Sports in the Future

 

The initial post of at least  300 words (excluding references) in response to the forum topic is due by Wednesday night, 11:55 pm Eastern Time

 

Forum | Sports in the Future

 

 

Please select one of the following topics for your discussion board assignment. Please clarify which question you are responding to by posting the question above your initial post. Respond to at least two of your classmates’ postings.

Discussion Question choices:

  1. Your job at a U.S. “think tank” has led you to become a consultant on a project that is trying to predict what sports might look like from a global perspective in the year 2030. Using material from this chapter and the rest of the book, identify two things that will be different about sports in 2030 and explain why these differences would come about.

Difference #1:

Difference #2:

Explanation:

  1. If you could bring about one change in the meaning, purpose, or organization of sports, what would it be? What theory would guide your selection of the change, and what vantage point (see the chapter) would be best for making the change?

The change:

The theory:

The vantage point:

 

 

 

 

 

Education homework help

How do you maintain professionalism during coaching sessions while discussing with another teacher when unethical actions take place? (275 words and two resources)

What are some ways to avoid negative perceptions that may come from the label “instructional coach” while working with veteran teachers?(275 words and two resources)

Part One: Agile Software Engineering

Part One: Agile Software Engineering

  1. Study the Agile Manifesto until you have it committed to memory: then write it here. Between each line explain in your own words what each line means and what benefits it provides ( especially benefits leading to the accelerated development and deployment of software.

 

 

 

  1. Describe what test-first development is. Use the following words in your answer: automated, system requirements, implementation, input, and output.

 

 

  1. Describe the benefits of User Stories. Use the following words in your answer: elicitation, requirements, test skeleton, release, back log, sprint, and test-first development.

 

  1. Compare and contrast the Scrum approach to project management with

conventional plan-based approaches as discussed in Chapter 23. Your

comparison should be based on the effectiveness of each approach for

planning the allocation of people to projects, estimating the cost of projects,

maintaining team cohesion and managing changes in project team

membership.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Part Two: System Modeling

  1. Briefly define each of the following: Use the following words at least once in your answers: sequence, use-case, activity
  • Context Models
  • Interaction Models
  • Structural Models
  • Behavioral Models
  • Model-Driven Architecture
  1. Assume your library project has the following features:
  • Search by Dewey number
  • Search by subject
  • Place books on reserve
  • Inter-library loan

Also assume you have defined the following user types

  • Student
  • Professor
  • Research Librarian
  • Technical Librarian/System Administrator

Here is what you need to do (relate these as much as possible to your Library Project): (review chapters 5 and 7)

  • Develop a sequence diagram showing the interactions involved when a professor places a book on reserve.
  • Draw an activity diagram that models the processing involved when a student searches by subject.
  • Draw state diagrams of the control software for an inter-library loan system. This system:
    • Checks local availability
    • Checks avalability elsewhere
    • Automates delivery process

 

 

Part Three: Object Oriented Design

7.Using the UML graphical notation for object classes, design object classes, identifying attributes and operations. Use your own experience to decide on the attributes and operations that should be associated with these objects.

 

Hint: Diagram 7.6 from the book is a good place to start.

 

 

 

Clinical Field Experience D: Targeted Teaching Activities

Objectives, learning activities, and assessments are all aligned to a standard. It is important to align these components so teaching can be targeted to meet the students’ needs. The data collected from the pre-assessment drives the creation of targeted learning activities. As always, reflection on these practices is a key element in improving practices. Use the data collected from your pre-assessment to determine an appropriate targeted teaching activity to implement during this field experience.

Allocate at least 3 hours in the field to support this field experience.

Prior to teaching your targeted activity, discuss with your mentor teacher your objectives, activities, and assessments. Use any feedback to improve the targeted teaching plan. Implement the targeted teaching activity and related assessment with the same student you have been working with during your field experience. Then debrief the experience with your mentor teacher.

Use any remaining field experience hours to assist the mentor teacher in providing instruction and support to the class.

In a 250-500 word summary, discuss the results of your targeted teaching activity. Describe the conversation you had with your mentor teacher regarding the objectives, activities, and assessments. Reflect and explain how you designed, delivered, and assessed your targeted teaching activity. Indicate how you plan to implement what you learned in your future teaching practice.

