Acuscan Case Study Essay
AcuScan, Inc. Case Study
Assumptions/Arguments
Kelly (Chief Engineer of Product Software) thinks that Chris is jumping the gun and not willing to wait to create a sufficient product, considering that AcuScan is already short of staff, no time to come up with a new product and budget. Kelly is also trying to explain that the company does not have amply time to create new features since when creating new features; everything has to be tested to make sure the product is working right before put into retailers hands. Every product and feature that is created must be planned and tested correctly and only one product needs to be into production, based on previous work from two years go. Kelly’s issue is that, there are not enough programmers the workload analysis. In a nut shell, Kelly would like to be more practical and wait and develop the product and not rush anything, since the company has to find ways reduce the budget by 15% and she does not want to over work the existing employees being that the company is short staffed.
Pat (Director of Marketing) thinks …show more content…
the company can work on a budget of 575K, when the Chris (Vice President of Product of Development) talked to Cliff (CEO) said the limit was 400K and Pat thinks it a crunch but does think there can still be a product out by August. So with this issue at hand Chris would like to create a prototype by August so that customers can get a feel of the product. Pat can see the potential of the company’s vision but he would like to look for alternatives such as hiring a outside contracting software but doing this will put the company over its budget. Cliff specifically said it needs to stay at 400K to bring Operation Optimize to life. In a nut shell, Pat wants to create a prototype at least by August but what he fails to realize is the workload being that it is not enough programmers on staff not to mention the new cost contract software.
Chris (Vice President of Development) thinks the product (iScanner) can be created and put into monition even with today hard economy, even with the goal of reaching the customers needs in a competitive market. The initial cost of iScann was 575,000 but this was without the contracting software which was an extra 350,000, which was a sufficient increase. Chris’s issue is to reduce the budget by 15% without laying of existing employees and offering early retirement packages. As said before the budget is limited to 400K with the approval of the CEO. Chris knows that this will be a challenge but with the top mangers he feels as if it can be done.
Cliff (CEO) agrees with Chris that this production can take place with a budget of 400K. Since recently, there was an employees cut back of 500 workers Cliff depends on Chris and Pat to finds a way for this product to succeed with the new budget in mine and to reduce the budget by 15%. Cliff hired me to help with this new transition with the retail market to make sure this new and exciting products sky rockets off the ground.
Argument logical in nature or emotional Pat and Kelly both want the best for the AcuScan Inc. but Kelly thinks in the lines of being more practically and Pat thinks on the lines of gut instance as it can be done, no matter the cost or how many workers there are. Between the essential e-mails both were agreeing what needed to be done to meet the goals of the company and new that it would be a challenge. Kelly feels that everyone is putting themselves on the line for this project and trying to figure out how it can be accomplished with short staff. At this point, the conversations between e-mails are starting to get more personal and emotionally between the two. Pat wants to make a prototype by August that includes all features and Kelly is saying just pick one feature and go with that and see how the customers react. Since Pat wants this done immediately, he talked to one of Kelly’s programmers to see if it was possible and Kelly was not please with that since she felt that he could have came to her, since she is the head of that department. Chris feels that this will be a challenge and would like to keep the budget at 400K and feels as if the two can work out a detailed project development plan. Since nothing is being accomplished, Pat felt that the need to write an e-mail to everyone including to CEO of what the issue were at stake.
Conclusion
The problem that lies with AcuScan Inc. is that they are creating a product called iScanner for scanning security business. Last year, in 2004 the company had to lay-off 500 employees which cut cost by 15%, which caused sales and services to plumpish. The goal is to expand and revamp iScanner into a new market technology based on customer’s needs; even thou the company is still facing a budget crisis. The biggest problem is that company started at a set budget which was 575,000, which it needed an additional 250,000 for existing staff which put the company over budget and reduced the ROI. Now the problem arises even more when Pat and Kelly receive an e-mail from Chris (CEO) that they are limited to a budget of 400K and has to make the deadline by August fro AcuScan.
Pat faces that he would like a prototype with all features working out by August. Kelly feels that the company should wait and have more time to develop it correctly and on the original budget of 575,000 and work with enough programmers and not under a shortfall or workers. Chris and Cliff want to reduce the budget by15% with an excellence product to be on shelves by August. I believe the data is clear, there are not enough workers to sustain and out this product out, the company needs to wait until they have sufficient staff so that they are able to deliver a good product without the existing employees being overworked. The problem is not with the product itself it is with the production and budget. I would propose that the company hire more programmers with an agency; with this being done they can cut cost and get AcuScan out by August. As far as the budget I would suggest hiring a finical manger that can plan implement what can be done on a; certain time frame, budget, and number of employees. I would also suggest hiring a HR manger the handle the lost of employees and bring in new employees from an agency to cut cost and her were familiar with the field.
