Third Avenue Software is a relatively young company that develops mobile applications for phones. The company is still trying to find its corporate identity and permanent footing; it has released several moderately successful products but is still looking for a best-seller. Likewise, the company is still trying to determine which internal systems work best for its employees. Project management is among these systems. The company has used a few agile principles in previous projects with some success; its new project will use agile and Scrum whenever possible.

Many of Third Avenue’s products thus far have been designed to serve niche markets, so the company’s cofounders instructed their marketing staff and programmers to identify markets that have more universal customer appeal. A couple of programmers quickly turned their focus to the field of health care, which affects everyone directly or indirectly. The programmers drafted an idea for an app that could serve as a “one-stop shop” for customers’ health-care information and needs. The app’s name is to be determined, but it will contain the following features and information. Because Third Avenue knows from experience with agile projects that software complexity ratings can be useful for later time and cost estimates, management asked the programmers to include initial complexity estimates for each major feature set. These numbers are shown in parentheses and use a scale of 1 to 8:

• A fitness tracker that allows customers to record and track their blood pressure readings, cholesterol levels, exercise regimen, calorie intake, and other related information (3).
• A medication tracker in which customers can enter their medications and schedules for taking those meds. This “electronic pillbox” will contain a calendar that displays the customer’s medication schedule and an alarm that sounds whenever it’s time to take one of the medications (3).
• A physicians list that is essentially an electronic address book for the customer’s health-care company, doctors, nurses, and physician’s assistants. The list will include controls that allow customers to quickly incorporate existing entries from other contact lists in their phones (2).
• An emergencies list for storing vital phone numbers and addresses. This list will provide quick access to local in-network hospitals, urgent care clinics, and children or friends who can be relied upon to provide transportation in an emergency. As soon as the customer enters and saves an address, an interactive GPS map becomes available in a new window, with voice and text directions (6).
• An emergency information list in which customers store important information about themselves, such as medical conditions (e.g., the customer is diabetic), allergies, adverse reactions to drugs, and other personal information that a physician, nurse, or other concerned party might find useful in an emergency (2).
• A resources feature that lists links to other popular online health sites, such as WebMD. The customer will have the option to add links to the list (1).
• A payment feature that tracks the customer’s medical expenses and allows customers to make medical payments through their phones (4).

The budget for the project is $350,000, and Third Avenue management would like to see a finished application available in four months.

Scrum will be the preferred approach to managing the project’s development because Third Avenue wants a working version of the application quickly but does not yet know the full scope of the project. This working version will be released for review and testing well before the planned official release in four months. Remember that agile projects involve numerous iterations and software versions before the final release. These versions should be responsive to the concerns expressed by all stakeholders.

For example, programmers assigned to the app’s development might be needed to provide support for other company projects, and more functionality might be added to the app after various stakeholders have had an opportunity to evaluate the first working version.

Usability

Usability will be extremely important, as customers will tend to be older than those who download and buy the majority of mobile apps. For example, the app will require a prominent control for increasing the text display size. Such controls are available in a phone’s Settings feature, but many older users tend not to explore such “hidden” settings.

The features mentioned above need to be immediately available and easily accessible when the app is launched.

Another usability issue is crucial: How does the app balance customer privacy against the need to share some of the customer’s information in an emergency? For example, the emergency information list might be of no use in a medical emergency if the customer’s phone access is blocked by a password that only she knows.

Taken as a whole, programmers give usability issues a complexity rating of 4 on a scale of 1 to 8.

Monetizing the App

Another unknown is the question of how to monetize the app most effectively—for example, the app will use ads, but how? Pop-up ads are an annoyance to many people; will they be tolerated by users or will they be immediately rejected? Will the app offer premium services, and if so, what are they? Will a subscription paywall be viable after an initial period of free use?

Project Team

As one of the two senior programmers at Third Avenue, you have been selected to run the project for developing the health-care app. You will be joined by the following colleagues on the project team:

• Eric, a junior programmer who is considered by his peers to be the author of some of the best code at the company. You have also designated Eric to be the project ScrumMaster.
• Lia, another talented young programmer
• Brianna, a marketing representative who has experience in health care from a previous job
• Jack, the regulatory manager at Third Avenue
• Kendra, the Quality Assurance manager

Project Scope

Remember that project scope management is different in agile projects than in traditional project management. For example, participants in agile projects typically spend less time defining scope in early stages of a project. However, Third Avenue has high hopes for the health-care app and wants to make sure that all team members work out some basic, crucial requirements before proceeding. Also, agile projects generally require more iterations of working software than in traditional project management, so management must be willing to trust the process once the basic requirements are in place and understood.

