOOKUP and VLOOKUP
• Use the SUMIF function.
• Build an IF function.

1. Open the start file CentralSierra-02.xlsx workbook. If the workbook opens in Protected View, click the Enable Editing button so you can modify it. The file will be renamed automatically to include your name. Change the project file name if directed to do so by your instructor, and save it.
2. Select the Tables sheet, select cells A6:B10, and create range names using the Create from Selection button [Formulas tab, Defined Names group].
3. Select cells B1:F2 and click the Name box. Name the selection H_Rates. Note that the first row is arranged in ascending order.
4. Create an HLOOKUP function to display the bonus rate.
   1. Click the Commissions sheet tab and select cell F5.
   2. Start the HLOOKUP function and use cell E5 as the lookup_value.
   3. For the table_array argument, use the H_Rates range.
   4. Use the second row for the row_index_num argument (Figure 2-100).Figure 2-100 HLOOKUP function to display bonus
5. Format the results as Percent Style with two decimal places.
6. Copy the formula in cell F5 to cells F6:F14.
7. Set order of operations to calculate total earnings.
   1. Select cell G5.
   2. Build a formula to add the commissions amount (E5) to the commissions amount times the rate (F5*E5).
   3. Copy the formula in cell G5 to cells G6:G14.
8. Create and copy a SUMIF function to calculate total earnings by branch office.
   1. Select cell E18.
   2. Start the SUMIF function with cells $D$5:$D$14 as the Range argument.
   3. Set the Criteria argument as a relative reference to cell C18.
   4. Select cells G5:G14 for the Sum_range argument and make the references absolute.
   5. Copy the formula in cell E18 to cells E19:E20 without formatting to preserve borders.
   6. Format cells E18:E21 as Currency.
9. Total the earnings in cell E21.
10. Create and format the current date.
    1. Select cell G23 and insert the NOW function.
    2. Select cell G23 and click the Number group launcher [Home tab]. On the Number tab, select the Date category.
    3. Scroll the Type list to find the date that displays the month spelled out, the date, a comma, and a four-digit year (Figure 2-101).Figure 2-101 Date format selected
    4. Click OK. Press Ctrl+Home.
11. Create and copy a VLOOKUP function to display goals for each funding source.
    1. Click the Family Day sheet tab and select cell F6.
    2. Start the VLOOKUP function and use cell E6 as the lookup_value.
    3. Click the Tables sheet tab for the table_array argument and use cells $A$6:$B$10. The data is sorted by the first column in ascending order.
    4. Use the second column as the col_index_num The range_lookup argument is empty.
    5. Copy the formula in cell F6 to cells F7:F20 without formatting to preserve the fill color.
    6. Format cells F6:F20 as Currency with no decimal places.
12. Create and copy an IF function.
    1. Select cell H6 and start an IF
    2. Type a logical_argument to determine if cell G6 is greater than or equal to (>=) cell F6.
    3. Type Yes as the Value_if_true argument and No as the Value_if_false argument.
    4. Copy the formula in cell H6 to cells H7:H20 without formatting to maintain the fill color.
    5. Center align cells H6:H20.
    6. Press Ctrl+Home.
13. Insert a new sheet at the end of the tab names and paste the range names starting in cell A1. AutoFit columns A:B and name the worksheet as Range Names.
14. Save and close the workbook (Figure 2-102).Figure 2-102 Excel 2-4 completed
15. Upload and save your project file.
16. Submit project for grading.

1. Model a real-life object as a Java class with at least one attribute and an instance method. Write a main method to create an instance of the class, assign a value to the attribute, call your method, and demonstrate that the value of the attribute changed and that the method successfully completed what it was supposed to do. The main method can be created in a separate driver class (e.g. MyDriver.java) within which you will create an instance of the object class. For example, if the name of the object class is Car (meaning, you are coding Car.java) then you can create an instance of Car inside MyDriver.java.

Be sure to create a program different from any of the programs already posted by your classmates or the examples in-class materials.

2. Reply to another student’s post. Modify the student’s class to add another attribute and a method that fits (is consistent with) the object the class is modeling, or suggest a different version of the code. Write the main method to demonstrate the correct functionality of the additions. As you reply to the other students, try to reply to a post that does not have a reply yet, and if not; try to reply to a post with a fewer number of replies.

Be sure to create a program different from any of the programs already posted by your classmates or the examples in the class materials.

As you answer these questions, use proper Java naming convention (Camel case), name the class, attribute, and method in a meaningful way to represent the business meaning, and add comments to the Java code as applicable.

The deliverables are the Java code and the documentation. The documentation is a single Microsoft Word document, or PDF containing the screenshot of the results obtained by running the code.