I believe there are only strengths that can come from hiring to more people for the AcuScan project because from the beginning two people were juggling two many hats which lead to ineffective work and a solution. This will give the main power players the opportunity to work on what they are best at doing marketing and engineering the product. As the new VP of Organizational Development I strongly suggest that the CEO takes my alternate solutions into consideration.
Executive Summary The purpose of this report is for AcuScan Inc., to hire a new Vice President of Organizational Development. Cliff the CEO of AcuScan Inc., wants me to oversee the shift into retail markets with the new iScanner, in the process of continuing the traditional product superiority and a quality employment environment. Also, the company recently laid-off 500 employees and since sales and service revenues have been sinking. Since, there has been such devastation to the company the company decided to take tremendous action such as hiring Pat Lambart the new Director of Marketing, hoping to work on a new iSanner by the end of the year with the help of Chris the Vice President of Product Development. The goals of CEO Cliff are to cut cost by 15% and produce a new iScanner by August on a budget of 400K. The situation is that Pat wants to create a prototype with all features working by the deadline in August and Kelly the Chief Engineer of Product Software wants to be patient and more practical because of the lack of programmers and the change in the budget and the economy. Kelly feels as if August in not amply time to create a solid product that will be sufficient enough for customers but Pat believes even with many odds working against the company, it still can be accomplished. The goal of the AcuScan is to revamp the iScanner, so that retail stores can track customer’s needs, wants and desires by the unique retinal scan. The original budget was 575,000 than an extra 250,000 for staff which put the company over budget. After Cliff, reviewed the original plan he realized the company only has a limit of 400K to Optimized product and still wants an excellence product delivered by August. Even thou, that is pushing it for time Pat feels that it can be done, with some features altered but Kelly feels that it is almost impossible by that timeframe since the recent cut back of staff.
Trying to create a new product and keep the existing serves that are being provided by the company. Kelly is trying to explain to Pat within the process of creating new features, programmers have to plan and test each feature to make sure everything is working correctly but by August it will be impossible. One design can be chosen and have it in by August but not all and Pat has a hard time comprehending, why only one design. Now the bickering begins with Pat and Kelly about prototype v time. Pat feels like the customers should have a prototype that includes all features and AcuScan would be the first company of the market with this new invention but Kelly feels as if it will fire back if not developed
properly.
It gets a bit personal through e-mails conversations and Kelly knows that the product is more mature and needs less support but at the same time there are 25% less programmers on board than last year but Pat reached out to one the programmers and he explained that it could be possible done by August. For Pat to be a professional and hold a manger position he should not have gone behind Kelly’s back to ask one of her workers, that was a discussion between the both of them. As the VP of Organizational Development would suggest that Cliff the CEO hire more programmers with an agency; with this being done they can cut cost and get AcuScan out by August. As far as the budget I would suggest hiring a finical manger that can plan implement what can be done on a; certain time frame, budget, and number of employees. I would also suggest hiring a HR manger the handle the lost of employees and bring in new employees from an agency to cut cost and her were familiar with the field.
Executive Summary
The purpose of an executive summary is to summarize a report. Executive summaries are written for executives who most likely do not have time to read the complete document. Therefore, the executive summary must cover the major points and be detailed enough to mirror the content yet concise enough for an executive to understand the substance without reading the entire report.
An executive summary differs from an abstract. Readers use an abstract to decide whether to read the complete document. They read an executive summary to obtain information without having to read the report in full.
The executive summary should be written as a document that can stand on its own and is usually written on one or two pages, depending on the length of the report. It restates the purpose of the report and describes any results, conclusions, or recommendations made in the report so that the reader understands the reasons for the conclusion or recommendations. Acronyms, symbols, and abbreviations must be written out. Tables and figures in the report should not be referred to by number in the executive summary.
The audience for an executive summary is receptive to the message, so the writer should assume that the audience wants to know and understand the message. It is written in a formal tone using an impersonal style and eliminating first person pronouns (I, we, our, etc.).
Use the following guidelines when writing an executive summary:
• State clearly the purpose of the report.
• Present the major points in the same order they are written in the report.
• Summarize the results, conclusions, or recommendations made in the report.
• Write headings, as needed, for clarity, but word headings differently from the headings used in the report.
• Format the executive summary the same way as the complete report.
Following is an Executive Summary of a report prepared by Sonoma Consultants for Jones Williams, a stock brokerage firm that specializes in long-term, stable investments for an upscale client base. Sonoma conducted a study of the most efficient means to recruit new investment clients to the firm.
