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When these assets are sold to the vendor, they are typically sold at book value. The book value can be higher than the market value. In these cases, the difference between the two actually represents a loan from the vendor to the company, which is repaid in the price of the services over the life of the contract. Freeing Up Resources for Other Purposes Every organization has limits on the resources available to it. Outsourcing permits an organization to redirect its resources, most often people resources, from noncore activities toward activities that serve the company. The organization can redirect these people or at least the staff slots they represent onto greater value-adding activities. People whose energies are currently focused internally can now be focused externally on the customer. Function Dif cult to Manage or Out of Control Outsourcing is certainly one option for addressing this problem. It is critical to remember that outsourcing doesn t mean abdication of management responsibility, nor does it work well as a knee-jerk reaction by a company in trouble. When a function is viewed as dif cult to manage or out of control, the organization needs to examine the underlying causes. If the requirements, expectations, or needed resources are not clearly understood, then outsourcing won t improve the situation; it may in fact exacerbate it. If the organization doesn t understand its own requirements, it won t be able to communicate them to an outside provider. Improved Company Focus Outsourcing lets a company focus on its core business by having operational functions assumed by an outside expert. Freed from

The project manager could appoint external resources to perform the task. Analysis Tasks The business or systems analyst identifies, researches, collects, and analyzes all required client data and information pertinent to the project. The following tasks are examples of those that are performed by the business or systems analyst: Documenting executive high-level summary Estimating value return for each dollar spent Determining the pay back period of the project, also known as the return on investment (ROI) Determining the feasibility of the project Listing all competitive threats and risks Listing regulatory requirements that could influence the project Determining the estimated number of clients the project will cover or influence Determining the anticipated growth of the client base after project implementation Determining a cost estimate for project implementation Predicting operating costs after project implementation Determining the capacity planning needed for any IT hardware or network There is significant responsibility when assuming the role of business analyst on a project, as the entire project will base many of its finding and conclusions on the analysis that is performed. Initially, the analysts may feel excited or that they are in "emotional overdrive," as they work on defining the purpose of the project, clarify goals, meet the user community for the first time, and many more tasks. After the brief rush of a project kicking off, many project managers and analysts lose the ability to think "out-of-the-box," often to the detriment of both the client and the project. Clear-cut, yet creative, processes and analyses need to be established in order to complete the work. Today, it is even more critical that both project managers and analysts are creative

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Juliana s case is an interesting one in that there is no presentation of a port wine stain, but there is documented presence of Stevens-Johnson syndrome. Stevens-Johnson syndrome is a cutaneous and mucous syndrome that, like SWS, also may take on a red or purplish rash, but is painful and spreads if not treated. Some preexisting disorders increase the risk of Stevens-Johnson syndrome, but not generally SWS (Mayo Clinic Staff, n.d.). The occurrence of this in conjunction with SWS limits some of the analgesic medications and other medications that Juliana can tolerate. For Juliana, the prognosis at this time is of concern, given the dif culty she is experiencing with the formulation of new memories secondary to bilateral temporal lobe involvement. Thus, it is critical that she receive appropriate supports in the classroom. Professionals working with her will have to be vigilant about the potential risk of any further complications, including malformations of blood ow and the development of glaucoma or other ocular dif culties. Frequent monitoring will be needed for Juliana as with all children with SWS (Cody & Hynd, 1998).

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