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BSBINN301A Promote Innovation in a Team Environment

Posted by kinyawa@gmail.com on June 23, 2017 in Uncategorized |

BSBINN301A Promote Innovation in a Team Environment
Assessment Tool 3: Projects
This project should be tjped in times new roman, 12 font and should he justified align. You are
required to address the dot points; your project should not exceed 1500 words.
Project 1
Write a paper answering each of the questions below in detail.
o Recently the production levels of your work group or team appear to have decreased. You need, therefore, to increase the quality and quantity of outputs.
o Describe, in detail, the procedures you could use to solve this problem. Consider the various approaches you could take and the ways in which you can generate the most innovative problem solutions.
o Explain the strategies you might use and give reasons for using these methods. Why do you consider that they are the most efficient and effective ways of involving the team in the problem solution? How should you ensure that the team members cooperated and collaborated?
o How could you encourage the team to look further than the immediate problems and to consider innovative improvement activities that could be built into future work initiatives?
o How would you reward and recognise innovative ideas and contributions from team members and why is it necessary to do this?
o Would you give feedback to team members who made suggestions that were not feasible or could not be used? How? Why?

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This is an offer for a replacement assessment in the unit SOC10236 Applied ethics and sustainability due to your overall mark being less than 50%. The mark for this assignment will replace the lower of your assignment 2 or assignment 3 marks to determine your final grade.

Posted by kinyawa@gmail.com on June 23, 2017 in Uncategorized |

This is an offer for a replacement assessment in the unit SOC10236 Applied ethics and sustainability due to your overall mark being less than 50%. The mark for this assignment will replace the lower of your assignment 2 or assignment 3 marks to determine your final grade.
SOC10236 Replacement Assignment
Due: 9 July 2017 11.00 PM
Length: 1500 words maximum
You must follow these submission instructions precisely.
1. Do NOT attach an SCU assignment cover sheet.
2. All text that you copy (or quote) from other sources must be formatted like this –
“…quoted text here” (author, year, page number).
NOTE – you must use double quotation marks and provide an in-text reference in the prescribed format (ie author, year, page number).
3. Do NOT rewrite the questions in your assignment. Answer each question under a sub heading consisting of only the question letter a, b c etc. No other introductions or summaries are required.
4. Correctly reference your assignment with appropriate in-text references and provide a list of references at the end of your assignment.
5. An assignment which has a Turnitin Originality Report which shows a text match of more than 10% will not be accepted.
6. A required objective of this unit is that you learn how to use Turnitin to improve your referencing and academic writing to the required academic standard. Your assignment will not be accepted unless you have reduced the text match to 10% or less by the due date. Note that the first Turnitin Originality Report is generated in 5 minutes, however subsequent reports take 24 hours to produce.
7. It is your responsibility to review the Turnitin Originality Report and remove text matches so that your assignment conforms to the required academic writing standard by the due date. You remove text matches by strictly following the instructions above; and where required, paraphrasing and/or restating text matches in your own original words.
8. Do NOT recycle an assignment used previously in this or any other unit.

You are required to select one of the three general topics listed below and clearly define one focused and specific ethical question (ie as you did in assignments 1 and 2 in this unit).
The three general topics are stated following.
1. The responsibility of individual consumers with regards their consumption behaviour given the reality of anthropogenic climate change.
2. The global production of food: security, quality and equity.
3. The obligation of economically developed nations to alleviate extreme poverty in foreign countries.
Required tasks:

a. Clearly define one ethical problem drawn from one of the three general topics provided above and provide a brief explanation as to why your chosen ethical problem is important. (10 marks)
b. Identify academic, peer-reviewed, researched and referenced facts and key assumptions which are relevant to your analysis of the ethical problem. Fully reference each fact. (30 marks)
c. Analyse the ethical problem using act utilitarianism, identifying all relevant consequences. Compare negative versus positive consequences and assess whether net utility will rise or fall as a result of the ethical act being examined. Provide a clear ethical discussion and conclusion. (30 marks)
d. Discuss the relevance of the general topic (ie one of the three general topics identified above) which you chose (do not focus on your specific ethical problem) to the objective of sustainability, clearly identifying relevant environmental, social, cultural and economic dimensions. (30 marks)

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ACCT6001 Accounting Information Systems