To help develop scope, agile and Scrum approaches employ cards, user stories, and technical stories. User stories are often written on index cards and then arrayed on a wall or table top to help the agile team plan how to implement the ideas into the product. Technical stories are then developed from the user stories. Technical stories can contain one or more technical tasks that developers use to chart progress on a sprint board as work is conducted throughout a sprint. This approach facilitates group discussion, which often leads to a much better set of product specifications than the rather simple ideas expressed on the cards.

One of management’s key goals is to have the team develop ideas for completing a minimum viable product (MVP) as soon as possible. An MVP is a streamlined, stripped-down version of a product that can still be released for real-world use and review. It contains a subset of features that will be included in the final version. An MVP must possess several key properties:

• It has sufficient usable features and value that users will buy it.
• These early users will see the potential benefits of the product and trust that it will only improve in later iterations.
• It provides a feedback loop that will help programmers improve the existing features and add new features with minimal delays.

Remember that the overall budget for the project is $350,000, and Third Avenue management would like to see a finished application available in four months. The MVP version, of course, must be available much more quickly—management wants it to be ready to ship in six weeks. The project team has decided that sprints will be done every two weeks, so the MVP version must be ready to ship for use and review after three sprint cycles. The budget for completing the MVP is $120,000.

Task 1 - Develop the project charter for the health-care app project.

Task 2 - Develop user stories and technical stories to describe the software requirements for the health-care app.

Task 3 - Develop an initial scope statement.

Because of management’s concerns about scheduling, they have requested that you add two members to your team:

• Aziz, a Quality Assurance tester who began his career as a programmer
• Barry, a member of Third Avenue’s three-person accounting staff

As the product owner, you have done some research on agile-specific scheduling and think that the scheduling approach used by the FBI to complete its Sentinel computerized file system will work for the Third Avenue project. This scheduling approach was discussed in Module 6. In the Sentinel project, work was organized into user stories, each of which were assigned a number of “story points” based on how much work was needed to complete each task. Story points are an abstract measure of the amount of effort needed to convert a user story into a functioning piece of software. Story points are calculated, or sized, based on the estimated amount of work needed, task complexity, risk in doing the work, and time required to do the work.

At the start of each two-week sprint, the team decided which user stories to complete for that sprint. Completed parts of the app were then incorporated into the next iteration of the software build for customer review and approval. User stories still pending completion were kept in the product backlog awaiting future sprints. This approach helped the team focus on completing a system that met customer requirements in a timely manner. The agile approach emphasizes finishing subsets of software features for the customer in regular, short intervals as opposed to an attempt to define and schedule the entire project at the beginning.

Management has also asked the team to develop a list of project milestones and make sure these can be completed within the sprint schedule, which is once every two weeks.

Task 4 - Prepare a Gantt chart for the health-care app project.

As with other methods of software development, the application’s size is a major indicator of how much it might cost to develop. In agile development, cost estimates are often made based on size measurements such as story points.

You will recall that each user story for the health-care app is assigned a number of story points based on estimates of how much work is needed to complete each major task. Based on prior experience with agile projects, the three-person accounting staff at Third Avenue Software has determined an average dollar production cost for a story point: $1200.

However, the staff accountants are not completely confident in this average dollar value because Third Avenue’s experience with agile projects is not extensive. The accountants would like the team to confirm their calculations, if possible.

Earned value management (EVM) is a more traditional project management method for determining whether a project is meeting time and cost goals. EVM requires calculation of three values for each major activity in the project:

• The planned value (PV), which is the authorized budget assigned to scheduled work
• The actual cost (AC), which is the realized cost for the work performed on an activity during a specified period of time
• The earned value (EV), a measurement of project work done, framed in terms of the approved budget for the work

Managers at Third Avenue are also eager to see evidence that the Quality Assurance staff are making progress in their ability to test the health-care app. They have asked the team to provide at least a basic framework of test specifications.

Task 5 - Prepare a Cost Analysis as described below.

