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299 views22 pagesMIS Scan 3
Scanned version (case study)
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Thùy Anh NgôCopyright
© © All Rights Reserved
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Available Formats
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Building Information Systems
LEARNING OBJECTIVES
‘After reading this chapter, you will be able to answer the following questions:
How does building new systems produce organizational change?
What are the core activities in the systems development process?
3. What are the principal methodologies for modeling and designing systems?
4, What are alternative methods for building information systems?
5, What are new approaches for system building in the digital firm era?
MyMISLab™
Visie [Link] for simulations tutorials, and end-of-chapter problems.
CHAPTER CASES VIDEO CASES
New Systems Help Work Flow More — _IBM: Business Process Management
‘Smoothly at Moen SaaS Environment
Datacard Group Redesigns the Way It IBM Helps the City of Madrid with
Works Real-Time BPM Software
The Challenge of Mobile Application Instructional Videos:
Development BPM Business Process Management
SourceGas Goes for Better Workforce Workflow Management Visualized
‘Scheduling Systems Chapter 13 Building information Systems
rapid creation of systems. Agile development breaks a large project into a series of small subprojects that
‘completed in short periods of time using iteration and continuous feedback. Component-based developm
expedites application development by grouping objects into suites of software components that can
-d to create large-scale business applications. Web services provide a common set of standards.
‘enable organizations to link their systems regardless of their technology platform through standard plu
play architecture, Mobile application development must pay attention to simplicity, usability, and the 1
to optimize tasks for tiny screens,
Key Terms
Acceptance testing, 4 Parle strategy, S14
‘Agile development, 527 Phased approach strategy, 51S
‘attomation, 4 Plo study strategy, S13
Business process management, 50S Poseimplementation audi, 515
‘Business process redesign, 0S Process specifications, 317,
Componentbased development, 527 Production, 515
Computerided sofesare Programming, 513
‘raincering (CASE), 519 Provorype, 521
Conversion, S14 Provoyping, 521
Customisation, 524 Query languages, $23
Data flow diagram (DED), 516 ‘Rapid application development (RAD), 27
Direct cuoversrategy, S14 Rationalization of procedures, 4
Doctomentaton, 53 Request for Proposal (RFP), 524
Endsser development, 523 Responsive Web design, 529
Endser interface, 523 ao
Feasibility study, 51 Siructure chart, S17
Information requirements, 12 ae ae
erative, 522 “Systems analysis, 509
Joint aplication design GAD), S27 apicerase sie
‘Maintenance, 51: :
Mobile Web app, 528 eee
Mobile Web site, 528 Syotem tenting S14
Nati pp, S28 "est plan, 514
sae ‘Testing, 513
Object oriented development, S18
hore outsoure ‘Pal quality management (TQM), Sos
Fase SS Unit testing, S13
Paradignn shift, 505
MyMISLab
Go to [Link] to complete the problems marked with this icon ©.
Review Questions
13-1 How does building new systems produce organic Distinguish between systems analysis
zational change? systems design, Describe the activities
+ Describe each of the four kinds of organiza- —
tional change that can be promoted with Define information requirements
information technology. explain why they are difficult to
Define business process management and correctly. 4
describe the steps required to carry it out. Explain why the testing stage of syste1
13-2 What are the core activities in the systems development is so important. Name
development process? describe the three stages of testing for
information system, 33
913-6 Why is selecting a systems development tion software packages or user-friendly tools.
913-7 Some have said that the best way to reduce develop a new information system?
‘The
139
Hands-On MIS Projects
Part Four sulising and Managing Systems
‘© Describe the role of programming, conver- Joping information systems based on
sion, production, and maintenance in sys- software package
tems development. © Define end-user development and describe
What are the principal methodologies for its advantages and disadvantages. Name
modeling and designing systems? some policies and procedures for managing
'* Compare object-oriented and traditional end-user development,
structured approaches for modeling and # Describe the advantages and disadvantages
designing systems, Of using outsourcing for building informa-
tion systems.