Posted by kinyawa@gmail.com on June 23, 2017 in Uncategorized |

ASSESSMENT BRIEF
Subject Code and Title ACCT6001 Accounting Information Systems
Assessment Assessment 3: Excel Spreadsheet
Individual/Group Individual
Length
Learning Outcomes 1. Apply technical knowledge and skills in creating information for the workplace using spreadsheets and relational databases.
2. Communicate with IT professionals, stakeholders and user groups of information systems.
Submission By 11:55pm AEST/AEDT Sunday
End of Module 4.1 (Week 7)
Weighting 25%
Total Marks 100 marks
Context:
The aim of this assessment is to assess the student’s ability to create spreadsheets that can aid business problem solving and analysing results.
The spreadsheet is a powerful tool that has become entrenched in business processes worldwide. A working knowledge of Excel is vital for most office based professionals today.
INFORMATION TECHNOLOGY PROPOSAL
Global Athletic Apparel Manufacturer’s (GAAM) external consultant suggested that the company should have an inventory and sales database management system to help the company monitor its sales and products. GAAM’s Chief Information Officer, Mr. John Norton, is yet to decide whether to have the system developed in-house or outsource the development. A cost-benefit analysis is needed to assist him in making this decision.
A cost-benefit analysis used to evaluate the total anticipated cost of a project compared to the total expected benefits in order to determine whether the proposed implementation is worthwhile for the company or project team. (brighthubpm.com)
GAAM needs a recommendation whether to develop the system in-house or outsourced based on the results of the cost-benefit analysis for 5 years.
Cost-Benefit Analysis Overview:
Conducting a Cost-Benefit Analysis
While it is important to provide decision-makers with a range of options, the process of developing and analysing these can be expensive and time consuming. For major investments, it may be necessary to outline various potential options and then to have decision-makers select, after a preliminary screening, a smaller number for detailed appraisal. In any case, an appropriate level of consultation should be undertaken as best practice, either formally or informally, in creating a set of alternatives.
Step 1: Identify, quantify and value the costs and benefits of each alternative
A critical step in the CBA process involves identifying, quantifying and valuing the costs and benefits of each alternative. The types of benefits and costs will depend on the project. To illustrate, consider the construction of a toll motorway to relieve traffic congestion. Relevant costs would include the labour, capital and material costs to construct the road and the value of the land as reflected in the loss of the use of the land for alternative purposes. Benefits of the motorway would include lives saved, reduced travel time (which generally results in fuel and productivity benefits) and possibly the reduction of traffic on alternative routes, including the impact on inlet and outlet roads.
Typical costs of a proposal would include:
• Initial capital costs;
• capital costs of any buildings, equipment, or facilities that need to be replaced during the life of the project;
• operating and maintenance costs over the period of a programme or project; and • costs which cannot be valued in money terms (often described as ‘intangibles’).
Typical benefits of a proposal would include:
• benefits which can be valued in money terms, in the form of revenues, cost savings or non-market outputs; and
• benefits which cannot be valued in money terms (also described as ‘intangibles’).
Estimating the magnitude of costs can be difficult and will normally involve input from accountants, economists and other specialists.
Step 2: Calculate the Net Present Value
In CBA, the net social benefit (NSB), or the excess of total benefit over total cost, is represented by the net present value (NPV) of the proposal.
Before determining the value (or NPV) of a proposal, the costs (C) and benefits (B) need to be quantified for the expected duration of the project. The NSB is calculated by subtracting the cost stream from the benefit stream and is represented as follows:
NSB = B – C
The NPV of a proposal is determined by applying a ‘discount rate’ (discussed below) to the identified costs and benefits. It is necessary to ‘discount’ costs and benefits occurring later relative to those occurring sooner. This is because money received now can be invested and converted into a larger future amount and because people generally prefer to receive income now rather than in the future.
Valuing each alternative by calculating NPVs facilitates comparison between proposals that exhibit different timing of their benefits and costs. Programmes with positive NPVs generally indicate an efficient use of the community’s resources.
The NPV is calculated as follows:
Where all projected costs and benefits are valued in real terms, they should be discounted by a real discount rate. This can be estimated approximately by subtracting the expected (or actual) inflation rate from the nominal discount rate. If nominal (current price) values are used for projected costs and benefits, they should be discounted by a nominal discount rate.
The discount rate can also be varied to test the sensitivity of the proposal to changes in this variable and, implicitly, to the phasing of costs and benefits. Sensitivity analysis is discussed in STEP 3 below.
The Internal Rate of Return (IRR) is typically presented as supplementary information to the NPV. The IRR is the discount rate that will result in a NPV of zero. The project’s IRR needs to be above the benchmark discount rate for the project to be considered viable (financially or economically, depending on the nature of the analysis).
Step 3: Sensitivity analysis and dealing with uncertainty
The values of future costs and benefits on which the NPV is based are forecasts that cannot be known with certainty. While they should be forecast expected values, it is important to test the NPV for ‘optimistic’ and ‘pessimistic’ scenarios. This is achieved by changing the values of key variables in the analysis, such as the discount rate, costs and benefits, and measuring the impact of the changes on the NPV. This is known as sensitivity analysis and is a critical component of any CBA.
Where the NPV is shown to be very sensitive to changes in a variable, the analyst should check on the appropriateness and impact of this variable, and whether any changes to the design of the programme or underlying assumptions are warranted.
Uncertainties, or situations with unknown probabilities, that could have a significant impact on the project outcome should be clearly detailed in the report and, if necessary, monitored during implementation. When dealing with uncertain data, the expected value should be used. The expected value is the weighted sum of the likely outcomes (each outcome having its own probability of occurring). In order to attempt to quantify the likely impact, a probability may be assigned to a particular variable where dealing with uncertain data. These probabilities are then used as weightings in order to derive an expected value.
For example, assume a proposal that has two possible outcomes. The probability of producing an NPV of $5 million is 60% and the probability of producing an NPV of $3 million is 40%. We can now work out the expected NPV (ENPV) as follows:
ENPV = (0.6 x $5m) + (0.4 x $3m) = $4.2m
The expected NPV in this situation is $4.2 million. However, such a single value may not fully convey the uncertainty associated with forecasting the outcome. Hence, it is generally appropriate to present the results as a range that includes the most likely results, as well as results in possible best and worst case scenarios.
ASSESSMENT 3 – EXCEL SPREADSHEET
General Instructions:
1. Create a cost-benefit analysis spreadsheet for both in-house and outsourced development:
• Create s spreadsheet, format and use formulas to identify the cost-benefit analysis for alternatives.
• Visually show comparison by using graphs and charts.
• Give recommendations on which alternative is more beneficial to the organisation.
Note: students are required to input their own data.
Detailed instructions:
1. Create an Excel workbook with 9 worksheets (tabs): costs for in-house development, benefits of in-house development, summary (in-house), payback period (in-house), costs for outsource development, benefits of outsource development, summary (outsource), payback period
(outsource), comparison and recommendation
a. First workbook contains all the costs for in-house development. Your spreadsheet should look like this (note that students are required to input their own cost data):
Fiscal Year
Cost Items 2016 2017 2018 2019 2020
