A Project Manager implements a balanced project monitoring system. What

Get college assignment help at Smashing Essays Question A Project Manager implements a balanced project monitoring system. What do you think he should have done to ensure that the monitoring system is balance. 

A colleague of yours is struggling to handle change requests

Question A colleague of yours is struggling to handle change requests throughout their project life cycle, and now his project is falling apart. He has come to you for advice on best practices.

RGV Inc., is an international company that sells to many

Question RGV Inc., is an international company that sells to many countries. Their products include beverages, condiments, produce, meat/poultry, grains/cereals, seafood, dairy products, confections and other items. RGV Inc., has recognized that the company’s profit margins are declining. In an effort to reduce cost and increase profit, they want to perform an analysis of their company. They have hired you to recommend the beginning steps for data driven decision making. This project will focus on developing a strategy to identify what kind of data needs to be collected, a timeframe for data collection, identification of key stakeholders, and defining a process for collecting, analyzing, and distributing findings of the data once the analysis is complete.This assignment will require you to consider what relevant data should be collected and tracked? This includes both quantitative and qualitative data. When analyzing the data what questions should be asked and who should be involved in this process. Drawing Conclusions Your data collection analysis will lead you to draw conclusions on identifying data to collect, timeframe for data collection, identification of key stakeholders, and defining a process for collecting, analyzing, and distributing findings of the data once the analysis is complete For example, collecting data on products that sell the most, salespersons and their sales performance etc… These are just some recommendations to get you started. Remember that you (a consultant) have been contracted by RGV Inc., to provide recommendations on gathering data that you believe will impact sales and increase the overall performance of the company. These recommendations should grow out of the conclusions on the data collection analysis.Last Step of ProjectPresent the Data Driven Decision Making recommendation findings in a Memo to the company’s CEO. See below for sample. Ensure it is narrative form and includes all the information requested above. 

1- Are the laws concerning freedom of speech antiquated? Would

Question 1- Are the laws concerning freedom of speech antiquated? Would the ramifications of “cyberbullying” change your view? If so, how would you change them. If not, explain why you believe they appropriately apply now.2- Within the past few years, the Miranda warning requirements have changed. Please go on-line and research this issue. Is this better for our society? Please explain.3- Can torts committed via the Internet be adequately regulated? If so, please explain how they are working properly. If not, what would you do to change it?4- It has been argued that in the long run, Identity Theft can be more harmful to a person that a physical assault. Do you agree or disagree? Please explain your position.

What has been the geopolitical impact of this stance and

Question What has been the geopolitical impact of this stance and commitment for nike?

