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Technology Driven Business Strategy
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Download Now Studyguide For Business Driven Technology By Baltzan Paige Isbn 337 in format RAR Subject: Download this large ebook and read on the Studyguide For Business Driven Technology By Baltzan Paige Isbn 337 Ebook ebook. You will not find this ebook everywhere online. BUSINESS DRIVEN TECHNOLOGY Download Business Driven Technology ebook PDF or Read Online books in PDF, EPUB, and Mobi Format. Click Download or Read Online button to BUSINESS DRIVEN TECHNOLOGY book pdf for free now. Download Torrent Business Driven Technology, 6E, With Access Code For Connect Plus Pdf EPub Free Free Download Business Driven Technology, 6E, With Access Code For Connect Plus Pdf.zip Business Driven Technology, 6E, With Access Code For Connect Plus Pdf mediafire.com, rapidgator.net, 4shared.com, uploading.com, uploaded.net Download. Download Free Business Driven Technology Sixth Edition Book in PDF and EPUB Free Download. You can read online Business Driven Technology Sixth Edition and write the review.
Aug 27, 2018 - Business Driven Technology [PDF]. Business Driven Technology [PDF]; 2. Book details Author: Paige Baltzan Pages: 608 pages Publisher.
Unit 1: Achieving Business Success
Chapter 1: Business Driven Technology
Chapter 2: Identifying Competitive Advantages
Chapter 3: Strategic Initiatives for Implementing Competitive Advantages
Chapter 4: Measuring the Success of Strategic Initiatives
Chapter 5: Organizational Structures That Support Strategic Initiatives
Unit 2: Exploring Business Intelligence
Chapter 6: Valuing Organizational Information
Chapter 7: Storing Organizational Information – Databases
Chapter 8: Accessing Organizational Information – Data Warehouse
Unit 3: Streamlining Business Operations
Chapter 9: Enabling the Organization – Decision Making
Chapter 10: Extending the Organization – Supply Chain Management
Chapter 11: Building a Customer-Centric Organization – Customer Relationship Management
Chapter 12: Integrating the Organization from End-to-End – Enterprise Resource Planning
Unit 4: Building Innovation
Chapter 13: Creating Innovative Organizations
Chapter 14: Ebusiness
Chapter 15: Creating Collaborative Partnerships
Chapter 16: Integrating Wireless Technology in Business
Unit 5: Transforming Organizations
Chapter 17: Building Software to Support an Agile Organization
Chapter 18: Managing Organizational Projects
Chapter 19: Outsourcing in the 21st Century
Chapter 20: Developing a 21st-Century Organization
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Language: English
ISBN-10: 125956732X
ISBN-13: 978-1259567322
ISBN-13: 9781259567322
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Unlike any other MIS textbook franchise, our Baltzan texts (Business Driven Technology, Business Driven Information Systems and M: Information Systems) discuss various business initiatives first and how technology supports those initiatives second. The premise for this unique approach is that business initiatives should drive technology choices. Every discussion in these texts first addresses the business needs and then addresses the technology that supports those needs.Business Driven Technology 6e offers you the flexibility to customize your course according to your needs and the needs of your students by covering only essential concepts and topics in the five core units with 20 chapters, while providing additional in-depth coverage in the 20 business and the 12 technology plug-ins. Business Driven Technology 6e provides the ultimate flexibility in tailoring content to the exact needs of your MIS or IT course!Plug-ins are fully developed modules of text that include student learning outcomes, case studies, business vignettes, and end-of-chapter material such as key terms, individual and group questions and projects, and case study exercises.We realise that instructors today require the ability to cover a blended mix of topics in their courses. While some instructors like to focus on networks and infrastructure throughout their course, others choose to focus on ethics and security. Business Driven Technology was developed to easily adapt to your needs. Each chapter and plug-in is independent so you can: Cover any or all of the chapters as they suit your purpose. Cover any or all of the business plug-ins as they suit your purpose. Cover any or all of the technology plug-ins as they suit your purpose. Cover the plug-ins in any order you wish.