Hardware $300,000 $250,000 $250,000
Software $200,000 $150,000 $150,000
Project Team Salary $300,000 $250,000 $250,000
Telecommunications $400,000 $450,000 $500,000
Training $150,000 $150,000 $150,000
Operations and Contingencies $400,000 $400,000 $400,000
Project Total Costs By Year $700,000 $650,000 $1,700,000 $1,000,000 $1,050,000
PROJECT TOTAL COST $5,100,000
Note:
• You need to enter data for the cost of each item. The values shown above are just examples.
• The first fiscal year is entered – rest of the fiscal year is computed by adding a year (for example, if year 2016 is entered in the first fiscal year, the rest of the four years will automatically be computer by adding a year from the previous year).
• Project total costs by year is the sum of all cost items per year (you need to use the formula to compute for this).
• Project total cost is the total money you need to spend on your project.
• You need to format your tables (you can design it the way you want). Make sure that appropriate formats are used (e.g. date format for dates, percentage formats or money formats)
b. Second workbook contains the benefits of in-house development:
Fiscal Year
Benefit Sources 2016 2017 2018 2019 2020
Cost Reduction (courier and returned goods) $500,000 $525,000 $550,000
Enhanced Revenues $250,000 $350,000
Decreased Employee Overtime $100,000 $100,000
Decreased Overhead $50,000 $50,000 $50,000
Total Benefits Per Year $0 $0 $550,000 $925,000 $1,050,000
Confidence Factor 100% 100% 100% 100% 100%
Benefits Claimed for Analysis $0 $0 $550,000 $925,000 $1,050,000
Project Grand Total Benefit $2,525,000
Note:
• You need to enter data for the benefit value. The values shown above are just examples.
• Fiscal year for Benefit sources is referenced to the first fiscal year in cost (if the year in the cost changes, the fiscal years in benefit sources automatically change too). Fiscal year for the 2nd to 5th year are automatically computed based on the year in the first fiscal year (one year is added on the previous year).
• Total Benefits by year is the sum of all benefit sources per year (you need to use the formula to compute for this).
• Benefits Claimed for Analysis is computed using the following formula: total benefits per year * confidence factor.
• Project Grand Total Benefit is the total benefits for 5 years.
• You need to format your tables (you can design it the way you want). Make sure that appropriate formats are used (e.g. date format for dates, percentage formats and money formats)
c. Third workbook contains the summary of the cost-benefit analysis for in-house
Fiscal Year
2016 2017 2018 2019 2020
Undiscounted Flows
Costs $700,000 $650,000 $1,700,000 $1,000,000 $1,050,000
Benefits $0 $0 $550,000 $925,000 $1,050,000
Net Cash Flow -$700,000 -$650,000 -$1,150,000 -$75,000 $0
Discount Factors
Discount Rate 7.0%
Base Year 2016
Year Index 0 1 2 3 4
Discount Factor 1.0000 0.9346 0.8734 0.8163 0.7629
Discounted Flows
Costs -$700,000 -$607,477 -$1,484,846 -$816,298 -$801,040
Benefits $0 $0 $480,391 $755,076 $801,040
Net -$700,000 -$607,477 -$1,004,455 -$61,222 $0
Cumulative -$700,000 -$1,307,477 -$2,311,931 -$2,373,154 -$2,373,154
Net Present Value ($2,373,154)
Internal Rate of Return 21%
Note:
Fiscal year for Benefit sources is referenced to the first fiscal year in cost (if the year in the cost changes, the fiscal years in benefit sources automatically change too). Fiscal year for the 2nd to 5th year are automatically computed based on the year in the first fiscal year (one year is added on the previous year).
Values for yearly cost and benefits are referenced from the yearly cost and benefits (from cost table and benefits table)
Net cash flow is computed by subtracting the cost from benefits.
Enter the value Discount rate – this is the cost of money that determines the time value of you costs and benefits (example if you are working with an interest-free loan, this would be zero; a typical value is around 8%).
Base year is the current year; the year you want the future perspectives is computed
Year index is computed using the following formula: fiscal year – base year
Discount factor for each year is how much less the cash flows are worth because they are in the future. It is computed using the following formula:
1/((1+Discount Rate)^year index)
Costs for discounted flows cash per year is computed using the following formula: (-1) * undiscounted cost * discount factor
Benefits for discounted flows per year is computed using the following formula: undiscounted benefits * discount factor
Net is the sum of cost for discount flows and benefits for discounted flows.
Cumulative net value is the cumulative net value so far (example 2016 value is the same as the net value; 2017 value is cumulative value of 2016 +2017 net value and so on).
When the cumulative value becomes positive, you have completed your payback period.
Net Present Value is computed by using the NPV formula of following are the items for cost: = NPV (discount rate, net cash flow from 2017-2020,) + net cash flow for 2016
Internal Rate of Return is computed using the IRR formula of excel: = IRR (net cash flow from 2016-2020, 0.1)
d. Your outsourced cost, benefits and summary sheets should follow the same steps and as steps a-c. The only difference is the items for costs and benefits are different.
The following are the items for cost and benefits:
Costs Benefit Sources
Hardware
Software
Software Development
Telecommunications
Training
Maintenance and Consulting Fee
Cost Reduction (courier and returned goods)
Enhanced Revenues
Cost reduction on employees salary
Expertise outsourced
e. 9th worksheet contains the graphs and recommendation:
• Create the graphs for the in-house and outsourced discounted cash flows:
Example graph shown below (note that you can decide what is the best graph to use to represent your data):
• Create the payback graph for both in-house and outsourced (you can choose any chart you want), Example:
• Last graph is to compare the cost-benefit of in-house vs outsourced (choose any representation you want). Identify the data that you want to compare. For example, if you want to just compare the net present value then you can show a graph like this:
If you want to include the IRR as part of the comparison, either you create a separate graph or combine it with the graph above.
Note that in the recommendation part using graphs, it is up to you to decide what data you want to present to make the recommendation. Once you have created all your graphs, write your recommendation on the worksheet and justify.
Note:
In assessment 1, students were asked to analyse the organisation’s business processes and propose an improved business process.
Using the same organisation’s client brief, students will be asked to create a cost-benefit analysis of the proposed Information Systems project using the spreadsheet.
Students are required to input their own unique data.
Outcome to be submitted:
Students need to submit their Excel Spreadsheet.
Criteria
• Formulae, formatting and cell references
• Graphs and pivot tables
• Cost-benefit analysis recommendation
Learning Rubrics
Assessment Attributes Fail
0-49% Pass 50- 64% Credit
65-74% Distinction 75-84% High Distinction 85-100%
Formulae, formatting and cell references
40% Formulae, formatting and cell references are mostly incorrect and incomplete.
Some data have been added.
More than 50% of the formulae, formatting and cell references are correct.
Most data have been added.
More than 75 % of the formulae, formatting and cell references are correct.
All data have been added.
Almost all formulae, formatting and cell references are correct. Very few errors (around 1 -2 errors)
Cells are well formatted.
All data have been entered correctly.
All formulae, formatting and cell references are correct (No errors).
Cells are excellently formatted and easy to understand.
All data have been entered correctly.
Graphs and pivot table
40% No graphs nor pivot table or very poor implementation of
graphs and pivot table
Graphs and/or pivot table are created with some errors (around 50%).
Graphs created are simple.
Graphs and pivot table are created with minor errors
(around 3-4 errors)
Graphs and pivot table created are simple.
Graphs and pivot table are
created with 1-2 errors
Graphs and pivot table created have some design and readable.
Graphs and pivot table are created with no errors.
Excellent presentation of graphs and pivot table.
Cost-benefit analysis recommendation
20% Recommendations and analysis are not provided or incorrect.
Recommendations are provided but analysis was very shallow.
Recommendations are provided but and some detailed analysis is provided.
Recommendations are provided and analysis is detailed.
Thorough explanation of the recommendations are provided and in-depth analysis is presented.
Excel Spreadsheetv2.docx Page 16 of

