Make a creative output (song, poem, art work, sketches, or anything) about your CALCULUS EXPERIENCE. Submit your work in the comment section of the blog on or before July 26, 2014.
Monday, July 21, 2014
Wednesday, July 2, 2014
Feasibility Study
There are basically six parts to any effective Feasibility Study:
1. The Project Scope which is used to define the business problem and/or opportunity to be addressed. The old adage, "The problem well stated is half solved," is very apropos. The scope should be definitive and to the point; rambling narrative serves no purpose and can actually confuse project participants. It is also necessary to define the parts of the business affected either directly or indirectly, including project participants and end-user areas affected by the project. The project sponsor should be identified, particularly if he/she is footing the bill.
I have seen too many projects in the corporate world started without a well defined project scope. Consequently, projects have wandered in and out of their boundaries causing them to produce either far too much or far too little than what is truly needed.
2. The Current Analysis is used to define and understand the current method of implementation, such as a system, a product, etc. From this analysis, it is not uncommon to discover there is actually nothing wrong with the current system or product other than some misunderstandings regarding it or perhaps it needs some simple modifications as opposed to a major overhaul. Also, the strengths and weaknesses of the current approach are identified (pros and cons). In addition, there may very well be elements of the current system or product that may be used in its successor thus saving time and money later on. Without such analysis, this may never be discovered.
Analysts are cautioned to avoid the temptation to stop and correct any problems encountered in the current system at this time. Simply document your findings instead, otherwise you will spend more time unnecessarily in this stage (aka "Analysis Paralysis").
3. Requirements - how requirements are defined depends on the object of the project's attention. For example, how requirements are specified for a product are substantially different than requirements for an edifice, a bridge, or an information system. Each exhibits totally different properties and, as such, are defined differently. How you define requirements for software is also substantially different than how you define them for systems.
4. The Approach represents the recommended solution or course of action to satisfy the requirements. Here, various alternatives are considered along with an explanation as to why the preferred solution was selected. In terms of design related projects, it is here where whole rough designs (e.g., "renderings") are developed in order to determine viability. It is also at this point where the use of existing structures and commercial alternatives are considered (e.g., "build versus buy" decisions). The overriding considerations though are:
A thorough analysis here is needed in order to perform the next step...
5. Evaluation - examines the cost effectiveness of the approach selected. This begins with an analysis of the estimated total cost of the project. In addition to the recommended solution, other alternatives are estimated in order to offer an economic comparison. For development projects, an estimate of labour and out-of-pocket expenses is assembled along with a project schedule showing the project path and start-and-end dates.
After the total cost of the project has been calculated, a cost and evaluation summary is prepared which includes such things as a cost/benefit analysis, return on investment, etc.
6. Review - all of the preceding elements are then assembled into a Feasibility Study and a formal review is conducted with all parties involved. The review serves two purposes: to substantiate the thoroughness and accuracy of the Feasibility Study, and to make a project decision; either approve it, reject it, or ask that it be revised before making a final decision. If approved, it is very important that all parties sign the document which expresses their acceptance and commitment to it; it may be a seemingly small gesture, but signatures carry a lot of weight later on as the project progresses. If the Feasibility Study is rejected, the reasons for its rejection should be explained and attached to the document.
1. The Project Scope which is used to define the business problem and/or opportunity to be addressed. The old adage, "The problem well stated is half solved," is very apropos. The scope should be definitive and to the point; rambling narrative serves no purpose and can actually confuse project participants. It is also necessary to define the parts of the business affected either directly or indirectly, including project participants and end-user areas affected by the project. The project sponsor should be identified, particularly if he/she is footing the bill.
I have seen too many projects in the corporate world started without a well defined project scope. Consequently, projects have wandered in and out of their boundaries causing them to produce either far too much or far too little than what is truly needed.
2. The Current Analysis is used to define and understand the current method of implementation, such as a system, a product, etc. From this analysis, it is not uncommon to discover there is actually nothing wrong with the current system or product other than some misunderstandings regarding it or perhaps it needs some simple modifications as opposed to a major overhaul. Also, the strengths and weaknesses of the current approach are identified (pros and cons). In addition, there may very well be elements of the current system or product that may be used in its successor thus saving time and money later on. Without such analysis, this may never be discovered.
Analysts are cautioned to avoid the temptation to stop and correct any problems encountered in the current system at this time. Simply document your findings instead, otherwise you will spend more time unnecessarily in this stage (aka "Analysis Paralysis").
3. Requirements - how requirements are defined depends on the object of the project's attention. For example, how requirements are specified for a product are substantially different than requirements for an edifice, a bridge, or an information system. Each exhibits totally different properties and, as such, are defined differently. How you define requirements for software is also substantially different than how you define them for systems.
4. The Approach represents the recommended solution or course of action to satisfy the requirements. Here, various alternatives are considered along with an explanation as to why the preferred solution was selected. In terms of design related projects, it is here where whole rough designs (e.g., "renderings") are developed in order to determine viability. It is also at this point where the use of existing structures and commercial alternatives are considered (e.g., "build versus buy" decisions). The overriding considerations though are:
- Does the recommended approach satisfy the requirements?
- Is it also a practical and viable solution? (Will it "Play in Poughkeepsie?")
A thorough analysis here is needed in order to perform the next step...
5. Evaluation - examines the cost effectiveness of the approach selected. This begins with an analysis of the estimated total cost of the project. In addition to the recommended solution, other alternatives are estimated in order to offer an economic comparison. For development projects, an estimate of labour and out-of-pocket expenses is assembled along with a project schedule showing the project path and start-and-end dates.
After the total cost of the project has been calculated, a cost and evaluation summary is prepared which includes such things as a cost/benefit analysis, return on investment, etc.