What are alternative methods for building
information
ee ‘13-5 What are new approaches for system building
and disadvantages for systems building, (RAD) and agile development and explain
© Explain how component-based develop-
ment and Web services help firms build and
enhance their information systems.
‘© Explain the features of mobile application
development and responsive Web design.
process.
© Define an application software package
Explain the advantages and disadvantages of
approach an important business decision? Do you agree? Why or why not?
Who should participate in the selection pro- 13.8 Why is it so important to understand how a
business process works when trying to
systems development costs is to use applica
, designing and
projects in this section give you hands-on experience analyzing business proce
building a customer system for auto sales, and analyzing Web site information requirements,
iB
Management Decision Problems
For an additional fee, a customer purchasing a Sears Roebuck appliance, such as a washing machine, can
purchase a three-year service contract, The contract provides free repair service and parts for the
specified appliance using an authorized Sears service provider. When a person with a Sears service
contract needs to repair an appliance, such asa washing machine, he or she calls the Sears Repairs &
Parts department to schedule an appointment. ‘The department makes the appointment and gives the
caller the date and approximate time of the appointment, The repair technician arrives during the
designated time framework and diagnoses the problem. If the problem is caused by a faulty part, the
technician either replaces the part if he is carrying the part with him or orders the replacement part from
ears, If the part is not in stock at Sears, Sears orders the part and gives the customer an approximate
time when the part will arrive. The part is shipped directly to the customer, After the part has arrived, the
customer must call Sears to schedule a second appointment for a repair technician to replace the ordered
part. This process is very lengthy. It may take two weeks to schedule the first repair visit, another two ordered part has been received. 4
‘+ Diagram the existing process, 3
‘© What is the impact of the existing process on Sears’ operational efficiency and customer i
relationships?
* What changes could be made to make this process more efficient? How could information systems,
support these changes? Diagram the new, improved process. 7
13-10 Management at your agricultural chemicals corporation has been dissatisfied with production planning,
Production plans are created using best guesses of demand for each product, which are based on
‘much of each product has been ordered in the past, Ifa customer places an unexpected order or reque
4 change to an existing order afer it has been placed, there is no way to adjust production plans.
company may have to tell customers it can't fill their orders, or it may run up extra costs maintaini
additional inventory to prevent stock-outs,
At the end of each month, orders are totaled and manually keyed into the company’s productio
planning system. Data from the past month's production and inventory systems are manually entere
into the firm’s order management system. Analysts from the sales department and from the prod
tion department analyze the data from their respective systems to determine what the sales targets ar
production targets should be for the next month. These estimates are usually different, The analysts then
senior management's goals for market share, revenues, and profits. The outcome of the meeting is a finalize
production master schedule.
The entire production planning process takes 17 business days to complete, Nine of these days
required to enter and validate the data, The remaining days are spent developing and reconciling the producti
and sales targets and finalizing the production master schedule,
‘© Draw a diagram of the existing production planning process.
‘© Analyze the problems this process creates for the company.