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science disscusion question about waste.

Posted by kinyawa@gmail.com on June 21, 2017 in Uncategorized |

n 2012, Americans alone produced over 250 million tons of garbage. One large component of this waste consisted of oil based plastic bags, which are utilized excessively by grocers, restaurants, and stores nationwide. In order to reduce this source of waste, many countries are banning plastic bags or taxing customers for their use. For your main post his week, discuss at least two environmental problems caused by our extensive use of plastic bags. If you were in charge, what plan might you propose to reduce or eliminate their use? Discuss the economic impacts of implementing your plan versus the financial impacts of making no change in our current use.

Your initial post should be at least 250 words in length. Utilize at least two scholarly or reputable resources and your textbook to support your claims. Cite your sources in APA format. Quoted text should constitute no more than ten percent of your post.  Respond to at least two of your classmates’ posts by Day 7.

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In This Issue: • Mapping COBIT 5 With IT Governance, Risk and Compliance at Ecopetrol

Posted by kinyawa@gmail.com on June 21, 2017 in Uncategorized |

Volume 3, July 2014
In This Issue:
• Mapping COBIT 5 With IT Governance, Risk and Compliance at Ecopetrol
• COBIT 5 Helps Find Value in the Cloud
• 6 Tips for Implementing IT Governance With COBIT 5 • Are COSO 2013 and COBIT 5 Compatible?

Call for Articles
How are you using COBIT® at your enterprise?
We welcome articles on your experiences with this framework.
Submit articles for peer review to:
publication@isaca.org
Case Studies
Visit the
COBIT Recognition and
Case Studies pages to read more COBIT 5 and COBIT 4.1 case studies.
Come join the discussion! Alberto León Lozano will respond to questions in the discussion area of the COBIT 5—Use It Effectively topic beginning 21 July 2014.
Mapping COBIT 5 with IT Governance, Risk and Compliance at Ecopetrol S.A.
By Alberto León Lozano, CISA, CGEIT, CIA, CRMA
As part of an updated strategy, Ecopetrol S.A., a vertically integrated energy company, began a corporate transformation with the goals of growth and strengthening its internal control system. It knew it needed a clear approach for governance and management of IT services as well as best global reference standards and a framework, so it used the Committee of Sponsoring Organizations of the Treadway Commission (COSO) and COBIT frameworks, which helped consolidate strong IT governance practices that were totally aligned with the corporative internal control initiatives.
In 2007, Ecopetrol updated its corporate strategy, which required important changes and improvements in the organizational structure and processes that support the strategic objectives. Consequently, important milestones, such as the transformation of the legal nature of the company, the initiation of international operations and the adoption of the COSO Internal Control—Integrated Framework, were put in place to strengthen the internal control system. The company listed its shares on the New York Stock Exchange (NYSE) beginning in September 2008.
Aligned with the strategic deployment and to provide timely and effective responses to the requirements generated by the company’s situation, Ecopetrol’s Information Technology Division (DTI) decided in 2008 to integrate an IT management system, based on a proper framework. COBIT® was selected as the appropriate IT governance framework to implement its IT management system.
The IT management system incorporated the COBIT® 4.1 framework to cover the key IT control objectives that support the reliability and security of the company’s information. During the last five years of the IT management system operation, IT risk management and compliance have been successful. However, DTI has remained on constant alert to the challenges of growth and operational excellence that the company established. The objective is to incorporate the best practices that promote the sustainability of these results.
Following the release of COBIT® 5, DTI established a strategy to extend the current practices, ensuring the alignment and stability of the system, by expanding to new management and governance practices.
This article will:
• Present the results of the implementation and sustainability of a process management system based on COBIT and its positive impact on the reliability of the enterprise internal control system
• Submit an approach to implementing COBIT 5 as an extension of that operating model by identifying gaps to be closed with the updated practices to promote continuous and sustainable improvement in the governance and management of enterprise IT (GEIT) in the company
• Present the results of a processes maturity assessment, covering capability and performance, made by incorporating the new processes assessment model and how this evaluation allows enterprises to set clear actions for closing gaps to achieve and maintain the expected levels in processes maturity Background
Ecopetrol focuses on good ethics and transparency. As Colombia’s largest integrated oil company, with about 7,000 direct employees, Ecopetrol is among the top 40 oil companies in the world and the four largest oil companies in Latin America. In addition to Colombia, which accounts for 60 percent of Ecopetrol’s total production, the company is involved in exploration and production activities in Brazil, Peru and the US (Gulf of Mexico). Ecopetrol is also increasing its participation in bio-fuels considerably.
The Corporate Governance Code of Ecopetrol comprises the best corporate practices needed to preserve the business ethics and the correct administration and control of the company. This enables the company to compete through recognition and respect for the rights of shareholders, investors and other stakeholders based on clear policies for transparency in the management and disclosure of information about the business, which will, in turn, generate greater confidence among stakeholders and the market in general. The internal control system of Ecopetrol is framed within international standards (COSO).
Ecopetrol’s IT function reports to the vice president of innovation and technology. Its responsibility is to govern the IT processes for the company, including strategy, architecture, portfolio, implementation and operation of IT solutions, and provisioning of IT and infrastructure services to support business processes.
DTI and the IT shared services unit (UTI) are responsible for ensuring IT governance and management, respectively. Both have strong organizational structures distributed in a manner that meets the business’s needs related to IT. In addition, the IT function contains a management and architecture unit and an information security unit, which report to the highest level of the IT division to guide the processes related to IT governance, risk and compliance (GRC). Why Ecopetrol Chose COBIT
When choosing COBIT as the proper IT governance framework to integrate an IT management system, DTI did so based on the following characteristics of COBIT: • Mapping of IT goals to business goals
• Better alignment based on a business focus
• A view of what IT does that is understandable to management
• Indication of clear ownership and responsibilities based on process orientation
• General acceptance by third parties and regulators
• A shared understanding among all stakeholders based on a common language
• Fulfilment of the COSO and US Sarbanes-Oxley Act requirements for the IT control environment
In the last quarter of 2008, Ecopetrol’s IT division defined the guidelines, processes and control objectives to implement. Similarly, the division identified the internal resources that would support the implementation of the system and allocated resources to hire the required external consultants.
The team established a project, giving special consideration to the following issues:
• Addressing resource allocation and creating an interdisciplinary team with representatives from the involved areas within IT
• Defining the points of relationship with business units and other support units and interacting with key areas—finance, risk, strategy, quality, and internal and external audit—on an ongoing basis
• Integrating and converging with the IT support team in transport operations that was anticipating a COBIT implementation effort
• Aligning with business projects—strengthening the internal control system (COSO) and compliance (Sarbanes-Oxley).
DTI considered the various business initiatives and ongoing projects to ensure the coordination and integration of efforts. • Establishing a line of reporting at the highest level of management, with weekly follow-up meetings on the project
• Identifying prior applications (Sarbanes-Oxley, high component in SAP) and others critical for business processes, with equal understanding of the people, resources and infrastructure associated with these applications
Ecopetrol chose to implement 28 COBIT 4.1 processes, giving priority to the control objectives that support Sarbanes-Oxley compliance. The IT division developed an internal exercise to determine the maturity level of these processes. After concluding that they were at an average maturity level of 2, the team identified the gaps and set up action plans to reach level 3 for the most critical processes.
Since the second half of 2009, internal and external annual audits had been developed for Sarbanes-Oxley compliance. Several measures were implemented for remediation and improvement of key IT processes and controls. As a result, the external auditor reported that there were no significant deficiencies or material weaknesses in IT controls that need to be reported by the chief information officer (CIO), chief financial officer (CFO), chief executive officer (CEO) or auditor.
In December 2009, the COBIT project implementation received a company award for excellence, recognizing the project team’s results, performance, initiative and teamwork. The financial, management and growth results of the company have been internationally recognized during recent years.
From 2009 through the end of 2013, the company showed significant results in the management of IT risk and control, key performance indicators, and internal and external audits and assessments related to maturity of capability and performance in the IT processes.
As part of the challenges of operational excellence, the IT function at Ecopetrol maintained a clear approach toward governance and management of IT services and processes and assesses them based on the best global reference standards and by running ongoing sustainability and optimization actions. Additionally, DTI developed a plan to adopt new versions of practices, such as COSO 2013 and COBIT 5, looking for the consolidation of strong IT governance practices totally aligned with the corporative internal control initiatives.
Key Success Factors
In 2010, the IT function structured a sustainability and optimization plan for its IT management system, based on the premise of having a comprehensive vision, as well as organizational and operating model, and leveraging IT to achieve automation in IT processes and controls.
Ecopetrol also structured the IT compliance area, referencing the good practices of the COBIT framework and integrating the risk management cycles.
Key issues that led to the excellent results of the use of COBIT in Ecopetrol’s IT management system include:
• The use of COBIT was structured as a project with a detailed work plan, clearly defined milestones, allocation of team work with dedication and reliance on project management, risk management, and control of project timing and deliverables.
• The team had the full support of management, provided progress reports, and brought up any deviations and actions that required assurance.
• The company hired well-known, specialized consulting firms that integrated teams with extensive knowledge and experience.
• The project planning, development and results were communicated effectively within the company.
• The appropriation of practices by the process owners and control responsibilities were assured and formalized.
• The project was well integrated, with all areas involved, and synergies were leveraged, especially with the IT support team in transport operations, which provided the results of previous efforts and guaranteed the perspective of business users • A community of practice and management of lessons learned were established.
• Sustainability strategies and further optimization of processes were defined.
• The IT function interacted effectively with the audit teams.
• Particular focus was given to segregation of duties, access control, continuity planning, software development and information security issues.
• Maturity level assessments were conducted by a competent and independent third party.
• More than 20 employees passed ISACA’s COBIT Foundation Exam.
• Several employees were or became members of ISACA, which gave them easier access to more detailed guidance.
By 2013, Ecopetrol had updated the design of the IT processes and they had been embedded in the integrated business processes model. This led to important optimizations in transversal activities and propitiating standardization and simplification. Ecopetrol is now extending the practices of its IT governance and COBIT implementation to the companies in its business group.
During the last five years, the IT division contracted with an external consultant to conduct the capability maturity level assessment for the critical IT processes. These annual assessments confirmed the sustainability in the achievement of maturity levels 3 and 4 in the company’s processes, according to the goals. In addition, the IT division has incorporated the principles of the updated COBIT Process Assessment Model (PAM): Using COBIT® 5 to include the assessment not only of the processes’ capability, but also their performance under the ISO 15504 standard.
The results of the most recent assessment reported an average of 3.8 in the capability maturity of the company’s 16 IT processes (figure 1) and an average of 3.6 in the
Moving Forward With COBIT 5
Aligned with the challenges of growth and operational excellence, commitment to transparency and guaranteeing the reliability of information in its processes and to its stakeholders, the IT function endeavored to extend the IT processes to COBIT 5 by integrating the efforts and ensuring alignment with ongoing corporative initiatives related to the design and implementation of the Shared Services Center (SSC), integration of management processes (business process management [BPM]), enterprise risk management (ERM) and the internal control system (COSO ERM).
controls, reported before remediation plans, have been decreasing according to the optimization of controls and processes maturation (figure 5).
• Action plans have been developed to cover key findings related to IT controls by ongoing monitoring (figure 6).
• In relation to IT GRC practices, Ecopetrol has adopted best practices and, particularly, global frameworks (figure 7).
Conclusion
The implementation and sustainability of GRC processes based on COBIT are very urgent initiatives that imply important efforts, but that propitiate very positive impacts on the reliability of the enterprise internal control system, clearly generating reliable information that supports business strategy.
Implementing COBIT 5 on a processes operating model based on a previous version requires a clear strategy that permits leveraging the newest practices without affecting current results. It could be made by identifying gaps to be closed and considering key issues like communication; it is necessary to identify and report benefits. This migration promotes the continuous and sustainable improvement in the governance and management of information technology in the enterprise.
The maturity assessment over the processes capability and performance, using the COBIT 5 PAM and referring to ISO 15504, is an important source to validate the achievement of the current maturity level and to identify gaps to set actions to improve the processes maturity in order to accomplish objectives. However, development of these assessments should be permanent and strict in their methodology, the assessor´s competencies and processes owners involvement.
Finally, in the context of COBIT 5’s use and sustainability process, the impact of the results on the information reliability, the strong confidence of IT in the internal control system, the integration with organizational associated issues, the ongoing external assessment, the management of culture and people, and the effective support of consulting services are key success factors.
Alberto León Lozano, CISA, CGEIT, CIA, CRMA
Is IT compliance officer of the information technology division at Ecopetrol S.A. He can be reached at
Alberto.Leon@ecopetrol.com.co
Volume 3, July 2014 Page 6

