Acuscan Simulation

SIMULATION ANALYSIS

ANALYSIS

1. Describe all assumptions seen in any documents provided.

For full credit, provide AT MINIMUM: four to six assumptions held by Kelly; six to nine assumptions held by Pat; two to three assumptions held by Cliff; two to three assumptions held by Chris.

a. Kelly: Chief Engineer of Product Software

Ð'* Assumes project and current workload cannot be done without harm to existing services

Ð'* Assumes other departments do not know how product development works

Ð'* Assumes there is only time to get one feature completed by August

Ð'* Assumes Pat is going behind her back in her conversation with programmer

Ð'* Assumes it is more important to do it right than be first to market

b. Pat: Director of Marketing

Ð'* Assumption that all personnel are not on board

Ð'* Assuming adoption of outside contractor could be fix

Ð'* Assumes prototype can be built by August

Ð'* Assumes product development has time for this project after conversation with programmer

Ð'* Assumes product development "want to the do the same old thing in the same old way" and are more concerned with CYA

Ð'* Believes it is more important to be the first to market than to get the product done correctly

Ð'* Believes product will result in positive returns within the first year

c. Cliff: CEO

Ð'* Assumption that new product will increase revenue

Ð'* Assumption that new product will recapture market leader position

Ð'* Assumes speed to market equals market leader

Ð'* Assumes project can be done for far less than budget (400K)

Ð'* Believes sales and marketing are key revenue generators

d. Chris: VP of Product Development

Ð'* Believes the company must expand into new markets

Ð'* Immediate action is needed to beat the competition to first to market

Ð'* Assumes first to market equals profits

Ð'* Assumes product change is not a major roadblock to development.

2. Explain the arguments made by each of these people.

Explanations should be comprised of two to six sentences for each of the following.

a. Cliff O'Connor

Despite record revenues for the Company and a 40% market share position, a major new thrust into the retail market is needed to stay competitive. Assumes retail market penetration will be successful despite asking for budget cuts from every department except sales and marketing and believing that project can be done for far less than budget.. Believes speed to market equals being the market leader. Believes sales and marketing are key revenue drivers despite predicting a revenue shift to services.

b. Pat Lambert

Believes first to market is key to being a market leader and that the product will result in positive returns in the first year. Believes product development is not on board with producing the product and are more concerned with CYA. Believes use of an outside contractor could be the key to go around in house product development and is willing to sacrifice quality for speed to market.

c. Kelly Thomas

Assumes project and current workload cannot be done without harming services and that other departments do not know how product development works. Believes it is more important to produce a quality product than be first to market. Believes there is only time to get one feature completed by August and that the others are being overly optimistic.

d. Chris Martinas

Believes success for company lies in moving into new markets. Believes speed to market is needed to beat competition. Assumes that product change is a not a major roadblock to development.

3. Evaluate each argument listed above as sound or unsound and why. Indicate whether they are emotional or logical in nature.

Evaluations should be comprised of two to six sentences for each of the following.

a. Cliff O'Connor

The argument made that major changes are needed to improve the company is sound and logical. The assumption that retail market penetration will be successful despite asking for budget cuts from every department except sales and marketing and believing that the project can be done for far less than budget is unsound and emotional. Believes speed to market equals being the market leader is unsound and emotional. Believes sales and marketing are key revenue drivers despite predicting a revenue shift to services is unsound and illogical.

b. Pat Lambert

Believes first to market is key to being a market leader and that the product will result in positive returns in the first year is unsound and illogical. Believes product development is not on board with producing the product and are more concerned with CYA is unsound and emotional. Believes use of an outside contractor could be the key to go around in house product development and is willing to sacrifice quality for speed to market are both unsound and illogical.

c. Kelly Thomas

Assumes project and current workload cannot be done without harming services is sound and logical based on the limited resources. That other departments do not know how product development works is unsound and emotional. Believes it is more important to produce a quality product than be first to market is sound and logical. Believes there is only time to get one feature