‘* How could an enterprise system solve these problems? In what ways could it lower costs? Diagram
what the production planning process might look like if the company implemented enterprise
software,
Customer System for Auto Sales s
Software skills: Database design, querying, reporting, and forms
Business skills: Sales lead and customer analysis,
1B-L1_ This project requires you to perform a systems analysis and then design a system solution using datab
I
|
Improving Decision Making: Using Database Software to Design a I
|
firs |
Ace auto Dealers specializes nseling new vehicles from Subaru in Porland, Oregon.'The company
advertises in local newspapers and is listed as an authorized dealer on the Subaru Web site and other majot |
Web sites for auto buyers. The company benefits from a good local word-of-mouth reputation and nam i
Ace doesnot believe thas enough information abou ts customers. It cannot easly determine lll
which prospects have made auto purchases, nor can it identify which customer touch points have produc |
the greteat numberof als lead or ata eaes soit can foeusadvering and mavksting more om
Channels that generate the most revenue. are purchasers discovering Ace fem newopope a, om Wo
of mouth, o fom the Web? “a
Tropate #eystems analysis report dealing Ace's problem and a system solution thar cia
implemented using PC database management software. Then use database software to develop a simpl q
system solution, In MyMISLab, you will find more information about Ace and its information requirement i
to help you develop the solution
Chapter 13 suing nonttin Sens 53 |
week order and receive the required part, and another week to schedule a cond repair vs ater the
|
| 536 Part Four auiiding and Managing System
Achieving Operational Excellence: Analyzing Web Site Design and
Information Requirements
Software skills: Web browser software
Business skills: Information requirements analysis, Web site design
IB-AZ_ Visit the Web site of your choice and explore
t thoroughly. Prepai
report analyzing the various
functions provided by that Web site and its information requirements. Your report should answer thesé
questions: What functions does the Web site perform? What data does it use? What are its inputs, outputs,
and processes? What are some of its other design specifications? Does the Web site link to any internal
systems or systems of other organizations? What value does this Web site provide the firm?
Collaboration and Teamwork Project
13.13,
collaboration tools to complete the assignm:
In MyMISLab, you will find a Collaboration and Teamwor
chapter. You will be able to use Google Drive, Go
Project dealing with the concepts in this
Sites, Google Docs, Google +, or other open source
SourceGas Goes for Better Workforce Scheduling Systems
Cg
ourceGas is a utility headquartered in Golden,
Colorado providing natural gas service to over
413,000 customers in Arkansas, Nebraska,
Colorado, and Wyoming, The company has
over 1,100 employees and operates nearly 18,000
miles of natural gas transmission and distribution
pipeline covering a 332,437-square-mile area—about
half the size of Alaska,
The number of work orders (authorizing specific
ed per mile
traveled is a key performance indicator for utility
‘companies, especially SourceGas. SourceGas's
territory includes many large rural areas where
re-routing work orders incurs very heavy fuel,
maintenance, and other operational costs. The
more work orders that can be processed per mile
traveled, the lower the cost.
SourceGas's predecessor had installed a mobile
information system in 2000 to dispatch approxi
‘mately 500,000 work orders to approximately 500,
field technicians equipped with mobile d
However, this work order and dispatch system
twas starting to show its age, and the work order
and dispatch processes required too much manual
effort. All work was dispatched manually, and there
were no systematized scheduling priorities, making
it difficult for service technicians to consistently be
‘work or repairs to be done) prot
assigned workloads that were aligned with business
objer
SourceGas dispatchers were highly experi-
enced and had the requisite knowledge to assign
technicians with the appropriate set of skills
to perform the work. However, to perform this
process successfully, dispatchers had to commit
to memory more than 225 different types of work
that technicians performed in the field, SourceGas
wound up spending a great deal of time and effort
clarifying its scheduling poticies.
SourceGas's work order process starts with a call
from a customer to the SourceGas call center in
Fayetteville, Arkansas, Under the company's old
system, the company’s SAP CRM software created a
work order that was sent to the SourceGas dispatch
center, where dispatchers assigned the work to
who received the assignments using
Panasonic Toughbook mobile devices. Although the
previous system integrated with SAP CRM software
to enable SourceGas to track a work order from start
to finish, the work order still had to be initiated
manually by the dispatchers.
‘What's more, the outdated system could no
longer be easily modified to keep up with new
requirements. SourceGas serves both regulated
and non-regulated markets in four states with
technicians different business rules, so the system has to be
able to accomodate rapid and constant change.
Enhancements to the system were just too costly,
SourceGas needed a new system to auto-
mate its work order and scheduling processes
that could be updated and changed much more
easily. Management also wanted a system where
SourceGas could make these changes using its own
internal resources rather than external consultants,
‘which the company had relied on heavily to make
enhancements to its old system. The software for
the legacy system had been custom-programmed by
third-party vendors, making the system difficult to
‘maintain and enhance.
