What role do technology and timing play in realizing advantages from the data asset? Are advantages based on analytics and modeling potentially sustainable? Why or why not?

Part A:  The number of cars arriving at a self-service gasoline station during the last 50 hours of operation are as follows:

The following random numbers have been generated: 44, 30, 26, 09, 49, 13, 33, 89, 13, 37. Simulate 10 hours of arrivals at this station. What is the average number of arrivals during this period?

Part B:  The time between arrivals at a drive-through window of a fast-food restaurant follows the distribution given below. The service time distribution is also given in the table in the right column. Use the random numbers provided to simulate the activity of the first five arrivals. Assume that the window opens at 11:00 a.m. and the first arrival is after this, based on the first interarrival time generated.

Random numbers for arrivals: 14, 74, 27, 03

Random numbers for service times: 88, 32, 36, 24

What time does the fourth customer leave the system?

What is the optimum way to recruit qualified candidates for a small, medium and large organization? Each will probably be different and each should attempt to take into account the resources of the organization dedicated to recruitment.

Corporate Social Responsibility as a Motivating Force

Whatever their perspective, most people have a cause that they are passionate about. Bitcoin or net
neutrality, sea levels or factory farming—social causes bind us to a larger context or assume a higher
purpose for living better.

So what motivates employees to give their all, work creatively, and be fully engaged? According to CB
Bhattacharya, the Pietro Ferrero Chair in Sustainability at ESMT European School of Management and
Technology in Berlin, Germany, employment engagement, or how positive employees feel about their
current job, was at an all-time low globally in 2016: 13 percent. But not all companies battle such low engagement rates. Unilever employees more than 170,000 workers globally and has an employ
engagement level around 80 percent. How? Bhattacharya credits the success of Unilever, and other
companies with similar engagement levels, to an emphasis on a “sustainable business model.” He
outlines eight steps that companies take to move sustainability and social responsibility from buzzwords
to a company mission capable of motivating employees (Knowledge @ Wharton 2016).
According to Bhattacharya, a company needs to first define what it does and its long-term purpose, and
then reconcile its sustainability goals with its economic goals. With its purpose and goals defined, it can
then educate the workforce on sustainable methods to create knowledge and competence. Champions
for the effort must be found throughout the organization, not just at the top. Competition should be
encouraged among employees to find and embrace new goals. Sustainability should be visible both
within and outside the company. Sustainability should be tied to a higher purpose and foster a sense of
unity not simply among employees, but even with competition at a societal level (Knowledge @ Wharton
2016).

Other companies have made social responsibility an everyday part of what they do. Launched in 2013,
Bombas is the brain child of Randy Goldberg and David Heath. Goldberg and Heath discovered that
socks are the most-requested clothing at homeless shelters. In response, the two entrepreneurs
launched a line of socks that not only “reinvents” the sock (they claim), but also helps those in need. For
each pair of socks purchased, the company donates a pair of socks to someone in need (Mulvey 2017).
According to the company website, “Bombas exists to help solve this problem, to support the homeless
community, and to bring awareness to an under-publicized problem in the United States” (n.p.).
Although the New York–based company is still growing, as of October 2017 Bombas had donated more
than four million pairs of socks (Bombas 2017).

In 2016, the Royal Bank of Scotland (RBS) launched a pilot program called Jump in which employees
participated in challenges on ways to save water and electricity, as well as other sustainability issues. At
the end of the pilot, 95 percent of the employees reported that they felt the program had contributed to
employee engagement, team building, and environmental stability. Given the success of the program, in
2017 it was expanded to all RBS sites and a smartphone app was added to help employees participate in
the challenges (Barton 2017).

Placing a company in a larger context and adding a second, higher purpose than the established
company goals motivates employees to police the company itself to be a better global citizen. Companies
benefit from reduced waste and increased employee engagement. Many companies are successfully
motivating their staff, and working toward more sustainable practices while improving lives directly.


1. Do you think social responsibility to promote sustainable practices? Why or why not?
2. Do you think most companies’ CSR programs are essentially PR gimmicks? Why or why not? Give
examples.

ANSWER BOTH QUESTIONS. DON'T LEAVE A QUESTION A LONE BY ITSELF.

how do you see it being optimized to drive business intelligence to support business decisions?

You are managing a traditional/waterfall project. Your team defined the project metrics, which are

on-time, within budget and meeting requirements. The project is continuing and you are doing quite

well; remaining on-time, within budget, and meeting requirements. The project is two weeks away

from completion and the end product just failed its first quality inspection. Explain how metrics,

baselining, and measurements could have helped avoid this from occurring.

History is an important influencer of project management. Give three examples of how this is true.

How does a Matrix Organization demonstrate the difficulty of exercising leadership through

influence?

What aspect of Agile can result in a zero-cost project?

You are given the following table

1. Draw an AON network based on the given table
2. Determine the expected time for each activity
3. Calculate the ES, EF, LS, LF for each activity
4. Determine the CPM
5. What is the probability of finishing the project in 26 and 28 weeks?

1. ABC Fabrication has the following aggregate demand requirements and other data for the upcoming four quarters.

Other information;

Which of the following production plans is least costly?

A. Plan A–chase demand by hiring and layoffs;

B.Plan B–pure level strategy,

C. Plan C–1350 level with the remainder by subcontracting? (Show all your workings)

The Risk Management Plan:

Why is it important to have a Risk Management Plan? What is included in the Risk Management Plan? Provide an outline of topics for a risk management plan. You can use this to work though your final project.

Decision Analysis:

Why is decision analysis used? What is the purpose of calculating the Expected Monetary Value of a decision? Why do you think the method of decision analysis is not frequently used?