APA format is not required, but solid academic writing is expected.

This assignment uses a rubric. Review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite.

Document the locations and hours you spend in the field on your Clinical Field Experience Verification Form.

Submit the Clinical Field Experience Verification Form to the LMS in the last topic. Directions for submitting can be found on the College of Education site in the Student Success Center.

MOD006887 International Operations Management

MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 1 of 10
Case materials:
Pálinka International Unlimited
Assignment deadline: TBA

Assignment: 011 Group coursework: operations consultancy
simulation and report
MOD006887 International Operations Management
Module:

Module leader: Tom Farnsworth
Semester/Trimester: Tri 1
Academic year: 2019-20
MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 2 of 10
(0) Background
Pálinka is a traditional alcoholic beverage produced in Eastern Europe, principally Hungary
and Romania. It is distilled from fermented soft fruits – there is a common saying in Hungary
that, if you can make jam or conserve from it, you can make pálinka with it.
Pálinka International Unlimited (PIU) is a small distillery based in Kent, UK. It was established
eighteen months ago by two entrepreneurs, Erzsébet Nagy and Dacian Iridescu. They had
identified an opportunity to distil and supply pálinka to the sizeable diaspora populations of
Hungarians and Romanians in the UK, on three grounds:
§ The likely Brexit restrictions to be placed on freedom of movement between the
European Union and the UK would make it more difficult for visiting family members to
bring home-distilled pálinka to relatives living in the UK;
§ The likely increase in tariffs accompanying the UK’s exit from the European Union free
trade area would make formal importation of pálinka much less commercially
attractive;
§ Owing to the undeveloped market for fruit spirits in the UK, much of the soft fruit grown
in Kent below market grade or conserve grade, is simply turned into animal feed or
compost rather than being fermented and distilled.
After eighteen months of trading, the optimism of PIU’s founders about the commercial viability
of a UK-based pálinka distillery has largely been justified. The fruit growers’ co-operatives in
Kent are only too delighted to sell their utility-grade stone fruits to PIU, because they get a
better price from PIU than they would from animal feed manufacturers. The quality of the PIU
product and the efficiency of its distribution channels have won many retail and wholesale
customers.
In fact, sales have increased considerably to the point at which the capacity of the operation
must be increased; specifically:
§ a second pot still was installed and brought on line three weeks ago;
§ a climate-controlled warehouse extension has been built to improve inbound logistics;
§ new marketing channels have been established;
§ new staff members have joined the production team;
§ a new distribution centre is needed to cope with the volume of sales.
Unfortunately, all of these novel developments are causing problems. The day-to-day running
of the PIU operation is handled by Erzsébet, and she has her hands full training the new staff
and supervising production and outbound logistics. Dacian is the salesman and needs to be
on the road visiting account customers and signing new business. They agree that a little extra
investment in operations management consultancy is justified, and they call in your team to
help.

MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 3 of 10
(1) The strange case of Still no.2
From: Nagy, Erzsébet <e.nagy@piupalinka.co.uk>
Subject: URGENT: fusel alcohols from Still #2
Date: 23 September 2019 at 14:20
To: PIU Quality Team <qcteam@piupalinka.co.uk>
Hi all
I am very concerned by some of the readings for fusel alcohols arising from the second
distillations using the new still. As you know, we need SOME fusel alcohols in the
középpárlat [middle cut] for flavour and mouthfeel in the finished spirit, but some of the
readings seem crazy variable by comparison with Still #1.
Still #2 has been running since the beginning of the month, including 4 September when the
gas supply was interrupted by those idiot builders up the road and we had to restart the
burners. I attach the readings for parts per million of amyl alcohol, which as you know should
be between 10ppm and 30ppm.
I know you are busy with packaging inspections, but there are now three of you, so please
could you find time to check whether we need to take further action over this possible quality
issue.
Thanks,
E.
[Should show in control except for 4
th which is special cause]
MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 4 of 10
(2) Warehouse wisdom
From: Nagy, Erzsébet <e.nagy@piupalinka.co.uk>
Subject: Results from infrared thermometer gauge testing
Date: 23 September 2019 at 17:52
To: PIU Inbound Logistics <ilteam@piupalinka.co.uk>
Dear Adam and Jill
Tunbridge Instruments have finished their analyses of the new infrared thermometers you
have been testing. As you know, we will get a discount on these and the other instruments
for the new climate-controlled warehouse in exchange for testing prototypes 1, 21, 38 and
59.
I attach the results of the Gauge R&R and ANOVA output from their analysis. It looks pretty
good to me. I am out of the office tomorrow but the operations consultants from ARUL will be
here and they can explain the results.
Regards,
E.

MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 5 of 10
MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 6 of 10
(3) Lean on me (when you’re not strong)
From: Nagy, Erzsébet <e.nagy@piupalinka.co.uk>
Subject: Making better use of our space!
Date: 23 September 2019 at 19:36
To: PIU Inbound Logistics <ilteam@piupalinka.co.uk>
Dear all
While I am away tomorrow the consultants from ARUL will be looking at the efficiency of our
operation in terms of how we use our space and where our equipment is set up, so don’t be
alarmed by strangers with clipboards wandering about.
It occurred to me that, now we have the new still and the climate controlled warehouse
room, we could probably make things more efficient in terms of the way our equipment is
arranged. We can’t move the stills, the chillers, or the mains water supply, but we can move
anything else if we need to.
Inbound logistics
Inspection (pre storage)
Humidification
Weighing
Production
Inspection (post storage)
Grading
Washing
Stoning
Weighing
Fermentation
First distillation (Still #1)
Second distillation (Still #2)
Cooling (heat exchanger)
Bottling
Labelling
Packaging
Outbound logistics
Picking and packing
Palleting (large loads)
Please see below for a floorplan of the unit. I have only included the transforming resources
which cannot be physically moved (i.e. the climate-controlled warehouse, the pot stills, and
the mains water supply).

MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 7 of 10
MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 8 of 10
(4) How to get ahead in advertising
From: Iridescu, Dacian <d.iridescu@piupalinka.co.uk>
Subject: Cost v benefits – marketing B2B and B2C
Date: 25 September 2019 at 10:40
To:
Nagy, Erzsébet <e.nagy@piupalinka.co.uk>
Hi Erzsi
I’m just looking at the sales figures for the last seven quarters in comparison with our
marketing spend, and also at the number of visits I’ve made to each wholesaler in
comparison with their average monthly orders. I want to know how effective our marketing
activities have been: overall, and in terms of whether we should focus on B2C or B2B
markets. Eight wholesalers is a lot to manage, you know? Especially given the lower
margins.
Can you ask those eggheads from ARUL to run some kind of analysis?
Dacian

Sales
meetings
held with
each
wholesaler
12 9 7 6 4 3 2 2
A/c spend
per month
(£)
5,770 6,120 5,730 5,460 6,470 5,530 5,220 5,410

 

Social media
advertising spend (£)
B2C sales (£ 000)
2,200 230
1,800 193
3,300 400
1,500 160
2,900 220
1,800 670
4,300 845

MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 9 of 10
(5) Defying gravity?
From: Nagy, Erzsébet <e.nagy@piupalinka.co.uk>
Subject: New distribution centre, PIU Ltd
Date: 30 September 2019 at 09:12
To:
Lywood, Henry <henry.lywood@bexleysurveyors.co.uk>
Dear Henry
Further to our recent initial discussion about possible sites for our new distribution centre,
please find below some additional information about our existing sites. As you know, space
for outbound logistics is at a premium in our production facility now that we have added the
second pot still and the climate-controlled warehouse.
Our three most significant wholesalers are all located around the M25, in Rickmansworth,
Cheshunt and Orpington:

MOD006887 International Operations Management. Case materials for Assignment 011, Tri 1 2019-20 10 of 10
The grid location and pallets processed per month for the three existing locations are given
in the table below:

Facility Cx Cy Pallets/month
Rickmansworth 1.5 83.0 45
Cheshunt 63.5 95.0 32
Orpington 80.5 22.0 19

What we need to know as a matter of urgency, is the ideal location for a fourth distributor.
Thanks very much for your initial research and the identification of potential sites in Watford,
South Croydon and Mitcham.
We have some MBA students from ARU London working with us at the moment doing some
operations consultancy; I will ask them if they can work out which of these three potential
sites would be optimal considering the volume of business we are doing at the existing
three.
Kind regards
Erzsébet