It has been less than two years since Lime launched,

Question It has been less than two years since Lime launched, and the bike-share company has managed to gain popularity among the rental transportation market with more than a thousand competitors around the globe. “If you ask me what the vision for the next 3 to 5 years will be, we want to become the default short-trip, on-demand service for getting people around cities” said Toby Sun, founder of Lime1 . While Lime is one of the leading companies that created the market for cost-effective bike sharing systems in the United States, it faces several hurdles with neck and neck competitors, municipal pushback, vandalism and establishing a strong survival strategy for the long run. Bike-share in the U.S. has continued its brisk growth, with around 35 million trips taken in 2017, a 25% increase from 20162 . Lime entered the marketplace with a goal of eliminating docking stations in order to make bikes more affordable in comparison to traditional bike-sharing models. The idea of saving millions per year for cities that invested in expensive stations and overpriced bikes appealed to both consumers and the government. The Lime dockless bike-share company operatesin over 80 cities in the United States, 22 college campuses and 7 countries. The mobile app charges $1 to unlock and 15cents/min to ride after the user unlocks the bike (See Exhibits 1 and 2). Moving into 2019, Lime is poised for another great year. It introduced dockless electric scooters in 2018 and is valued at a whopping $1.1 billion. The startup received a $335 million bid from Uber and Alphabet. In August 2018, Lime signed a deal with Uber to provide e-scooters as Uber plans to expand its service to bikes and scooters. Uber’s partnership with Lime may surprise some close watchers of the brewing scooter wars, especially considering one of the company’s main competitors in dockless scooter-sharing, Bird, was founded by a former Uber executive.3 What is Lime’s long term strategy in a market with almost more rental business competitors than bikes or scooters to rent?World of Bike-Sharing Bike-Sharing can be traced all the way back to 1965 when the White Bicycle Plan was launched in Amsterdam where free white bicycles were placed in various locations. This was introduced by Luud Schimmelpennink, a Dutch industrial designer, who intended to reduce air pollution in the city and facilitate public use of bicycles. While the idea was quite ahead of its time, it collapsed within days due to theft and damage of bikes. The problem of theft was only solved in 1996, when Bikeabout, a small bike-share system limited to students at Portsmouth University in the UK, introduced an individualized magnetic-stripe card to borrow a bike4 . Over the next 15 years many of the major cities across the globe introduced bike-share systems with 2013 witnessing 65 new bike-share launches in China alone. By 2015, the number of bike-share bicycles had hit 1 million with China leading the bike-share market. 5 Dockless bikes go back only a few years. The market for bike-sharing had increased rapidly throughout the world by then. The third generation of bikes consisted of the automated station-based bikes which could be borrowed from one docking station and returned at another station of the same system. With the automated biking stations, individuals could unlock their bikes with a smartcard or their phones. As of June 2014, public bikesharing programs existed on five continents, including 712 cities, operating approximately 806,200 bicycles at 37,500 stations.6 This led companies to invest more time and effort into creating a more costeffective system, which led to a dockless bike sharing system. In the US, during the second half of 2017, dockless bike-share companies introduced around 44,000 bikes in cities across the country. Station-based systems added approximately 14,000 bikes to their fleets, bringing the 2017 total to 54,000 station-based bikes. As of the close of 2017, dockless bike-share bikes accounted for about 44% of all bike-share bikes in the U.S.7 (see Exhibit 3) Station-based to Dockless bikes is the transition that is keeping investors on their toes as companies are looking at higher revenues with lower expenses; the only downside of dockless bikes might include expenses in theft, vandalism, and fines. The four major dockless bike-sharing companies in the U.S. include Lime, Jump, MoBike and Spin. Starting in 2018, Ofo, a tough competitor is beginning to withdraw from many U.S. markets as it plans to expand its global reach. Another company, BlueGoGo, which was the first to introduce dockless bike-share bikes in the U.S., declared bankruptcy during the summer of 2018.Lime Background In 2015, Chinese startups like Ofo developed a new bike sharing model without the need for docking stations. 9 This concept of dockless bikes led the San Mateo-based startup, Lime, to introduce dockless bikes in the US in mid-2017. In March 2017, the company had managed to gather around $12 million of funding from investors such as Andreessen Horowitz and DCM. Lime launched its first market in Greensboro, North Carolina in June 2017. Within November 2017, it had reached over 300,000 users and penetrated 25 markets including 16 cities and 9 college campuses. Lime was founded by Toby Sun, Brad Bao and Adam Zang on the simple idea that all communities deserve access to smart, affordable mobility. Their initial belief that Electric Bikes are preferred over classic bikes and electric scooters for long-distance trips led Lime to surpass over 6 million rides in just over 12 months. 