0

See your Schedule and Requirements document for the due date. Put your answer underneath each question. You may either type your answers or write them neatly and scan your document

Posted by kinyawa@gmail.com on June 21, 2017 in Uncategorized |

Chapter 11 Homework Assignment
See your Schedule and Requirements document for the due date. Put your answer underneath each question. You may either type your answers or write them neatly and scan your document. With respect to the plots of the regression lines, you may present your answer in any reasonable way you choose (Excel, by hand, etc.). However, the regression plots must be neat and if I cannot read the writing, I cannot give credit. Submit your file(s) through the Homework Assignments link.
Lawrence Choynski, the plant controller at Bart Plastics, wants to identify cost drivers for manufacturing overhead costs. Indirect support consists of skilled staff responsible for the efficient functioning of all aspects (setup, production, maintenance, and quality control) of the plastic injection molding facility. In talking with the support staff, Choynski has the impression that the staff spends a sizable portion of its time ensuring that the equipment is set up correctly and checking that the first units of production in each batch are of good quality.
Choynski has collected the following data for the past 12 months:
Month Manufacturing
Overhead Costs Machine
Hours Number of
Batches
January $84,000 2,250 309
February 41,000 2,400 128
March 63,000 2,850 249
April 44,000 2,100 159
May 44,000 2,700 216
June 48,000 2,250 174
July 66,000 3,800 264
August 46,000 3,600 162
September 33,000 1,850 147
October 66,000 3,300 219
November 81,000 3,750 303
December 57,000 2,000 106
Total $673,000 32,850 2,436
Choynski estimates the following two regression equations:
y = $28,089 + ($10.23 x Machine-hours)
y = $16,031 + ($197.30 x Number of batches)
where y is the monthly manufacturing overhead costs.
Continued on next page
Required:
1. Plot the monthly data and the regression lines for each of the following cost functions:
a. Manufacturing overhead costs = a + (b x Machine-hours)
b. Manufacturing overhead costs = a + (b x Number of batches)
Which cost driver for manufacturing overhead costs would you choose? Explain.
2. Choynski anticipates 2,600 machine-hours and 300 batches for next month. Using the cost driver you chose in requirement 1, what amount of manufacturing overhead costs should Choynski budget?
3. Assume the facts in requirement 2. Choynski adds 20% to costs to determine target revenues (and hence selling prices). Costs other than manufacturing overhead are expected to be $125,000 next month. Compute the target revenue numbers for next month if the cost driver for manufacturing overhead is i) machine-hours and ii) number of batches. What would happen if Choynski set target revenues and selling prices using the cost driver you did not choose in requirement 1?