1. Review the user stories, technical stories, and story points you developed in earlier parts of this case and then use the information to estimate the cost of the health-care app project. Third Avenue accountants estimate that the average production cost of a story point is $1200. Based on the values you calculate, do the project costs appear to be within the overall budget of $350,000? Do the costs seem to be within the MVP budget of $120,000? If the costs are not within budget, adjust the story points you developed in Part 3 to make sure your revised numbers are within budget. You might also have to reconsider the feature set within the MVP if it exceeds its budget.
2. Assume that you have completed one month of the health-care app project and have some reliable EVM data for cost accounting. Remember that the budget at completion (BAC) is $350,000 for the four-month project. You have received the following figures from the Third Avenue accountants:

PV         $105,000

EV         $122,000

AC         $105,000

Using this information, answer the following questions.

• What is the cost variance, schedule variance, cost performance index (CPI), and schedule performance index (SPI) for the project?
• Use the CPI to determine the estimate at completion (EAC) for the project.
• Based on your answers, does the project appear to be on schedule and within budget?

Task 6 -  Develop a short list of quality requirements for testing. Include at least five of the important app features and/or usability issues described thus far in this running case. In your list, briefly describe each requirement.

Task 7 - Develop a progress report for the project.

Task 8 - Develop a probability/impact matrix to document risks to the health-care app project.

Task 9 - Create a stakeholder management plan. Be sure to handle the stakeholders’ concerns and input for the health-care app after it has been released to the field. For example, continuing strategies are needed to monetize the software most effectively and to achieve maximum market penetration.

Task 10 - Create an issue log for the project’s main activities.

what ways can you positive influence someones reaction towards someone who was arrogant and disrecpectful to them by making them forgive and forget the situation.

Mwanamaida Ltd, a company located in Lusaka light industrial area, manufactures plastic containers for the pharmaceutical and cosmetic industries. The plant, in which the company undertakes all of its production, has two production departments – ‘Cutting’ and ‘Shaping’, and two service departments – ‘Stores’ and ‘Maintenance’.

The information provided below has been extracted from the company’s budget for the next financial year which ends on 31st December 2019.

Allocated Production Overhead Costs K

Cutting department 140,000

Shaping department 160,000

Stores department 35,000

Maintenance department 28,000

Apportioned Production Overheads K

Factory rent 525,000

Factory building insurance 70,000

Plant & machinery insurance 39,000

Plant & machinery depreciation 58,500

Canteen subsidy 150,000

The following additional information is also provided:

Cutting Shaping Stores Maintenance

Dept Dept Dept Dept

Floor area (square metres) 18,000 12,000 3,000 2,000

Value of plant & machinery (K) 300,000 50,000 25,000 15,000

Number of stores requisitions 1,000 500

Maintenance hours required 2,700 2,000 300

Number of employees 34 60 4 2

Machine hours 12,000 2,000

Labour hours 9,000 15,000

Required:

(a) Prepare an overhead analysis sheet based on the above information, clearly state the basis used for any apportionments.

(b) Re-apportion the service department costs and calculate the most appropriate overhead rate for each department (rate should be calculated to two decimal places

(c) During the year ended 31 December 2019 the following hours were actually worked and the following actual incurred:

Department Labour hours Machine hours Overhead costs Incurred

Cutting 8,000 14,000 K531,500

Shaping 16,000 3,000 K405,500

Calculate the over/under absorbed overhead for each of the two department for the year ended 31st December 2019. (Total: 20 marks)

Society: In my mind, the difference between what is labeled "normal" behavior and what is labeled "abnormal" behavior has a lot to do with how society view behavior. However, it also has to do with the level of psychological soundness. Psychological soundness can be determined by many factors including culture, religion, morals, values, worldview, etc. However, in the same way we discussed grief last week, there can be a universal judgment for soundness. How do we determine what that is? Could person who deliberately ordered the murder of hundreds of people, such as former Iraqi leader Saddam Hussein, be psychologically sound? Why or why not? Answer this question with one or more theories mentioned in this week's reading.

Break-Even Sales Under Present and Proposed Conditions

Darby Company, operating at full capacity, sold 148,400 units at a price of $135 per unit during the current year. Its income statement is as follows:

The division of costs between variable and fixed is as follows:

Management is considering a plant expansion program for the following year that will permit an increase of $1,620,000 in yearly sales. The expansion will increase fixed costs by $216,000, but will not affect the relationship between sales and variable costs.