27% of riders in major urban markets reported using Lime to connect to or from public transit during their most recent trip. 20% of riders in major urban markets reported using Lime to travel to or from a restaurant or shopping destination during their most recent trip.9 In February 2018 with the recognition that there was market demand for scooters, Lime added electric scooters to its product mix. Riders can locate and unlock scooters using the company’s smartphone app, and after paying the $1 unlocking fee are charged 15 cents per minute of use. By 2018, the company had $6 million in revenues with total employees at 400, up from just 50 employees in 2017. Policies and Regulations Over the past decade, shared active transportation systemsin the US have begun to thrive. These systems are highly dependent on the assistance and cooperation of the government and the public. In many places, coordination between cities, operators, and other community stakeholders has allowed bike-share practitioners to grapple with complex issues around access and equity, expanding transportation options for low-income individuals, and focusing investments among communities with history of chronic disinvestment.10 The National Association of City Transportation Officials (NACTO) is a non-profit coalition of 63 major North American cities and 10 transit agencies formed to exchange transportation ideas, insights, and practices to cooperatively approach national transportation issues. The NACTO Policy 2018 states the guidelines for the regulation and management of shared activetransportation issues. The NACTO Policy 2018 states the guidelines for the regulation and management of shared active C29-4 transportation. These guidelines include policies regarding small vehicle parking, community engagement and equity programs. Some of the general provisions include: 1. Relevant local government or city authorization is required for Bike-share companies and other mobility service providers to operate in the public right-of-way. 2. Cities should reserve the right to limit the number of companies operating (e.g. cap the number of permits or licenses issued, issue exclusive contracts, permits, or licenses). 3. Cities should reserve the right to revoke permits, licenses, or contracts from specific companies (e.g. when a company fails to comply with permit, contract, or license terms, or fails to meet national accreditation standards if applicable). 4. Cities mustreserve the right to prohibit specific companies from operating in the public-right-of way based on conduct or prior conduct (e.g. when a company deploys equipment prior to applying for a permit, license or contract, or fails to comply with permit, contract, or license terms). 5. Cities are required to reserve the right to establish operating zones and fine companies for bikes and equipment found outside of those designated areas. With regard to the Operations Oversight by NACTO, cities should require companies to remove small vehicles (e.g. damaged, abandoned, improperly placed, etc.) within contractually agreed-upon time frames and assess penalties for failure to do so (see Exhibit 4). Each city is also required to have a limited number of shared small vehicles allowed. Los Angeles allows a minimum of 500 bikes and a maximum of 500 bikes per company, while Washington DC, which recently witnessed a few cases of vandalism, allows a minimum of 50 bikes and a maximum of 2500 bikes per companyIntense Competition With 84 million trips in 2019 and strong year-on-year growth since 2010, bike-share is gaining hold as a transportation option in cities across the U.S. High venture capital funding, coupled with generally low ridership, raises questions regarding the overall sustainability and volatility of the dockless bike-share market. The big four dockless bikes in the US are Lime, Jump, MoBike and Spin. In less than a year of existence, one U.S.-focused company, BlueGoGo. Similarly, and a number of China-based companies have filed for bankruptcy, merged with other companies, or ceased operations.1Lime believes it can fend off rivals with a city-friendly approach. That includes investing in higher-quality bikes (including safety features like solar-powered lights), sharing aggregated usage data with cities, and educating riders about where to leave their bikes. 12 Cities are proceeding cautiously, watching the results of pilot efforts, and encouraging dockless companies to share more data so that cities can better evaluate and understand how dockless bike-share can further city goals of safety, equity, and sustainable mobility.Mobike Although taller riders may find Mobike’ssaddle doesn’t go high enough to accommodate much more than a 30-inch inseam, the Beijing-based silver bike with orange wheels is among the popular dockless bikes in the United States. They started out of Washington DC in the US and by 2018, had over 9 million bikes in some 200 cities in 14 countries around the world. In 2018, Mobike revealed an Apple Watch shortcut at the Apple Worldwide Developers Conference in San Jose. Spin Founded in 2016, Spin was introduced with the idea of introducing Chinese dockless-bikes to the US. It first launched in Seattle, and further expanded to over 12 cities and 7 college campuses in the United States, and had over 1 million rides. In November 2018, Ford Motor Company acquired Spin for an estimated value of $80-$90 million. With regard to the safety concerns of electric bikes, Spin offered an anonymous tip-line and promoted helmet usage in 2018. They also initiated pilot partnerships with safe street groups where Spin works with local community leaders who identify protected bike lane networks that are needed, and advocate for them to be built. Jump DC Jump’s bikes have an electric motor in the front wheel with a battery in the frame. When a rider pedals a little, the bike senses the effort and adds some of its own. Jump’s bikes are the only dockless entry in Washington D.C. that use pneumatic tires, so their ride is less harsh.13 JUMP was originally founded as Social Bicycles and has been creating the hardware and software behind some of the greatest innovations in bike-share since 2010.14 The company soon partnered with Uber, and in 2018 was acquired by Uber Technologies Inc. Electric Scooters While many cities now have bike-sharing services, Electric scooters, which cost less than $2 per ride, are the next innovation in mobility. Investors rooting for the next Uber Technologies, Inc. and Lyft, Inc. 15, the app-based car-hailing services, are adding to the scooter-frenzy by pouring money into Bird and Lime, which are competing on a city-by-city basis to become the premier electric scooter brand. Bird, started by a former executive of Lyft and Uber in September 2017 is limited to operating scooter services in about 40 U.S. cities, while Lime launched its scooters towards the end of 2018, and offers its services in 23 U.S. cities. Bird has reached 1 million total scooter rides in less than a year. (See Exhibit 5) This year, Bird expanded to France and Israel. Lime has established a presence in France, Germany and Spain. Scooters are even more prevalent in parts of China, an early pioneer of the market. No company has been able to break into the U.K., however, because of strict laws that classify the electric scooters as motor vehicles requiring drivers’ licenses and subject to tax and