0

Project: Organisational governance and risk management audit

Posted by kinyawa@gmail.com on June 21, 2017 in Uncategorized |

Project: Organisational governance and risk management audit
In this assessment, you are asked to conduct a values and risk audit of an organisation with which you have had some association. It could be a large company, a family business, a school, a hospital, a not-for-profit organisation. It could be any organisation that provides a service or conducts any form of social activity that involves:
1.
1.
1. Some form of statement about what it does and its commitments. This could be a company or organisational mission statement; or marketing material; or any document in which the organisation defines its commitment to abiding by the law, or certain moral codes, or specific cultural or communal commitments. In other words, anything that articulates what the company/organisation stands for with respect to governance and social responsibility. It might be as generic as saying, as Google does, “do no evil”, or as specific as BHP Billiton’s commitment to observing best practice in land remediation of spent mines;
2. Some level of financial management and accountability. This can be at a very high level for a large company, or very modest in a small family business. Either way, there has to be some level of financial or resource accountability, and some level of responsibility for what the organisation does in the conduct of its activities;
3. A recognised set of risks to the organisation’s well-being, or to the interest of its stakeholders, that are articulated in some way, whether in the form of an organisational risk management strategy, or some other less formal method of assessing and addressing organisational and/or stakeholder risks.
4. A defined set of services or products. That is, the organisation’s outputs – what it offers its client or customers;
5. A customer or client base. There must be some customer or client base for the audit to make sense, and this needs to be identified, namely, who the organisations serves or supplies.
6. Some level of management structure or identifiable managerial accountabilities responsible for organisational governance and risk assessment and management. For our purposes, an anarchic group of people just doing things for the sake of it to help others, or themselves, but with no formal structure, is not a suitable subject for this exercise. There must be some specific roles and accountabilities, even if poorly defined.
What you are asked to do is to conduct a mini-audit of the organisation that describes the above elements, analyses how well and appropriately the organisation manages its stated governance and risk management commitments, and provide a set of recommendations on how the organisation may enhance its governance and risk management performance.
Length and/ or format: 3000 words
Purpose: To assess your ability to apply concepts and practices relating to corporate governance and risk management to actual organizations.
This note is a reminder that the major Assessment for this unit, Assessment 3, is worth 50% of the total unit mark, and requires you to do some advance planning and preparation. I know that you are immersed in addressing Assessment 2. However, Assessment 3 is very hard to do in just a couple of weeks. It requires considerable time, reading, investigation and especially reflective thinking about you chosen case study.
In Assessment 3, you are asked to conduct a values commitment and risk management audit of an organisation with which you have had some association. It could be a large company, a family business, a school, a hospital, a not-for-profit organisation. It could be any organisation that provides a service or conducts any form of social activity that involves:
1 Some form of statement about what it does and its governance commitments. This could be a company or organisational mission statement; or marketing material; or any document in which the organisation defines its commitment to abiding by the law, or certain moral codes, or specific cultural or communal commitments. In other words, anything that articulates what the company/organisation stands for with respect to governance and social responsibility. It might be as generic as saying, as Google does, “do no evil”, or as specific as BHP Billiton’s commitment to observing best practice in land remediation of spent mines;
2 Some level of financial management and accountability. This can be at a very high level for a large company, or very modest in a small family business. Either way, there has to be some level of financial or resource accountability, and some level of responsibility for what the organisation does in the conduct of its activities;
3 A defined set of services or products. That is, the organisation’s outputs – what it offers its client or customers;
4 A customer or client base. There must be some customer or client base for the audit to make sense, and this needs to be identified, namely, who the organisations serves or supplies.
5 Some level of management structure or identifiable managerial accountabilities. For our purposes, an anarchic group of people just doing things for the sake of it to help others, or themselves, but with no formal structure, is not a suitable subject for this exercise. There must be some specific roles and accountabilities, even if poorly defined.
Note: you are NOT expected to conduct a full audit with detailed interviews and in-depth analyses of organizational documents.
What you are asked to do is a ‘mini-audit’ in which you select an organisation and:
1 Give an overview of the organisation – what it does and how it promotes itself to its shareholder (where relevant) and stakeholders, through official documents, policies, procedures, and advertising. Provide evidence in the form of attachments, but only important documents, or selections that make your point. Don’t go overboard with attachments and evidence; just enough to make your point, and no more.
2 Clearly state the ‘advertised’ values of the organisation – what it says it stands for. Where these are unclear, try to tease them out.
3 Describe the processes the organisation has in place that promote, monitor, review, action its value commitments and manage risk. Again, you can’t do everything, so be selective. In your general overview of the organisation’s value commitments, you can state that the organisation is committed to x, y and z, but focus only on z, for example. In other words, don’t be too ambitious. You don’t have much time to complete what could be quite a detailed exercise. So focus on something that is representative of the company’s values commitment (or otherwise!).
4 Review the history of the organisation over the recent past, say, 5 years. You don’t have to be rigid about this. If 10 years is a more appropriate frame of reference, then that’s fine. What you are looking for here is the extent to which the company has been true to its commitments. What evidence can you find one way or another? Remember, corporate governance and/or CSR undertakings are major value commitments of an organisation, and are absolutely central to this assessment.
5 If possible, interview a few key stakeholders for their views. This is not always possible, but may be very relevant in some circumstances. This is up to you. You do NOT have to interview anyone. But if you can, and if it is relevant, then this would be a good way to get more data on the organisation’s fulfilment or otherwise of its value commitments.
6 Draw some conclusions about the company’s integrity (more on this below) and view of risk and how it is to be managed. In other words, discuss what you have found. No need to be definitive, since this is only a mini-audit. But it can be indicative, and serve as the preliminary study for a much deeper investigation. In other words, this is ‘audit lite’, so to speak, in which you do a fairly quick and succinct review of an organisation to see if there is anything that would lead you to look more deeply.
7 You need to be specific about the things you find that indicate organisational integrity, and those that indicate organisational hypocrisy. You are not asked to solve the problems you find, but once you have identified key issues, discuss them in light of the key issues covered in the unit.
8 You do not have to provide heavy academic referencing, but where possible, draw on examples from the readings and unit guide, and any other sources that you believe to be relevant. Again, no need to go overboard. Just cite those sources and references that you have actually used; not a long list for the sake of impressing the marker – the opposite will be the case. You will get good marks for authenticity and sound analysis.
There is no specific template for the audit, because we wish to see what you come up with as an appropriate format for the sort of organisation you are auditing.