Required:

1. Determine the total variable costs and the total fixed costs for the current year.

2. Determine (a) the unit variable cost and (b) the unit contribution margin for the current year.

3. Compute the break-even sales (units) for the current year.
fill in the blank 5 units

4. Compute the break-even sales (units) under the proposed program for the following year.
fill in the blank 6 units

5. Determine the amount of sales (units) that would be necessary under the proposed program to realize the $7,254,000 of income from operations that was earned in the current year.
fill in the blank 7 units

6. Determine the maximum income from operations possible with the expanded plant.
$fill in the blank 8

7. If the proposal is accepted and sales remain at the current level, what will the income or loss from operations be for the following year?
$fill in the blank 9 Income

8. Based on the data given, would you recommend accepting the proposal?

1. In favor of the proposal because of the reduction in break-even point.
2. In favor of the proposal because of the possibility of increasing income from operations.
3. In favor of the proposal because of the increase in break-even point.
4. Reject the proposal because if future sales remain at the current level, the income from operations will increase.
5. Reject the proposal because the sales necessary to maintain the current income from operations would be below the current year sales.

Choose the correct answer.
b

Moss Exports is having a bad year. Net income is only $60,000. Also, two important overseas customers are falling behind in their payments to Moss, and Moss’s accounts receivable are ballooning. The company desperately needs a loan. The Moss Exports Board of Directors is considering ways to put the best face on the company’s financial statements. Moss’s bank closely examines cash flow from operating activities. Daniel Peavey, Moss’s controller, suggests reclassifying the receivables from the slow-paying clients as long-term. He explains to the board that removing the $80,000 increase in accounts receivable from current assets will increase net cash provided by operations. This approach may help Moss get the loan. Using only the amounts given, compute net cash provided by operations, both without and with the reclassification of the receivables. Which reporting makes Moss look better? Under what condition would the reclassification of the receivables be ethical? Unethical

? Remember: your initial post must be between 150-500 words. In order to earn all 10 points you must make a substantive comment on another student's post. You don't have to stay inside your alpha groups to comment. You may post a comment on the other question.

Valentine Accessories Plus produces brass handles for the furniture industry in a four-stage process –Mixing, Moulding, Polishing and Packaging. Costs incurred in the Polishing Department during January are summarized as follows: WIP - Polishing Process A/C

Normal losses are estimated to be 2½% of input during the period. Inspection takes place during the processing operation, at which point damaged handles are separated from good handles and sold as scrap to local furniture manufacturers at $85 each. At inspection, 2,000 handles were rejected as scrap. These units had reached the following degree of completion: Transfer from Moulding 100% Direct material added 40% Conversion costs 20%

Work-in-progress at the end of January was 4,000 handles and had reached the following degree of completion: Transfer from Moulding 100% Direct material added 80% Conversion costs 50%

Direct materials added and conversion costs are incurred uniformly throughout the process. Required:

(a) Compute the equivalent units and cost per equivalent units for direct materials (From Moulding & Direct materials added) and conversion costs.

(b) Compute the:  cost of the unexpected losses  total cost of the handles completed and transferred out of the Packaging Department  cost of ending work in process inventory in the Polishing Department (3 marks

(c) Complete the Work in Process Inventory – Polishing Process T-account, clearly showing the ending balance.

(d) Prepare the journal entries for the:  assignment of direct materials, direct labour incurred and the manufacturing overhead applied to the Polishing Process  cost of the units completed and transferred out to the Packaging Process

(e) Given that 30% of the unexpected losses were as a result of pilferage, calculate Valentine Accessories true loss for the Polishing Department. (2

1. [1] Can you load a Linux kernel module more than once? Explain briefly.

2. [1] For the modules we have created in class, does the code run continuously, or does it run in response to certain events? Explain, and be specific.

3. [1] When the kernel does a printk(), does it write directly to /var/log/kern.log? Explain.

4. [1] The makefile for a Linux kernel module is generally very simple; however, building a module seems to be a bit complicated, generating lots of files. Where is the module build process getting instructions for doing all this work?

5. [1] If you change line 22 in the ones module to define CLASS_NAME to be "OSclass", will this change the observable behavior of the module? Explain briefly.

6. [1] When doing the work for a system call, how does the kernel keep track of which process made that system call (so it does the work on behalf of that process)?