insurance. Even then, regulators won’t allow scooters because they don’t comply with “normal vehicle construction rules.” The scooter industry is experiencing some of the same problems as ride-hailing, with aggressive startups butting heads with local governments. But there are key differences. With ride-hailing, entrenched taxi industries argued that unregulated startups had an unfair advantage. There is no such incumbent industry opposing scooters. Urban congestion and climate change have also made alternatives to automobiles more popular with city governments.Vandalism There have been quite a lot of cases of vandalism reported for shared bikes around the world. Dockless bike-sharing company Gobee bike had to pull out of Paris after 60% of the bikes were stolen, vandalized, or “privatized” (the practice of renting the bike on a permanent basis, thereby removing it from the co-sharing space).16 Not long after that, the Hong Kong based company announced its close due to losses and high maintenance costs. In the United States, cases of vandalism have been on the rise since companies have been trying to introduce incentives to keep their bikes safe. Washington DC witnessed a couple of cases this year. Kimberly Lucas, the city’s bike program specialist told a group of regional transportation officials at a dockless share workshop that companies have told city transportation officials that they have lost up to half of their fleets. This is significant because each company is allowed to operate a maximum of 400 bikes in the city.17 In Arizona, dozens — if not hundreds — of Lime bikes were spotted last week at a scrapyard just northwest of Phoenix. A company spokesman said the bikes “were damaged beyond repair” and were being recycled. Mary Caroline Pruitt, a spokeswoman for Lime, said the company takes “meaningful steps” to prevent vandalism and theft. “All our bikes and scooters have anti-theft locks and audible alarms that sound if someone tries to tamper with them,” she said. “If we find someone has vandalized one of our products, we do our best to make sure they are held responsible, including working with local authorities when appropriate.”While Bird scooters have faced vandalism in San Francisco, Lime experienced trouble when they left several hundreds of their scooters on the streets without the permission of municipal authorities: People started acting against the company when they figured that the scooters were programmed to play the message “Unlock me to ride me, or I’ll call the police” repeatedly, at high volume, when their controls were touched. These cases, documented on social media and neighborhood blogs, are igniting complaints. District transportation officials say they are allowing each company to have only 400 bikes on the ground so that the number is manageable and bikes don’t end up piling on sidewalks, as has been the experience in other cities. Four companies are currently operating: Mobike, Spin, LimeBike and Jump.19 Critics say that if the city allows more bikes, it could become a larger concern.20 The future of excessive bikes can be predicted from what China has witnessed with its bikes. A decade ago, Bike-sharing app seemed to be the ideal solution and millions of bikes were poured into China’s streets by the private sector without proper regulations. But today, as the companies fail, unused units pile up in bicycle graveyards, and queues of angry users demand their deposits back. 21 Ofo, a Chinese bike-sharing firm was flushing with cash until it faced a chaotic expansion which resulted in bankruptcies and huge piles of impounded bikes.22 It resulted in hordes of angry customers outside its headquarters demandingThe Future of Lime: Lime’s multi-modal fleet has played an integral role in the international expansion of micro-mobility, with December’s year-end report announcing that riders had already taken over 26 million rides on their bikes and scooters.23 Equipped with a durable, allaluminum frame and footboard, the new Lime-S promises to be the first shared scooter built for city streets in 2019. The senior director of policy and public affairs, Emily Warren, addressed the Consumer Electronics Show (CES) 2019 conference by saying, “We find that the majority of cities we speak to have spent years and taxpayer dollars trying to develop the mobility solution that Lime offers.” Addressing Lime’s future plans to work with the government, she added, “We want to work with governments and be transparent with our data to show them the benefits that Lime can have for their communities.” 24 Although dockless bikesharing sounds like a promising future for the rental transportation market, is it viable in huge cities and will Lime be able to penetrate the market? The company expanded its senior leadership in 2018 by appointing Duke Stump and Li Fan as its Chief Marketing Officer and Chief Technology Officer. Although Lime is limitlessly taking on new initiatives to explore and innovate, and while some investors see a promising future for the bike-sharing business, analysts who witnessed the rise and fall of some of the Chinese bike-share companies disagree. These days, people want to use one app where “you can hail a scooter or a bike or a car,” said Tu Le, founder of consulting firm Sino Auto Insights. “That’s where the sweet spot’s going to be.”25 With car hailing services like Uber and Lyft entering the bike-share market, do startups like Lime and Bird have a future? No more than one page pleaseIncluded here are a few simple tips on preparing case analysis reports:Do not summarize the case. The case is a summary of a business situation; assume that I have read it.Do not describe the business. The case provides sufficient background information; assume I understand it.Do not list elements of a strategy framework. Frameworks do provide a starting point for your analysis; but assume I comprehend the framework. Do identify key strategic issues in the case. You may include an insightful overview of the business situation.Do conduct a strategic analysis of the business situation. Is there internal/external fit, a relationship between competencies and strategies, a sustainable and scalable business model, valid assumptions, does it all make sense.Do provide strategic recommendations that are:o  Specific to the situation described;o  Substantiated by sound reasoning, facts, and financial analysis;o  Insightful not obvious or generally applicable;o  Consistent with your strategic analysis and the company’s goals.

