Here is the synopsis of our sample research paper on Rocky Hill Laboratories. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
An 8 page analysis of a case illustrating lack of planning and lack of knowledge of the nature of IT projects. A director launched a project without realizing the need for an implementation plan and he now needs to know how to proceed to minimize risks while gaining a functional system within the original budget. Bibliography lists 3 sources.
Page Count:
8 pages (~225 words per page)
File: CC6_KSmgmtRockHil.rtf
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Unformatted sample text from the term paper:
Back to the drawing board. Drop back and punt. Time for Plan B. These have been common expressions of the situation in which Jack
Whitney now finds himself as he wonders, "What do I do now?" Director of Rocky Hill Laboratories Systems Evaluation Center (SEC), Whitney has failed to understand the nature of
the project that SEC has entered into, and the magnitude of his mistake is beginning to come into focus that is far too clear.
Rocky Hill Laboratories, Inc. numbers its years of operation in decades, and originally was founded to conduct "independent testing of radar systems for the federal government." Growth over
the years has led Rocky Hill to establish ten test facilities throughout the world; SEC is the smallest of those facilities. By 2001, Rocky Hill had 3,500 employees at
its ten test center sites and was a $778 million company. SECs position at the time was that it accounted for 112 of Rocky Hills 3,500 employees and $5.7
million of Rocky Hills total annual revenues. Current Situation SECs director has given full administrative support to a project designed to automate much
of the testing that SEC does, enabling the division to achieve a much higher rate of operating efficiency compared to the manual systems it currently uses. In the past,
SECs information technology (IT) projects have consisted of making alterations to its existing system that resulted in small-scale changes. The current project is much larger in scope and complexity,
but only as Jack Whitney believed the project was nearing completion did he begin to realize that SEC had failed to create a "project" at all.
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