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• PS: The topic to research is: “Using an internal intranet/social Intranet for employee interaction”

Posted by kinyawa@gmail.com on June 21, 2017 in Uncategorized |

PS: The topic to research is: “Using an internal intranet/social Intranet for employee interaction”
ASSESSMENT BRIEF 1
Subject Code and Title
BIZ101: Business Communications
Assessment
Digital Resources Analysis
Individual/Group
Individual
Length
800 words (+/- 10%)
Learning Outcomes This assessment address the following subject learning outcomes:
a) Demonstrate academic skills appropriate to the level of study.
b) Demonstrate research skills and referencing appropriate to the level of study.
c) Critically analyse texts and/or multi- modal material in both a business and academic context.
Submission
By 11:55pm AEST/AEDT Sunday of Module 3 (Week 5)
Weighting
25%
Total Marks
100 marks
Context:
The assessment task requires you to search and locate five (5) sources in total that will be useful for completing your proposal and report for Assessment 2a and 2b.
At least three resources must be from reliable academic sources, such as articles or academic journals. The other sources can come from media sites, books, magazines, websites, YouTube and Tedtalks.
• These resources must relate to your topic “Using an internal intranet/social Intranet for employee interaction”
, which is on implementing a digital communication strategy within an organsiation. Therefore, it is important that you have thought about what type of strategy you wish to focus on before you start your research. If you are doing this in a group you must all agree on the topic, but the research is conducted individually.
BIZ101_Assessment 1_Digital Research_Module 2 Page 1 of 4
Topic to research:
• Using an internal intranet/social Intranet for employee interaction
Instructions:
In this assessment, you must critically analyse each resource and justify why it would be of use to your assignment on identifying a communication strategy within an organsiation.
In a word or excel document please provide the following:-
1. Name of the resource (i.e. Communicating in the 21st Century)
2. Type of resource (i.e. website, article, video)
3. a) Write a brief summary on each of your resources justifying why you think they will be beneficial to your report.
b) Ensure you apply the five (5) Reliability test to each source.
(800 words in total for a) and b) +/- 10%).
4. Provide a full reference for each resource including a link following the APA referencing style.
Submitting Your Assessment
1. Check your originality by uploading your commentary to Turnitin.
2. When the Turnitin result is less than 20%, submit your assignment through the Assessment submission area.
BIZ101_Assessment 1_Digital Research_Module 2 Page 2 of 4
Learning Rubric
Assessment Attributes Fail
(Unacceptable)
(0-49%) Pass
(Functional)
(50-64%) Credit
(Proficient)
(65-74%) Distinction
(Advanced)
(75-84%) High Distinction
(Exceptional)
(85-100%)
Research 40 Demonstrates inconsistent use of good quality, credible and relevant research sources to support and develop topic idea.
Demonstrates consistent use of credible and relevant research sources to support and develop topic idea, but these are not always explicit or well developed.
Demonstrates consistent use of high quality, credible and relevant research sources to support and develop topic ideas.
Consistently demonstrates expert use of good quality, credible and relevant research sources to support and develop appropriate arguments and statements. Shows evidence of research and reading beyond the assessment expectations. Demonstrates expert use of high quality, credible and relevant research sources that will support and develop arguments. Shows extensive evidence of research and reading well beyond the assessment expectations.
Summarising resources
35 Limited understanding of topic researched and information presented does not show any evidence of evaluation and analysis of the resources.
Summary is poorly written with consistent grammatical errors Information is
communicated clearly with sufficient evidence of understanding of the researched sources, and information presented shows a fair attempt of providing evidence of evaluation and analysis of the resources.
Summary has minimal grammatical errors. Information is clearly communicated, and there is a good level of evidence in understanding the researched sources.
Information presented shows a good level of evaluation and analysis of the resources.
Summary has no grammatical errors. Information is consistently communicated, and there is
a high level of
demonstrated evidence in understanding the researched sources.
Information presented shows a high level of evaluation and analysis of the resources.
Summary has no grammatical errors. Information is consistently communicated, and there is expert use of demonstrated evidence of understanding the researched sources.
Information presented shows an expert evaluation
and analysis of the resources with some critical thinking applied.
Summary has no grammatical errors.
BIZ101_Assessment 1_Digital Research_Module 2 Page 3 of 4
Assessment Attributes Fail
(Unacceptable)
(0-49%) Pass
(Functional)
(50-64%) Credit (Proficient) (65-74%) Distinction
(Advanced)
(75-84%) High Distinction
(Exceptional)
(85-100%)
Referencing and
Reliability test 25 The five reliability tests have not been applied to the resources.
There are consistent mistakes in using the APA style for referencing.
The five reliability tests have been applied to the resources with some explanation.
There are minimal mistakes in using the APA style for referencing. A fair explanation for each of the five reliability tests have been applied to resources.
There are no mistakes in using the APA style for referencing. A good level of explanation
for each of the five reliability tests have been applied to resources.
There are no mistakes in using the APA style for referencing. An expert level of explanation for each of the five reliability tests have been applied to resources.
There are no mistakes in using the APA style for referencing.
BIZ101_Assessment 1_Digital Research_Module 2 Page 4 of 4

0

• PS: The topic to research is: “Using an internal intranet/social Intranet for employee interaction”