Located in a major southwestern U.S. city, Elysian Cycles (EC)

Question Located in a major southwestern U.S. city, Elysian Cycles (EC) is a wholesale distributor of bicycles and bicycle parts. Its primary retail outlets are located in eight cities within a 400-mile radius of the distribution center. These retail outlets generally depend on receiving orders for additional stock within two days after notifying the distribution center (if the stock is available). The company’s management feels this is a valuable marketing tool that aids its survival in a highly competitive industry.EC distributes a wide variety of finished bicycles, but all are based on five different frame designs, each of which is available in several sizes. Table 1 gives a breakdown of product options that are available to the retail outlets. Table 1 Frame style Available Sizes Number of Gears Suggested List PriceA 16,20,24 10 $   99.95  B 16,20,24 15 124.95C 16,20,24,26 15 169.95D 20,24,26 15 219.95E 20,24,26 21 349.95EC receives these different styles from a single manufacturer overseas, and shipments can take as long as four weeks from the time an order is made by telephone or Internet. Including the costs of communication, paperwork, and customs clearance, EC estimates that it incurs a cost of $65 each time an order is placed. The cost per bicycle is roughly 60 percent of the suggested list price for any of the styles available.Demand for these bicycles is somewhat seasonal in nature, being heavier in spring and early summer and tapering off through fall and winter (except for a heavy surge in the six weeks before Christmas). A breakdown of the previous year’s business with the retail outlets usually forms the basis for EC’s yearly operations plan. A growth factor (either positive or negative) is used to refine further the demand estimate by reflecting the upcoming yearly market. By developing a yearly plan and updating it when appropriate, EC can establish a reasonable basis for obtaining any necessary financing from the bank. Last year’s monthly demand for the different bicycle styles that EC distributes is shown in Table 2 Frame Style Month A B C D E Total January 0 3 5 2 0 10 February 2 8 10 3 1 24 March 4 15 21 12 2 54 April 4 35 40 21 3 103 May 3 43 65 37 3 151 June 3 27 41 18 2 91 July 2 13 26 11 1 53 August 1 10 16 9 1 37 September 1 9 11 7 1 29 October 1 8 10 7 2 28 November 2 15 19 12 3 51 December 3 30 33 19 4 89 Total 26 216 297 158 23 720Because of the increasing popularity of bicycles for recreational purposes and for supplanting some automobile usage, EC believes that its market might grow by as much as 25 percent in the upcoming year. There have been years when the full amount of expected growth did not materialize, however, so EC has decided to base its plan on a more conservative 15 percent growth factor to allow for variations in consumer buying habits and to ensure that it is not overstocked excessively if the expected market does not occur. Holding costs that are associated with inventory of any bicycle style are estimated to be about 0.75 percent of the unit cost of a bicycle per month.QuestionDevelop an inventory control plan for EC to use as the basis for its upcoming annual plan. Justify your reason for choosing a particular type (or combination of types) of inventory system(s). For your particular plan, specify the safety stock requirement if EC institutes a policy of maintaining a 95 percent service level.