6. Review - all of the preceding elements are then assembled into a Feasibility Study and a formal review is conducted with all parties involved. The review serves two purposes: to substantiate the thoroughness and accuracy of the Feasibility Study, and to make a project decision; either approve it, reject it, or ask that it be revised before making a final decision. If approved, it is very important that all parties sign the document which expresses their acceptance and commitment to it; it may be a seemingly small gesture, but signatures carry a lot of weight later on as the project progresses. If the Feasibility Study is rejected, the reasons for its rejection should be explained and attached to the document.
Conclusion
It should be remembered that a Feasibility Study is more of a way of thinking as opposed to a bureaucratic process. For example, what I have just described is essentially the same process we all follow when purchasing an car or a home. As the scope of the project grows, it becomes more important to document the Feasibility Study particularly if large amounts of money are involved and/or the criticality of delivery. Not only should the Feasibility Study contain sufficient detail to carry on to the next succeeding phase in the project, but it should also be used for comparative analysis when preparing the final Project Audit which analyses what was delivered versus what was proposed in the Feasibility Study.Thursday, July 11, 2013
Thursday, June 27, 2013
FUNCTIONS
APPLIED PROBLEMS
1.
Suppose that
the demand and price for a certain model kitchen gadget are related by 
where p is price in pesos and x is demand in
thousands. Find the price for each of
the following demands.
where p is price in pesos and x is demand in
thousands. Find the price for each of
the following demands.
a)
0
b)
4
d)
Find the demand for each of the following prices
A) 6; B) 10; C) 16
e)
Graph 
2.
Suppose the price and supply of the item above
are related by 
. Find the supply when the price is a) 0; b)
10; c) 20; d) graph 
; e) find the equilibrium
supply; f) find the equilibrium price.
. Find the supply when the price is a) 0; b)
10; c) 20; d) graph ; e) find the equilibrium
supply; f) find the equilibrium price.
3.
Let the supply and demand functions for a
certain kind of licorice be 
and 
where x is in thousands of pounds and p is in
pesos.
and where x is in thousands of pounds and p is in
pesos.
a)
Graph these on the same axes.
b)
Find the equilibrium demand
c)
Find the equilibrium price
Let the supply and demand functions for a certain flavor ice
cream be given by 
where x is in thousands of gallons and p is in
pesos.
where x is in thousands of gallons and p is in
pesos.
a)
Graph these on the same axes.
b)
Find the equilibrium demand.
c)
Find the equilibrium price.
A classic study on the supply and demand for sugar produced
the following results: 
a)
Graph these on the same axes
b)
Find the equilibrium demand.
c)
Find the equilibrium price
4.
In a recent issue of The Busy Journal, we are
told that the relationship between x, the amount that an average family spends
for food, and y, the amount it spends on eating out, is approximated by the
model y =0.36x. Find y if x is
a)
P40
b)
P80
c)
P120
d)
Graph the function
5.
In an issue of Busy Week, the president of
Insta-Tune, a chain of franchised automobile tune-up shops, says that people
who buy a franchise and open a shop pay a weekly fee of 
to company headquarters. Here, y is the fee and x is the total amount
of money taken in during the week by the tune-up center. Find the weekly fee if x is
to company headquarters. Here, y is the fee and x is the total amount
of money taken in during the week by the tune-up center. Find the weekly fee if x is
a)
P0
b)
P1000
c)
P2000
d)
P3000
e)
Graph the function
6.
Suppose the sales of a particular brand of
electric guitar satisfy the relationship 
where S(x) represents the number of guitars
sold in year x, with x = 0 corresponding to 1979. Find the sales in each of the following
years.
where S(x) represents the number of guitars
sold in year x, with x = 0 corresponding to 1979. Find the sales in each of the following
years.
a)
1981
b)
1982
c)
1983
d)
1979
e)
Find the annual rate of change of the
sales
7.
If the population of ants in an anthill
satisfies the relationship 
where A(x) represents the number of ants
present at the end of month x, find the number of ants present at the end of
each of the following months. Let x = 0
represent June
where A(x) represents the number of ants
present at the end of month x, find the number of ants present at the end of
each of the following months. Let x = 0
represent June
a)
June
b)
July
c)
August
d)
December
e)
What is the monthly rate of change of the
number of ants?
8.
Let 
represent the number of bacteria (in
thousands) present in a certain culture at time x, measured in hours, after an
anti-bacterial spray is introduced into the environment. Find the number of bacteria present at the
following times.
represent the number of bacteria (in
thousands) present in a certain culture at time x, measured in hours, after an
anti-bacterial spray is introduced into the environment. Find the number of bacteria present at the
following times.
a)
X = 0
b)
X = 6
c)
X = 20
d)
What is the hourly rate of change in the
number of bacteria?
9.
Jose runs a sandwich shop. By studying data for his past costs, he has
found that a mathematical model describing the cost of operating his shop is
given by 
where C(x) is the daily cost in pesos to make
x dozen sandwiches.
where C(x) is the daily cost in pesos to make
x dozen sandwiches.
a)
Graph C(x)
b)
Form the vertex of the parabola , find
the number of dozen sandwiches Jose must to sell to produce minimum cost.
c)
Find the minimum cost.
10.
Donna runs a “lumpia” stand. She has found that her profit are
approximated by 
where P(x) is the profit in hundreds of pesos
per month from selling x hundred “lumpia” in a month.
where P(x) is the profit in hundreds of pesos
per month from selling x hundred “lumpia” in a month.
a)
Graph P(x)
b)
Find the number of “lumpia” that Donna
should make to produce maximum profit.
c)
What is the maximum profit?
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