In the summer of 2011, SourceGas initi-
ated a requirements-gathering workshop with
lickSofware, the external vendor the company
had used in the past to make system enhancements,
The objective was to establish system requirements
and develop business rules to guide the work order
and scheduling processes. SourceGas's biggest
priorities were to 1) automate work scheduling; 2)
‘maintain the company’s existing timesheet process;
and 3) ensure minimal change required for field
technicians to use the new system,
For its solution, SourceGas chose SAP Workforce
‘Scheduling & Optimization software package by
ClickSoftware, which integrates with its existing,
SAP systems, including SAP ERP and SAP CRM.
SAP Workforce Scheduling & Optimization by
ClickSoftware is a real-time optimized scheduling.
solution for managing scheduling and dispatching,
supporting mobile service operations, schedul-
ing service appointments, and monitoring service
operations. The software includes capabilities
for demand forecasting to determine how much
work is set to arrive, when, and where; deploying,
resources based on knowledge of worker skills, ser-
vice commitments, location, and customer prefer-
ences; responding in real time to on-the-spot issues.
such as traffic and cancellations; and analyzing
service performance by identifying problem areas
and methods for improvement. Software users
are able to meet anticipated workloads in a spe-
cific time frame with better capacity planning and
resource allocation. SAP Workforce Scheduling &
Optimization software integrates directly with all
SAP applications.
‘An SAP NetWeaver Process Integration adapter
automatically handles the messaging between the
SAP Workforce Scheduling & Optimization and the
SAP CRM system. Work orders are now automati-
cally scheduled and dispatched using the company's
Chapter 13 uilding Information Systems 537
business rules configured in the system, with excep-
tions flagged for dispatchers to handle.
‘The entire process of implementing the new
system-requirements analysis, development,
testing, and training, took a litte over one year.
SourceGas rolled out the system in phases, with
its last division going live with the system in
December 2012. In implementing the SAP software
package, SourceGas faced some special challenges
because it had to design the system and configure
‘the software to account forall the special conditions
of ts unique service area and complex rules for
types of work. Some of the questions that had to be
addressed were: Are work order priorities the same
in an urban area, such as Fayetteville, Arkansas,
as they are in rural Wyoming? What constitutes an
emergency work order?
‘The SourceGas system had to be designed to
schedule and route all the field technician work
according to these various rules and conditions.
‘The design also had to make the system as familiar
and easy to use for SourceGas mobile workers as
possible, with the new mobile app user experience
‘mirroring field workers’ existing user experience
as much as possible. This was especially critical for
time reporting, which required some simplification
while adhering nevertheless to company business
rales for proper accounting.
SourceGas was able to enhance the software
while maintaining the same user experience. To
improve technician efficiency, the software was
enhanced to tailor service order completion data
sent back to SourceGas's ERP system for each type
of service order rather than displaying all data fields
‘on all orders, Another important enhancement was
to add audio alerts for dispatchers and technicians!
mobile devices to the SAP Workforce Scheduling
& Optimization software so that emergency orders
receive proper attention. An additional safety
feature isthe capability for technicians to sct a
timer to alert dispatch if they haven't returned to
their vehicle by a specified time.
SourceGas used an iterative approach and agile
development methodology and took user input and
user training very seriously. The system project
hhad a committee of super-user technicians as well
san operations team to make sure the system was
built to the right specifications. tts technicians had
provided important input during the requirements-
gathering and design stages of system-building, and
they began training on the new application in June
2012. SourceGas trained 20 percent ofits workforce
to obtain their feedback about the new system (to 538 Part Four Suilding and Managing Systems
make sure it met their expectations), and used the
experience to create training materials for when
the system went (otally live, This approach helped:
enstre users would buy into the new system and
that no business process was overlooked.
‘The testing process had end users on SourceGas's
‘operations team perform all of the approximately
225 types of service orders handled by the company
‘using the new application to make sure the system
‘was able to handle every single business scenario.