Table 1 />cost of $65 each time an order is

Question Table 1 />cost of $65 each time an order is placed. cost per bicycle is 60 percent of the suggested list price for all styles givenBicycles have seasonal demand, high in spring and summer, low in fall and winter. Peak demand December. previous year monthly demand for the different bicycle stylesmarket growth of 25 percent in the upcoming year. base the company’s plan on a more conservative 15 percent growth factor to allow for variations in consumer buying habits and to ensure that it is not overstocked excessively if the expected market does not occur. Holding costs that are associated with inventory of any bicycle style are estimated to be about 0.75 percent of the unit cost of a bicycle per month.QuestionDevelop an inventory control plan for EC to use as the basis for its upcoming annual plan. Justify your reason for choosing a particular type (or combination of types) of inventory system(s). For your particular plan, specify the safety stock requirement if EC institutes a policy of maintaining a 95 percent service level. Attachment 1 Attachment 2 ATTACHMENT PREVIEW Download attachment table 1.PNG ATTACHMENT PREVIEW Download attachment table 2.PNG

What do you think are the necessary ingredients for starting

Question What do you think are the necessary ingredients for starting a successful business? What would it take for you to start one? Would you be as thorough as the subject of the article “Death of Gut Instinct” by Joshua Hyatt?

Topic 1 RQ 1-3Please let me know correct answer and

Question Topic 1 RQ 1-3Please let me know correct answer and explain it ! Topic 1 Review Questions: 1.  A purchasing professional’s primary job is managing what?      a.  Upstream portion of your company’s supply chain      b.  Downstream portion of your company’s supply chain      c.  Whole supply chain from end-to-end      d.  Internal functions of your company      e.  Company customer interface   2.  The SCOR model was created to provide a common vision of SCM for any company.      a.  True      b.  False   3.  Why is the most important purchasing right picking the right supplier?      a.  Customers will judge you for choosing poorly      b.  The right supplier will always have the lowest possible price      c.  The choice of supplier affects all the other rights      d.  The right supplier is the one with closest ties to your CEO      e.  The right supplier is the only one with whom it is possible to do business  

Topic 1 RQ 4-7Please let me know correct answer and

Get college assignment help at Smashing Essays Question Topic 1 RQ 4-7Please let me know correct answer and explain it ! /> 4.  What is a Tier 1 supplier?      a.  The biggest supplier you have      b.  A supplier who sells to you      c.  A supplier who sells to your suppliers      d.  A supplier who is also your customer      e.  The supplier with the best quality rating   5.  You will probably meet a co-worker who doesn’t see the strategic value in purchasing.      a.  True      b.  False   6.  Which conflict first brought a significant change in how purchasing was perceived?      a.  WWI      b.  WWII      c.  The Crimean War      d.  Gulf War 1      e.  The War of the Roses   7.  What are two trends that have combined to help make purchasing more strategic?      a.  Auditing and consulting      b.  Brand management and strategic market analysis      c.  Drop-shipping and cross-docking      d.  The growth of the Internet and smart phones      e.  Outsourcing and lean management  

What has been the cultural impact of this stance and

Question What has been the cultural impact of this stance and commitment for Nike?

use the HRM business analysis template to write in your

Question use the HRM business analysis template to write in your own words report . this template is an aid for you to in your own words report. it can be modified base on the company you have visited this company could be one that you have visited or one that you are familiar 

from an operational perspective, the goals and objectives to be

Question from an operational perspective, the goals and objectives to be established are typically?

This question was created from 334431368-Ccnpv7-Tshoot-Skills-assessment-student.pdf https://www.coursehero.com/file/30716009/334431368-Ccnpv7-Tshoot-Skills-assessment-studentpdf/ what kinds of

