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Essay / Research Paper Abstract
This 5-page paper focuses on pacing factors that might impact the development of a Microsoft project. Factors focused on include financial and human resources, as well as task duration, elapsed time and precedence. Bibliography lists 3 sources.
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5 pages (~225 words per page)
File: D0_MTpacfac.rtf
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Unformatted sample text from the term paper:
estimated. In its most simple form, pacing factor is essentially the factor that influences the pace of product development or the pace (or rate) of anything in a business model.
For example, pacing factors can be affiliated with elapsed time of the project -- in other words, the timeline, or length
of time that would influence how quickly a product is developed. Other pacing factors can include task duration (if the duration of the task is longer than estimated, this
can certainly impact production and an introduction of a new product); financial and human resources. These latter two seem to create problems at times when it comes to new
product development -- and must be considered when determining pacing factor. When analyzing the pacing factor of, for example, a Microsoft project,
it could be assumed, for example, that technology could be considered a pacing factor in such a business model (Newkirk, 2003). In reality however, technology is not necessarily the driving
force behind pacing (Newkirk, 2003). Financial dynamics however, can be considered up pacing factor -- according to David Newkirk of the consulting firm Booz Allen Hamilton, the first wave of
financial dynamics focused on creating value with what he termed as "a land grab for eyeballs" (Newkirk, 2003). The next wave, he writes, is about supplying what customers want, as
well as profitability and sustainability (Newkirk, 2003). Aside from value however, cost of product development -- which tends to be up pacing
factor when it comes to broadening access to new technology -- is certainly one of the major barriers to broader access to technology (Realizing the Information Future, 2002; see also
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