For example, to test the process ofa technician
losing out a work order for a meter exchange, the
new system must be able to move data from a final
reading of the old meter into SourceGas's SAP ERP.
system, and the system has to perform certain steps
before the new meter is recognized and synchro-
nized to a customer account.
What benefits have been produced by the new
system? SourceGas's management has received
positive feedback about the new system capabilities
for automated scheduling, timesheet preparation,
as well as its improved usability compared to the
previous system. Managers can more accurately
gauge their workload in their divisions. SourceGas
dispatchers can see their workloads more accurately
and determine the appropriate resources. The
company has already used the new system to
complete 400,000 work orders and pay 900,000
timesheet records. However, management would
like to see more manpower study reports before
it can determine the extent of the new system's
operational efficiencies and benefits.
‘One key benefit that is already apparent,
however, is the company’s ability to keep a lid on
the costs of maintaining and updating the system
because it is doing most of that work with in-house
staff rather than turning to external vendors, as it
hhad in the past. The SAP Workforce Scheduling and.
Optimization software package has made it possible
MyMISLab
for SourceGas to rapidly make changes in-house,
which makes it easier for the company to respond
to rapid changes in the utility industry.
‘SourceGas will be further enhancing its SAP
Workforce Scheduling and Optimization software to
focus more directly on serving customers, Potential
changes to the system include allowing customers,
to place orders online, sending text messages to
inform customers when technicians are on the way,
and processing payment from customers directly in
the field.
Sources: www-sourcegakcom, accessed June 30, 2014
“Murphy, Ken “SourceGas Takes the Drivers Seat in Workforce
Scheduling” SAP InsideePROFILES, July 1, 2013; and
*SoureeGas Implements SAP Workfore Seedling &
Optimization,” woew. [Link], May 14, 2014
CASE STUDY QUESTIONS
13-14 Analyze SourceGas's problems with its old
system. What management, organization,
and technology factors were responsible for
these problems? What was the business
impact of these problems?
13-15 What role did end users play in developing
SourceGas's new work order and dispatch
system? How did the project team make sure
users were involved? What would have
happened to the project if they had not done
this?
13-16 What types of system-building methods and
tools did SourceGas use for building its
system?
13-17 Discuss the issue of software package
customization at SourceGas.
13-18 What other steps did SourceGas take to make
sure the new system was successful?
13-19 What were the benefits of the new system?
How did it change the way SourceGas ran its
business? How successful was this system
solution?
Go to [Link] for Auto-graded writing questions as well as the following Assisted-graded writing questions:
13-20 Describe four system conversion strategies.
13-21 Describe the role of end users in developing systems using the traditional systems lifecycle, prototyping,
application software packages, and end-user development. Managing Projects
LEARNING OBJECTIVES
After reading this chapter, you will be able to answer the following questions:
What are the objectives of project management and why is it so essential in
developing information systems?
What methods can be used for selecting and evaluating information systems projects
and aligning them with the firm's business goals?
How can firms assess the business value of information systems?
What are the principal risk factors in information systems projects, and how can they
be managed?
f
MyMISLab™
Visit [Link] for simulations tutorials,and end-of-chapter problems
CHAPTER CASES
Harrah's Cherokee Casino Wins with
Sound Project Management
New York's CityTime: An IS Project Goes
‘Awry
Britain’s National Health Service Jettisons
Choose and Book System
A Shaky Start for [Link]
VIDEO CASES
Blue Cross Blue Shield: Smarter
‘Computing Project
NASA Project Management Challenges
Instructional Videos:
Software Project Management, Part 1
Software Project Management, Part 2 rt Four Building and Managing Systems
4. What are the principal risk factors in information systems projects, and how can they be managed?
‘The level of risk ina systems development project is determined by (1) project size, (2) project structure, and
8) experience with technology. IS projects are more likely to fail when there is insufficient or improper user
participation in the systems development process, lack of management support, and poor management of the
implementation process. There is a very high failure rate among projects involving business process reengi-
neering, enterprise applications, and mergers and acquisitions because they require extensive organizational
change.