Question This question was created from 334431368-Ccnpv7-Tshoot-Skills-assessment-student.pdf https://www..com/file/30716009/334431368-Ccnpv7-Tshoot-Skills-assessment-studentpdf/ what kinds of trouble does this lab have? any instructions? ATTACHMENT PREVIEW Download attachment 30716009-323684.jpeg CCNPV7 TSHOOT Skills Assessment Base Topology No VRF AS 65502 (Global) AS 65503 Loo 2.2.2.2/32 Lo1 2.2.2.2/32 2001:DB8:FEED:222::2/128 R2 2001:DB8: FEED:222::2/128 VRF VPN_A $0/0/0.1:520 SQ/0/1.1 VRF VPN_B Link-Local Address (all interfaces) 209.165.200.224/30 209.165.200.220/30 R1 – FE80::1 DLS1- FEB0::D1 2001:DBB:FEED:10::/126 2001:DB8:FEED: 14::/126 -02 20.20.20.20/32 2001:086:CAFE:2020:-2/128 R2 – FE80::2 DLS2- FEB0::D2 R3 – FE80::3 ALS1 – FEB0::41 BGP BGP RIPng R2 DHCP Client LS1 SO/D/D.1 AS 65501 221 10.1.90.231 Lo1 10.1.80.129/25 2001:DBB: CAFE:801::1/64 .226 10.1.0.0/16 2001:DB8:CAFE::/48 30/0/1.1 :3 Loo 10.1.80.1/25 PC-C OHCP Client 192.168.1.1/24 R1 iBGP 2001:DB8:CAFE:300;:1/64 2001:DBS:CAFE:201::1/128 R3 GD/D EIGRP 1 1 -2 ::1 Collocated Office Area 0 192.168.3.1/32 2001:DB8: CAFE:203::1/128 Loo – 14 ::3 Go/1 10.1.2.0/30 2001:DB8:CAFE:20::164 10.1.2.12/30 2001:DB8: CAFE:212::/64 Backbone DL$2 DHCP Server (domain tshoot.net): OSPF FO/5 -1 ::01 Lo0 10.1.211.1/32 2001:DB8:CAFE:2110::D1/128 10.1.212.1/32 2001:DB8:CAFE:2120::02/128 Log -13 ::02| F0/6 GUEST: 10.1.110.0/24, GW: 10.1.110.264 OFFICE: 10.1.120.0/24, GW: 10.1.120.254 VOICE: 10.1.200.0/24, GW: 10.1.200.254 Syslog Exclude: 10.1.110.1-128,251-254 SNMP SRV1 For Po10 Exclude: 10.1.120.1-128,251-254 RADIUS Exclude: 10.1.200.1-128,261-254 TFTP Pot Po2 GUEST: 2001:DB8:CAFE:110:ABCD::/80 OFFICE: 2001:DBB:CAFE:120:ABCD::/80 10.1.100.1/24 DLS1 Area 1 DLS2 VOICE: 2001:DB8: CAFE:200:ABCD::/80 2001: DB8: CAFE: 100::1/64 Campus VLANS MS T2 Root and HSRP Active: VLAN 100,200,300 DL$1 DHCP Server Pools (domain tshoot.net): Collocated Office LAN Address Pool: GUEST; 10.1.110,0/24, GW: 10.1.110.25 ALS1 10.1 80.0/25 GW: 10.1.80.1 OFFICE: 10.1.120.0/24, GW: 10.1.120.254 FO/18 Exclude: 10.1.80.1-3 VOICE: 10.1.200.0/24, GW: 10.1.200.254 2001:DBS: CAFE:300;ABCD::/BD Exclude: 10.1.110.1-5,129-254 Exclude: 10.1.120.1-5,129-254 OFFICE VLAN 120 Exclude: 10.1.200,1-6, 129-264 DHCP Client PC-B MANAGEMENT VLAN 99: 10.1.99.0/24, 2001:DB8:CAFE:99::/64 GUEST: 2001:DBB:CAFE:110:ABCD::/80 SERVERS VLAN 100: GUEST VLAN 110: 10.1.100.0/24, 2001:DBB:CAFE: 100::164 OFFICE: 2001:DB8: CAFE: 120:ABCD::/80 10.1.110.0/24, 2001:DBS:CAFE: 110::/64 VOICE: 2001:DB8:CAFE:200:ABCD::/80 OFFICE VLAN 120: 10.1.120.0/24, 2001:DBB:CAFE: 120::164 VOICE VLAN 200: 10.1.200.0/24, 2001:DBB: CAFE:200::164 MST1 Root and HSRP Active: VLAN 99,110,120 O-PEER VLAN 300: 10.1.30.0/24, 2001:DB8: CAFE:300::/64Read more

What do you think the three most important attributes of

Question What do you think the three most important attributes of a trustworthy leader?

This question was created from Assignment.docx https://www.coursehero.com/file/26223260/Assignmentdocx/ Need a help

Question This question was created from Assignment.docx https://www..com/file/26223260/Assignmentdocx/ Need a help for listing top5 emerging technologies for industry like AT

Pick one DISC survey ( Dominance, Influence, Steadiness, Compliance )

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Identify the parts that make up total compensation (pay mix).

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