Assumptions/Arguments
Kelly (Chief Engineer of Product Software) thinks that Chris is jumping the gun and not willing to wait to create a sufficient product, considering that AcuScan is already short of staff, no time to come up with a new product and budget. Kelly is also trying to explain that the company does not have amply time to create new features since when creating new features; everything has to be tested to make sure the product is working right before put into retailers hands. Every product and feature that is created must be planned and tested correctly and only one product needs to be into production, based on previous work from two years go. Kelly’s issue is that, there are not enough programmers the workload analysis. In a nut shell, Kelly would like to be more practical and wait and develop the product and not rush anything, since the company has to find ways reduce the budget by 15% and she does not want to over work the existing employees being that the company is short staffed.
Pat (Director of Marketing) thinks …show more content…
the company can work on a budget of 575K, when the Chris (Vice President of Product of Development) talked to Cliff (CEO) said the limit was 400K and Pat thinks it a crunch but does think there can still be a product out by August. So with this issue at hand Chris would like to create a prototype by August so that customers can get a feel of the product. Pat can see the potential of the company’s vision but he would like to look for alternatives such as hiring a outside contracting software but doing this will put the company over its budget. Cliff specifically said it needs to stay at 400K to bring Operation Optimize to life. In a nut shell, Pat wants to create a prototype at least by August but what he fails to realize is the workload being that it is not enough programmers on staff not to mention the new cost contract software.
Chris (Vice President of Development) thinks the product (iScanner) can be created and put into monition even with today hard economy, even with the goal of reaching the customers needs in a competitive market. The initial cost of iScann was 575,000 but this was without the contracting software which was an extra 350,000, which was a sufficient increase. Chris’s issue is to reduce the budget by 15% without laying of existing employees and offering early retirement packages. As said before the budget is limited to 400K with the approval of the CEO. Chris knows that this will be a challenge but with the top mangers he feels as if it can be done.
Cliff (CEO) agrees with Chris that this production can take place with a budget of 400K. Since recently, there was an employees cut back of 500 workers Cliff depends on Chris and Pat to finds a way for this product to succeed with the new budget in mine and to reduce the budget by 15%. Cliff hired me to help with this new transition with the retail market to make sure this new and exciting products sky rockets off the ground.
Argument logical in nature or emotional Pat and Kelly both want the best for the AcuScan Inc. but Kelly thinks in the lines of being more practically and Pat thinks on the lines of gut instance as it can be done, no matter the cost or how many workers there are. Between the essential e-mails both were agreeing what needed to be done to meet the goals of the company and new that it would be a challenge. Kelly feels that everyone is putting themselves on the line for this project and trying to figure out how it can be accomplished with short staff. At this point, the conversations between e-mails are starting to get more personal and emotionally between the two. Pat wants to make a prototype by August that includes all features and Kelly is saying just pick one feature and go with that and see how the customers react. Since Pat wants this done immediately, he talked to one of Kelly’s programmers to see if it was possible and Kelly was not please with that since she felt that he could have came to her, since she is the head of that department. Chris feels that this will be a challenge and would like to keep the budget at 400K and feels as if the two can work out a detailed project development plan. Since nothing is being accomplished, Pat felt that the need to write an e-mail to everyone including to CEO of what the issue were at stake.
Conclusion
The problem that lies with AcuScan Inc. is that they are creating a product called iScanner for scanning security business. Last year, in 2004 the company had to lay-off 500 employees which cut cost by 15%, which caused sales and services to plumpish. The goal is to expand and revamp iScanner into a new market technology based on customer’s needs; even thou the company is still facing a budget crisis. The biggest problem is that company started at a set budget which was 575,000, which it needed an additional 250,000 for existing staff which put the company over budget and reduced the ROI. Now the problem arises even more when Pat and Kelly receive an e-mail from Chris (CEO) that they are limited to a budget of 400K and has to make the deadline by August fro AcuScan.
Pat faces that he would like a prototype with all features working out by August. Kelly feels that the company should wait and have more time to develop it correctly and on the original budget of 575,000 and work with enough programmers and not under a shortfall or workers. Chris and Cliff want to reduce the budget by15% with an excellence product to be on shelves by August. I believe the data is clear, there are not enough workers to sustain and out this product out, the company needs to wait until they have sufficient staff so that they are able to deliver a good product without the existing employees being overworked. The problem is not with the product itself it is with the production and budget. I would propose that the company hire more programmers with an agency; with this being done they can cut cost and get AcuScan out by August. As far as the budget I would suggest hiring a finical manger that can plan implement what can be done on a; certain time frame, budget, and number of employees. I would also suggest hiring a HR manger the handle the lost of employees and bring in new employees from an agency to cut cost and her were familiar with the field.