Implementation refers to the entire process of organizational change surrounding the introduction of a
+r support and involvement and management support and control of the
new information system
implementation process are essential, as are mechanisms for dealing with the level of risk in each new
systems project. Project risk factors can be brought under some control by a contingency approach to project,
management, The risk level of each project determines the appropriate mix of external integration tools,
internal integration tools, formal planning tools, and formal control tools to be applied.
Key Terms
Capital budgeting, 854 Organizational impact analysis, 564
Change agent, 558 PERT chart, 561
‘Change management, 558 Portfolio analysis, $52
‘Gownterimplementation, 563 Project, 546
Ergonomics, 564 Project management, 546
External integration tools, 561 Project portfolio management, 565
Formal control tools, $61 Real options pricing models (ROPMs), 556
Formal planning tools, S61 Scope, 546
Gantt chart, 361 Scoring model, 852
Implementation, 558 Sociotechnical design, 564
“Information systems plan, 550 Tangible benefits, 533
Intangible benefits, 853 User-designer communications gap, S58
Inernal integration tools, 560 User interface, 544
MyMISLab
[Go to [Link] to complete the problems marked with this icon ©
YL what are the objectives of project management © Describe the purpose of an information
and why is it s0 essential in developing systems plan and list the major categoria in
‘© Describe information system problems ‘© Explain how key performance indicators,
resulting from poor project management, _ portfolio analysis, and scoring models can
© Define project management. List and be used to select information systems
describe the project management activities projects.
and variables addressed by project manage- 44.3 How can firms assess the business value of
com information systems projects?
What methods can be used for selecting and # List and describe the major costs and
evaluating information systems projects and benefits of information systems
aligning them with the firm's business goals? * Distinguish between tangible and intangible
‘© Name and describe the groups responsible benefits.
for the management of information systems
projects. * Explain how real options pricing models can
help manages evaluate information technol-
ogy investments,
14-4 What are the principal risk factors in informa:
tion systems projects, and how can they be
managed?
‘© Identify and describe each of the principal
risk factors in information systems projects.
+ Explain why builders of new information
systems need to address implementation
and change management
Chapter 14 rafaging Projects
successful implementation of information
systems projects
Explain why there is such a high failure
for implementations involving enterp
applications, business process reengine
ing, and mergers and acquisitions
Identify and describe the strategies
controlling project risk.
Identify the organizational consideratio
that should be addressed by project pla
and implementation.
* Explain why eliciting support of manage- ‘+ Explain how project management soft
ment and end users is so essential for
management,
Discussion Questions
©1145 How much does project management impact 14-7 what
the success of a new information system?
© 146 Ithasbeen said that most systems fail because
systems builders ignore organizational behav-
ior problems. Why might this be so?
the role of end users in informatic
systems project management?
Hands-On MIS Projects
‘The projects in this section give you hands-on experience evaluating information systems projects,
spreadsheet software to perform capital budgeting analyses for new information systems investments,
using Web tools to analyze the financing for a new home.
148 The US. Census launched an IT project to arm its census takers in the field with high-tech handhe
devices that would save taxpayer money by directly beaming population data to headquarters from cei
takers in the field, Census officials signed a $600 million contract with Harris Corporation in 2006 to build
500,000 devices, but still weren't sure which features they wanted included in the units. Census offici
did not specify the testing process to measure the performance of the handheld devices. As the pi
progressed, 400 change requests to project requirements were added, Two years and hundreds of millio
of taxpayer dollars later, the handhelds were far too slow and unreliable to be used for the 2010 U.S. cens
What could Census Bureau management and the Harris Corporation have done to prevent this outcome:
| Management Decision Problems
149 Caterpillar is the world’s leading maker of earth-moving machinery and supplier of agricultural equ
‘ment. Caterpillar wants to end its support for its Dealer Business System (DBS), which it licenses to)
dealers to help them run their businesses. The software in this system is becoming outdated, and senio
‘management wants to transfer support for the hosted version of the software to Accenture Consultants
it can concentrate on its core business. Caterpillar never required its dealers to use DBS, but the 5}
had become a de facto standard for doing business with the company. The majority of the 50 Cat dealers i
North America use some version of DBS, as do about half of the 200 or so Cat dealers in the rest of
world, Before Caterpillar turns the product over to Accenture, what factors and issues should it consides
‘What questions should it ask? What questions should its dealers ask? 568 Part Four Guiiding and Managing Systems
Improving Decision Making: Using Spreadsheet Software for Capital
Budgeting for a New CAD System
Software skills: Spreadsheet formulas and functions.
