Cost Of Pride For Partners And Outside Investors

Cost Of Prideftrrores His Partners And Outside Investors Are To Co

Cost of PRIDE? Ftrrores, his partners, and outside investors are to continue project, they need to assess its investment potential. Might be willing to take some loss for the sake of service to his patients, but from the dialog in the iltmg of this chapter, it doesn't sound likely that his partners and no successful investor would consider putting your into a losing proposition. Assess PRIDE's investment potential, we need to know potential as well as the costs of developing and trqg it. We don't know the PRIDE business model, so we assess the revenue aspect of this investment. Such a belongs in an entrepreneurship text and not in an. In any case, it is appropriate for us to discuss what a system MS PRIDE will cost.

By now, you should have sufficient to at least be able to determine the important costs even though you don't know the particular values. 10-28 lists potential development and operational costs for each of the five components of the PRIDE II cost. These costs are obvious from the discussion of the SDLC in this chapter. A few, however, may be unexpected. For one, notice the hardware and software developer costs. Developers need computers on which to run test code, and they need development software such as Visual Studio. There are likely network, server, and other costs for developers as well.

Finally, development may need mobile devices of the type for which they are developing. A full array of iOS devices, Android devices, and Windows RT devices will be needed if all of those operating systems are to be supported. In the case of PRIDE, software is all custom-developed, so appreciable software development costs should be anticipated. Estimating those costs will be difficult. We will discuss PRIDE security in Chapter 12; for now, realize that applications will need to be developed to enable users to enter and update their security settings.

All software will need to be designed to limit access according to users' security settings. Sources of data development costs are self-explanatory. As stated in the chapter, there is normally considerable uncertainty about the time required for data modeling and database design. Because of the PRIDE prototype, this uncertainty will be less. Procedures for all users must be designed and documented.

These tasks are often more expensive than anticipated because those who develop the system may believe it will be easier to use than it actually is. Procedures need to be more detailed and better documented than developers expect. Finally, operational jobs must be defined, with job descriptions written for operations and support personnel, and possibly for development personnel if ongoing development is anticipated. Personnel need to be hired and trained. As you learned in this chapter, test plans need to be written and integrated system testing conducted.

This activity may necessitate full-time product quality assurance (PQA) personnel as well. CHAPTER 10 Development Processes Using the collaboration IS you built in Chapter 2 (pages 73-74), collaborate with a group of students to answer the following questions. Wilma Baker, Jerry Barker, and Chris Bickel met in June 2012 at a convention of resort owners and tourism operators. They sat next to each other by chance while waiting for a presentation; after introducing themselves and laughing at the odd sound of their three names, they were surprised to learn that they managed similar businesses. Wilma Baker lives in Santa Fe, New Mexico, and specializes in renting homes and apartments to visitors to Santa Fe. Jerry Barker lives in Whistler Village, British Columbia, and specializes in renting condos to skiers and other visitors to Whistler/Blackcomb Resort. Chris Bickel lives in Chatham, Massachusetts, and specializes in renting homes and condos to vacationers to Cape Cod. The three agreed to have lunch after the presentation. During lunch, they shared frustrations about the difficulty of obtaining new customers, especially in the current economic downturn. Barker was especially concerned about finding customers to fill facilities constructed for the Olympics last year. As the conversation developed, they wondered if there was a way to combine forces—seeking a competitive advantage from an alliance.

They decided to skip one of the next day's presentations and meet to discuss forming an alliance. Ideas included sharing customer data, developing a joint reservation service, and exchanging property listings. It became clear they had no interest in merging their businesses; each wanted to stay independent. They also discovered that each was very concerned, even paranoid, about protecting their existing customer base from poaching. Still, the conflict was not as bad as it first seemed.

Barker's business was primarily winter ski trade, Bickel's was mainly summer Cape Cod vacations, and Baker's high seasons were summer and fall. The difference in high seasons suggested they would not cannibalize each other's customers. The question was how to proceed. Because of their desire to protect their own customers, they did not want to develop a common customer database.

The best idea was to share data about properties. This way, they could keep control of their customers but still promote others' properties. They discussed several options: each could develop her or his own property database and share via the Internet, or they could develop a centralized property database accessible to all. Because of incomplete requirements, a specific system plan cannot be developed, but generally, they first need to decide how elaborate their information system should be.

Consider the following two alternatives:

a. Building a simple system centered on email: each company sends property descriptions to others via email, and then forwards descriptions to their own customers. Customer reservation requests are forwarded back via email.

b. Building a more complex web-based shared database containing data on properties and reservations. They could license an existing application for reservation tracking.

In your responses to questions 1 and 2, use diagrams with Visio or another tool to create process flows for each alternative, including roles, activities, data repositories, and data flows. Assume 3 to 5 agents per company. For alternative b, specify roles involved in property listing, reservation, and database management.

Compare your answers, discussing which alternative is likely to generate more income, cost less to operate, and which you would recommend. Justify your choice based on effectiveness and efficiency.

Sample Paper For Above instruction

The evaluation of a project’s investment potential, such as the PRIDE system, requires comprehensive analysis of both its possible benefits and associated costs. Stakeholders—including partners and outside investors—must assess whether the anticipated revenue justifies the development and operational expenses. This paper explores the various cost components involved in implementing the PRIDE system, estimates potential expenses based on the SDLC framework, and discusses strategic considerations essential for successful deployment.

Initially, understanding the costs associated with hardware, software, and personnel recruitment is fundamental. Hardware costs encompass computers needed for developers to run test codes, development software licenses such as Visual Studio, and network infrastructure supporting development activities. Developer costs are significant, involving the procurement of development machines, network setup, and specialized software licenses. Mobile device costs are also critical since the system requires compatibility across various platforms like iOS, Android, and Windows RT, necessitating a broad array of devices for testing and development.

Software development costs, especially for custom applications, tend to be substantial due to the complexities involved in designing secure and user-friendly applications. These costs include designing security features, developing user interfaces, and integrating security settings configuration. Estimating these costs requires careful planning, considering potential unforeseen expenses related to usability testing and security compliance.

Data development constitutes another substantial cost factor. Data modeling, database design, and data entry must be executed efficiently to minimize expenses. The uncertainties associated with data design are reduced in a prototype setting; however, thorough procedures and documentation are essential to ensure system usability and security requirements are met. The process of defining operational roles and job descriptions also incurs costs, including hiring, training, and ongoing support, which are crucial for system sustainability.

Quality assurance activities, including test plan development and system testing, frequently require dedicated personnel such as full-time product quality assurance staff. These efforts are vital to ensure that the final system functions as intended and minimizes post-deployment issues. Overall, the costs involved in developing PRIDE are considerable, reflecting the complexities of establishing a secure, efficient, and scalable healthcare information system.

In strategic planning, the assessment of costs must be complemented by an understanding of the system's potential revenue and benefits. While specific revenue projections are not provided without detailed business models, the focus here remains on elucidating the cost side of the investment decision. Effective management of these costs will determine the feasibility and success of PRIDE, making detailed cost estimation and rigorous project planning imperative.

Similarly, when considering the cooperative strategies discussed among resort owners in the provided case study, different models of collaboration—simple email exchanges versus complex web-based systems—entail distinct cost structures and effectiveness levels. The simpler email-based approach minimizes initial investment but may provide limited functionality and scalability, potentially restricting revenue growth. Conversely, building a shared database platform involves higher upfront costs but offers more robust features conducive to revenue generation and operational efficiency.

References

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