7. [2] How does the format of data returned by getdents(2) differ from that returned by readdir(3) (at a high level)? What is a key motivation for this difference?

8. [2] How can you change the magic_prefix for the rootkit without changing the code of the module? How is this information passed to the kernel at runtime?

9. [2] When the kernel allocates memory for its own use, does it refer to that memory using virtual or physical addresses? How does the remember module show this?

10. [2] What is a significant reason why the kernel uses functions such as copy_to_user() when accessing process memory? Why not just access this memory directly?

11. [2] Change the ones module so that it will allow writes, and the first character of whatever is written will become the character that is repeatedly output when reading (instead of '1'). What changes do you need to make?

12. [4] How could you make a "spooky rootkit" (based on 3000rootkit) that would randomly (with a .01 probability on each call to getdents) insert a file "BOO!" with an inode of 9999 into the stream of returned files? Note that you can get random bytes using the get_random_bytes() function in the kernel.

Long Answer Question:

-Use at least two Organizational Behaviour Models to explain the characteristics of a successful leader.

1. Either (a) If determinism is true, is a person bound to do what they actually do ? OR Is there any role for higher order desire in an account of freedom?

Please. solution should be well explain with good example to justify the question

1. In this programming assignment, you are asked to write a multi-threaded program using JAVA to compute the sum of an arithmetic series from 1 to 200 using pthreads.   The main thread is responsible for creating two child threads

2. The first child thread should compute the partial sum of the series from 1 to 100 and the second computes the partial sum of another series from 101 to 200.

3. The main thread should accumulate the partial sums computed by the child threads to obtain the final sum and then print out the results, including the partial sums computed by each child thread and the final sum accumulated by the main thread.

talk about your experience with additive versus subtractive color mixing and how they are different

Becton Labs, Inc., produces various chemical compounds for industrial use. One compound, called Fludex, is prepared using an elaborate distilling process. The company has developed standard costs for one unit of Fludex, as follows: Standard Quantity or Hours Standard Price or Rate Standard Cost Direct materials 2.50 ounces $ 19.00 per ounce $ 47.50 Direct labor 0.70 hours $ 15.00 per hour 10.50 Variable manufacturing overhead 0.70 hours $ 4.00 per hour 2.80 Total standard cost per unit $ 60.80 During November, the following activity was recorded related to the production of Fludex: Materials purchased, 12,500 ounces at a cost of $223,125. There was no beginning inventory of materials; however, at the end of the month, 3,250 ounces of material remained in ending inventory. The company employs 21 lab technicians to work on the production of Fludex. During November, they each worked an average of 150 hours at an average pay rate of $12.50 per hour. Variable manufacturing overhead is assigned to Fludex on the basis of direct labor-hours. Variable manufacturing overhead costs during November totaled $5,100. During November, the company produced 3,500 units of Fludex. Required: 1. For direct materials: a. Compute the price and quantity variances. b. The materials were purchased from a new supplier who is anxious to enter into a long-term purchase contract. Would you recommend that the company sign the contract? 2. For direct labor: a. Compute the rate and efficiency variances. b. In the past, the 21 technicians employed in the production of Fludex consisted of 4 senior technicians and 17 assistants. During November, the company experimented with fewer senior technicians and more assistants in order to reduce labor costs. Would you recommend that the new labor mix be continued? 3. Compute the variable overhead rate and efficiency variances.

4. The enzyme alcohol dehydrogenase catalyzes the oxidation of ethyl alcohol by NAD+ to give acetaldehyde plus NADH and a proton:

CH3CH2OH + NAD+                  CH3CHO + NADH + H+

The rate of this reaction can be measured by following the change in pH. The reaction is run in 1 mL 10 mM TRIS buffer at pH 8.6. If the pH of the reaction solution falls to 8.4 after ten minutes, what is the rate of alcohol oxidation, expressed as nanomoles of ethanol oxidized per mL per sec of reaction mixture?

For the following data values below, construct a 90% confidence interval if the sample mean is known to be 0.719 and the population standard deviation is 0.366. (Round to the nearest thousandth) (Type your answer in using parentheses!Use a comma when inputing your answers! Do not type any unnecessary spaces! List your answers in ascending order!) for example: (0.45,0.78)

0.56, 0.75, 0.10, 0.95, 1.25, 0.54, 0.88