ACC 548 Week 5 Learning Team Assignment Reporting Requirements M to purchase http://allmysolution.com/ACC-548_c119.htm Product Description One issue in accounting is the qualifications of an accountant when working for a client. It is expected that a CPA will not engage in an assignment without proper qualifications. Your firm has the ability to bid on two projects: the first is engagement and examination work—not consulting or audit—for a small county hospital. The second is work for a private, not-for-profit nursing home. Prepare a memo of 700-1,050 words for the senior partner.
Ethical Issue: Before even beginning the project, Mr. Allison couldn’t keep his commitment in regards to meeting the temperature requirement. Mr. Allison was dishonest and to make matters worse he failed to voice his concerns. It was apparent that Gary was not truly on board with the project plans from the beginning and lack confidence to get the job done. Everyone on the team also did not communicate these issues with the client or stakeholders of the organization. Legal and Contractual Issues: SEC is guilty of legal and contractual issues in regards to the Orion Shield Project.
Solvik thought line managers should make all IT investment decisions and Cisco utilized a client-funded project system focusing on ROI. In addition, Solvik’s approach supported the existing Cisco culture. Solvik’s decentralized IT approach allowed line managers to make technology investment decisions, while centralized IT executed projects. IT made decisions about the overall company infrastructure (e.g Cisco intranet, supply chain website) while line managers chose and funded projects seeming to have the most profit potential. This removed the perception of IT as “overhead.” IT also helped integrate acquired companies in parallel with scaling up the company infrastructure.
The MSCC routinely hired a contractor, Nolan Vassici, to maintain their current systems and develop custom software as needed. In 2004 Leon Lassiter along with Simon Kovecki conducted an analysis of MSCC’s current information system and the future needs of the MSCC. In 2005, MSCC reorganized and computer operations were reassigned to Jeff Hedges. Fearing Hedges did not have the time or interest to devote to computer operations, Lassiter requested information and quotes from several companies specializing in sales and marketing software. Lassiter decided to use a smaller new company called UNITRAK.
Lassiter’s choice to adopt the UNITRACK system was not well planned and required a closer examination with Kovecki and Wilson. Lassiter position as the Vice President of Marketing had hindered his ability to recognize the needs of the company. He also lacked the knowledge and research needed to make an informed decision to implement the UNITRAK system. Lassiter admits, “It’s partly my fault because I didn’t establish teamwork up front nor did I make clear early
In groups of three or four, make a list of possible reasons that the actual ending inventory might not agree with the ending inventory according to a computer system. Jason Tierro, an inventory Jason Tierro, an inventory clerk at Lexmar Company, is responsible for taking a physical count of the goods on hand at the end of the year. He has been performing this duty for several years. This year, Jason was very busy due to a shortage of personnel at the company, so he decided to just estimate the amount of ending inventory instead of doing an accurate count. He reasoned that he could come very close to the true amount because of his past experience working with inventory.
So many issues came up right from the start of the contract. This could have been due to the fact that, the contract was hard to make in the first place, whereby both parties fiercely negotiated every clause of the contract and worse still could hardly reach any consensus. The contract became more complicated because software requirements were not very clear to either party. The contract was ambiguous and both parties went ahead and signed it anyway. Lack of clarity of purpose can be a risk and a legal issue leading to disputes.
When beginning the project, an Implementation plan was not made, and followed through. The change in leadership further effected the project success. The leadership that was chosen to finish caring out the project was not supportive, or inspiring of the team. This caused the development of the project to fail. The progress reports were not accurate, so rebuilding of the project was not
Because she was never able to gain any type of trust from the team we implemented the new plan in a way that was very forceful. The members of the team were not in support of the new plan so this caused the plan to not have the needed resources it needed it order to
Signed_____________________________________________________________ Print Name and Surname ______________________________________________ Date_______________________________________________________________ Author: Alicia Peters 8106230071083 Executive Summary In this case study introduction is given to the manager of the Packard Electrical Division of General Motors who is handed over the task of opening a new manufacturing plant in Mexico in the interest of gaining good standing in the international markets. Jim is expected to restore an old warehouse and begin producing wiring harnesses and adhere to the NUMMI standards. Many of the operations are done on a hasty, adhoc basis and a team is brought in to teach management about requirements yet staff is not trained adequately before the project begins. The case study shows that none of the management had the required experience to run the plant, a deficiency in communication due to language barriers as well as a poorly equipped, dilapidated plant that had to be restored in a hasty manner. There is no indication that project management principals were implemented and therefore failure to comply and meet with requirements lead to huge capacities of waste of money, time and poor resource management.