Posted by kinyawa@gmail.com on June 21, 2017 in Uncategorized |

PS: The topic to research is: “Using an internal intranet/social Intranet for employee interaction”
ASSESSMENT BRIEF 1
Subject Code and Title
BIZ101: Business Communications
Assessment
Digital Resources Analysis
Individual/Group
Individual
Length
800 words (+/- 10%)
Learning Outcomes This assessment address the following subject learning outcomes:
a) Demonstrate academic skills appropriate to the level of study.
b) Demonstrate research skills and referencing appropriate to the level of study.
c) Critically analyse texts and/or multi- modal material in both a business and academic context.
Submission
By 11:55pm AEST/AEDT Sunday of Module 3 (Week 5)
Weighting
25%
Total Marks
100 marks
Context:
The assessment task requires you to search and locate five (5) sources in total that will be useful for completing your proposal and report for Assessment 2a and 2b.
At least three resources must be from reliable academic sources, such as articles or academic journals. The other sources can come from media sites, books, magazines, websites, YouTube and Tedtalks.
• These resources must relate to your topic “Using an internal intranet/social Intranet for employee interaction”
, which is on implementing a digital communication strategy within an organsiation. Therefore, it is important that you have thought about what type of strategy you wish to focus on before you start your research. If you are doing this in a group you must all agree on the topic, but the research is conducted individually.
BIZ101_Assessment 1_Digital Research_Module 2 Page 1 of 4
Topic to research:
• Using an internal intranet/social Intranet for employee interaction
Instructions:
In this assessment, you must critically analyse each resource and justify why it would be of use to your assignment on identifying a communication strategy within an organsiation.
In a word or excel document please provide the following:-
1. Name of the resource (i.e. Communicating in the 21st Century)
2. Type of resource (i.e. website, article, video)
3. a) Write a brief summary on each of your resources justifying why you think they will be beneficial to your report.
b) Ensure you apply the five (5) Reliability test to each source.
(800 words in total for a) and b) +/- 10%).
4. Provide a full reference for each resource including a link following the APA referencing style.
Submitting Your Assessment
1. Check your originality by uploading your commentary to Turnitin.
2. When the Turnitin result is less than 20%, submit your assignment through the Assessment submission area.
BIZ101_Assessment 1_Digital Research_Module 2 Page 2 of 4
Learning Rubric
Assessment Attributes Fail
(Unacceptable)
(0-49%) Pass
(Functional)
(50-64%) Credit
(Proficient)
(65-74%) Distinction
(Advanced)
(75-84%) High Distinction
(Exceptional)
(85-100%)
Research 40 Demonstrates inconsistent use of good quality, credible and relevant research sources to support and develop topic idea.
Demonstrates consistent use of credible and relevant research sources to support and develop topic idea, but these are not always explicit or well developed.
Demonstrates consistent use of high quality, credible and relevant research sources to support and develop topic ideas.
Consistently demonstrates expert use of good quality, credible and relevant research sources to support and develop appropriate arguments and statements. Shows evidence of research and reading beyond the assessment expectations. Demonstrates expert use of high quality, credible and relevant research sources that will support and develop arguments. Shows extensive evidence of research and reading well beyond the assessment expectations.
Summarising resources
35 Limited understanding of topic researched and information presented does not show any evidence of evaluation and analysis of the resources.
Summary is poorly written with consistent grammatical errors Information is
communicated clearly with sufficient evidence of understanding of the researched sources, and information presented shows a fair attempt of providing evidence of evaluation and analysis of the resources.
Summary has minimal grammatical errors. Information is clearly communicated, and there is a good level of evidence in understanding the researched sources.
Information presented shows a good level of evaluation and analysis of the resources.
Summary has no grammatical errors. Information is consistently communicated, and there is
a high level of
demonstrated evidence in understanding the researched sources.
Information presented shows a high level of evaluation and analysis of the resources.
Summary has no grammatical errors. Information is consistently communicated, and there is expert use of demonstrated evidence of understanding the researched sources.
Information presented shows an expert evaluation
and analysis of the resources with some critical thinking applied.
Summary has no grammatical errors.
BIZ101_Assessment 1_Digital Research_Module 2 Page 3 of 4
Assessment Attributes Fail
(Unacceptable)
(0-49%) Pass
(Functional)
(50-64%) Credit (Proficient) (65-74%) Distinction
(Advanced)
(75-84%) High Distinction
(Exceptional)
(85-100%)
Referencing and
Reliability test 25 The five reliability tests have not been applied to the resources.
There are consistent mistakes in using the APA style for referencing.
The five reliability tests have been applied to the resources with some explanation.
There are minimal mistakes in using the APA style for referencing. A fair explanation for each of the five reliability tests have been applied to resources.
There are no mistakes in using the APA style for referencing. A good level of explanation
for each of the five reliability tests have been applied to resources.
There are no mistakes in using the APA style for referencing. An expert level of explanation for each of the five reliability tests have been applied to resources.
There are no mistakes in using the APA style for referencing.
BIZ101_Assessment 1_Digital Research_Module 2 Page 4 of 4

0

nt See your Schedule and Requirements document for the due date. Put your answer underneath each question. You may either type your answers or write them neatly and scan your document.

Posted by kinyawa@gmail.com on June 21, 2017 in Uncategorized |

Chapter 11 Homework Assignment
See your Schedule and Requirements document for the due date. Put your answer underneath each question. You may either type your answers or write them neatly and scan your document. With respect to the plots of the regression lines, you may present your answer in any reasonable way you choose (Excel, by hand, etc.). However, the regression plots must be neat and if I cannot read the writing, I cannot give credit. Submit your file(s) through the Homework Assignments link.
Lawrence Choynski, the plant controller at Bart Plastics, wants to identify cost drivers for manufacturing overhead costs. Indirect support consists of skilled staff responsible for the efficient functioning of all aspects (setup, production, maintenance, and quality control) of the plastic injection molding facility. In talking with the support staff, Choynski has the impression that the staff spends a sizable portion of its time ensuring that the equipment is set up correctly and checking that the first units of production in each batch are of good quality.
Choynski has collected the following data for the past 12 months:
Month Manufacturing
Overhead Costs Machine
Hours Number of
Batches
January $84,000 2,250 309
February 41,000 2,400 128
March 63,000 2,850 249
April 44,000 2,100 159
May 44,000 2,700 216
June 48,000 2,250 174
July 66,000 3,800 264
August 46,000 3,600 162
September 33,000 1,850 147
October 66,000 3,300 219
November 81,000 3,750 303
December 57,000 2,000 106
Total $673,000 32,850 2,436
Choynski estimates the following two regression equations:
y = $28,089 + ($10.23 x Machine-hours)
y = $16,031 + ($197.30 x Number of batches)
where y is the monthly manufacturing overhead costs.
Continued on next page
Required:
1. Plot the monthly data and the regression lines for each of the following cost functions:
a. Manufacturing overhead costs = a + (b x Machine-hours)
b. Manufacturing overhead costs = a + (b x Number of batches)
Which cost driver for manufacturing overhead costs would you choose? Explain.
2. Choynski anticipates 2,600 machine-hours and 300 batches for next month. Using the cost driver you chose in requirement 1, what amount of manufacturing overhead costs should Choynski budget?
3. Assume the facts in requirement 2. Choynski adds 20% to costs to determine target revenues (and hence selling prices). Costs other than manufacturing overhead are expected to be $125,000 next month. Compute the target revenue numbers for next month if the cost driver for manufacturing overhead is i) machine-hours and ii) number of batches. What would happen if Choynski set target revenues and selling prices using the cost driver you did not choose in requirement 1?

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