I believe there are only strengths that can come from hiring to more people for the AcuScan project because from the beginning two people were juggling two many hats which lead to ineffective work and a solution. This will give the main power players the opportunity to work on what they are best at doing marketing and engineering the product. As the new VP of Organizational Development I strongly suggest that the CEO takes my alternate solutions into consideration.
Executive Summary The purpose of this report is for AcuScan Inc., to hire a new Vice President of Organizational Development. Cliff the CEO of AcuScan Inc., wants me to oversee the shift into retail markets with the new iScanner, in the process of continuing the traditional product superiority and a quality employment environment. Also, the company recently laid-off 500 employees and since sales and service revenues have been sinking. Since, there has been such devastation to the company the company decided to take tremendous action such as hiring Pat Lambart the new Director of Marketing, hoping to work on a new iSanner by the end of the year with the help of Chris the Vice President of Product Development. The goals of CEO Cliff are to cut cost by 15% and produce a new iScanner by August on a budget of 400K. The situation is that Pat wants to create a prototype with all features working by the deadline in August and Kelly the Chief Engineer of Product Software wants to be patient and more practical because of the lack of programmers and the change in the budget and the economy. Kelly feels as if August in not amply time to create a solid product that will be sufficient enough for customers but Pat believes even with many odds working against the company, it still can be accomplished. The goal of the AcuScan is to revamp the iScanner, so that retail stores can track customer’s needs, wants and desires by the unique retinal scan. The original budget was 575,000 than an extra 250,000 for staff which put the company over budget. After Cliff, reviewed the original plan he realized the company only has a limit of 400K to Optimized product and still wants an excellence product delivered by August. Even thou, that is pushing it for time Pat feels that it can be done, with some features altered but Kelly feels that it is almost impossible by that timeframe since the recent cut back of staff.
Trying to create a new product and keep the existing serves that are being provided by the company. Kelly is trying to explain to Pat within the process of creating new features, programmers have to plan and test each feature to make sure everything is working correctly but by August it will be impossible. One design can be chosen and have it in by August but not all and Pat has a hard time comprehending, why only one design. Now the bickering begins with Pat and Kelly about prototype v time. Pat feels like the customers should have a prototype that includes all features and AcuScan would be the first company of the market with this new invention but Kelly feels as if it will fire back if not developed
properly.
It gets a bit personal through e-mails conversations and Kelly knows that the product is more mature and needs less support but at the same time there are 25% less programmers on board than last year but Pat reached out to one the programmers and he explained that it could be possible done by August. For Pat to be a professional and hold a manger position he should not have gone behind Kelly’s back to ask one of her workers, that was a discussion between the both of them. As the VP of Organizational Development would suggest that Cliff the CEO hire more programmers with an agency; with this being done they can cut cost and get AcuScan out by August. As far as the budget I would suggest hiring a finical manger that can plan implement what can be done on a; certain time frame, budget, and number of employees. I would also suggest hiring a HR manger the handle the lost of employees and bring in new employees from an agency to cut cost and her were familiar with the field.
Executive Summary
The purpose of an executive summary is to summarize a report. Executive summaries are written for executives who most likely do not have time to read the complete document. Therefore, the executive summary must cover the major points and be detailed enough to mirror the content yet concise enough for an executive to understand the substance without reading the entire report.
An executive summary differs from an abstract. Readers use an abstract to decide whether to read the complete document. They read an executive summary to obtain information without having to read the report in full.
The executive summary should be written as a document that can stand on its own and is usually written on one or two pages, depending on the length of the report. It restates the purpose of the report and describes any results, conclusions, or recommendations made in the report so that the reader understands the reasons for the conclusion or recommendations. Acronyms, symbols, and abbreviations must be written out. Tables and figures in the report should not be referred to by number in the executive summary.
The audience for an executive summary is receptive to the message, so the writer should assume that the audience wants to know and understand the message. It is written in a formal tone using an impersonal style and eliminating first person pronouns (I, we, our, etc.).
Use the following guidelines when writing an executive summary:
• State clearly the purpose of the report.
• Present the major points in the same order they are written in the report.
• Summarize the results, conclusions, or recommendations made in the report.
• Write headings, as needed, for clarity, but word headings differently from the headings used in the report.
• Format the executive summary the same way as the complete report.
Following is an Executive Summary of a report prepared by Sonoma Consultants for Jones Williams, a stock brokerage firm that specializes in long-term, stable investments for an upscale client base. Sonoma conducted a study of the most efficient means to recruit new investment clients to the firm.