Business skills: Capital budgeting
14-10 This project provides you with an opportunity to use spreadsheet software to use the capital budgeting
‘models discussed in this chapter to analyze the return on an investment for a new computer-aided design
(CAD) system
: Your company would like to invest in a new computer-aided design (CAD) system that requires
‘purchasing hardware, software, and networking technology, as well as expenditures for installation, training
and support. MyMISLab contains tables showing each cost component for the new system as well as annual
maintenance costs over a five-year period, along with a Learning Track on capital budgeting models
_ believe the new system will reduce the amount of labor required to generate designs and de
tions, thereby increasing your firm's annual cash flow.
‘© Using the data provided in these tables, create a worksheet that calculates the costs and benefits of
the investment over a five-year period and analyzes the investment using the four capital budgeting
models presented in this chapter's Learning Track.
‘Is this investment worthwhile? Why or why not?
Improving Decision Making: Using Web Tools for Buying and Financing a
Software skills: Internet-based software
_ Business skis: Financial planning
1411 This projec will develop your skills using Web-based software for searching for a home and calculating
mortgage financing for that home
You would like to purchase a home in Fort Collins, Colorado, Ideally, it should be a single-family
“house with atleast three bedrooms and one bathroom that costs betwecen $150,000 and $225,000 and finance
it with a 30-year fixed rate mortgage. You can afford a down payment that is 20 percent of the value of the
house. Before you purchase a house, you would like to find out what homes are available in your price
‘range, find a mortgage, and determine the amount of your monthly payment. Use the Yahoo! Homes site to
help you with the following tasks:
+ Locate homes in Fort Collin, Colorado, that meet your specifications
+ Find a mortgage for 80 percent ofthe list price of the home, Compace rates from atleast three sites
(use search engines to find sites other than Yahoo)
«After selecting a mortgage, calculate your closing costs and the monthly’ payment.
When you are finished, evaluate the whole process. For example, assess the ease of use of the site
"and your ability to find information about houses and mortgages, the accuracy of the information you
found, and the breadth of choice of homes and mortgages
Collaboration and Teamwork Project
1412 In MyMISLab, you will find a Collaboration and Teamwork Project dealing with the concepts in this
chapter. You will be able to use Google Drive, Google Sites, Google Docs, Google +, or other open source
collaboration tools to complete the assignment. Chapter 14 wanaying Projects 569
See
CPC
he administration of President Barack Obama
hhas made Patient Protection and Affordable
Care Act, often called “Obamacare’, its chief
domestic accomplishment and the center
piece of Obama's legacy. Essential to Obama's health
care reform plan is [Link], a health insurance
exchange Web site that facilitates the sale of private
health insurance plans to U'S. residents, assists people
eligible to sign up for Medicaid, and has a separate
marketplace for small businesses.
‘The site allows users to compare prices on health
insurance plans in their states, to enroll in a plan
they choose, and to find out if they qualify for gov-
‘ernment health care subsidies. Users must sign up
and create their own specific account first, provid-
{ng some personal information, in order to receive
detailed information about available health care
plans in their area,
[Link] was launched on October 1
2013, as promised, but visitors quickly encountered
numerous technical problems, Software that assigned