Sample questions asked in the 6th edition of Business Driven Technology:
It is a sad but common tale—a dynamic company comes up with an innovative new product that utilizes cutting-edge technology in an exciting way that generates lots of hype and attention. But for some reason this new product fails to click with the masses and falls into oblivion, only to see other products gain massive success by following in its footsteps. It’s not always a case of right technology at the wrong time. Sometimes these first movers failed to build on their innovation, instead sitting on their initial achievements and letting more nimble competitors refine their idea into something more attractive and functional. And some just made too many mistakes to succeed. Obtaining the first-mover advantage is critical to any business that wants to compete in the Internet economy. However, gaining a first-mover advantage is typically temporary, and without remaining innovative the company can soon fail. Here is a list of the top 10 first movers that flopped, according to Jim Rapoza of eWeek . 1. Apple Newton PDA —When it was launched in the early 90s, the Apple Newton was first lauded but later mocked because of its failings (it even had the honor of being spoofed on The Simpsons). But one can draw a straight line from the Newton to current products such as tablet PCs, smartphones, and the Apple iPhone. 2. PointCast —In 1997, one of the hottest products found on the desktop of nearly every IT worker was PointCast, which delivered selected news items directly to the desktop. It quickly launched the “push” craze, which just as quickly imploded spectacularly. But today’s RSS and news feeds all owe a debt to PointCast. 3. Gopher Protocol —It was so close. Launched just before the web itself, Gopher quickly became popular in universities and business. Using search technology, it worked very much like a website, but it could not compete with the web itself. 4. VisiCalc —Often lauded as the first killer application for the PC, the VisiCalc spreadsheet was a must-have for early PC-enabled businesses but quickly fell behind more polished spreadsheets from Lotus and Microsoft. 5. Atari —For those of a certain age, the word Atari is synonymous with video games. The pioneer in home gaming consoles failed to innovate in the face of more nimble competitors. 6. Diamond Rio —For $200 and with 32MB of RAM (with a SmartMedia slot for memory expansion), the Rio helped launch the MP3 revolution. That is, until white earbuds and a thing called the iPod took over. 7. Netscape Navigator —Netscape Navigator was essentially the web for users in the early to mid-1990s. But Netscape could not withstand the Microsoft onslaught, along with plenty of mistakes the company made itself, and now only lives on as the original basis of the Mozilla browsers. 8. AltaVista —Not the first search engine, but the first to use many of the natural language technologies common today and the first to gain real web popularity, AltaVista failed to keep up with technological changes. 9. Ricochet Networks —Nothing created geek lust like sitting next to someone who had a Ricochet card plugged into the laptop. Look, she is in a cab and accessing the Internet at ISDN speeds! But Ricochet never expanded to enough cities to be a serious player. 10. IBM Simon Phone —The iPhone’s $499 price is nothing compared with the $900 price tag the IBM Simon had when it finally became available in 1994. But it pioneered most of the features found in today’s smartphones and even beat the iPhone when it came to a buttonless touch-screen interface. Choose one of the products listed and determine what the company could have done to prevent the product from failing.
Twitter Twitter, a privately funded start-up, is a pioneer in the microblogging arena providing a service that allows users to send and receive updates to other users. Twitter customers can keep a network of friends informed of their current status by way of text messaging, instant messaging, email, or the web. Friends, family, and coworkers use Twitter’s services to communicate and stay connected through a real-time short messaging service that works over multiple networks and devices. Twitter began as a small project in 2006 and has developed into one of the most popular sites on the Internet. People around the globe use Twitter for various reasons from breaking world news to streamlining business. The Business of Twitter Companies are using Twitter to follow customer dialogs about their brand. Comcast, Dell, General Motors, H&R Block, Kodak, and Whole Foods Market are using Twitter to do everything from building brand awareness to providing customer service. The attention to Twitter reflects the power of new social media tools in letting consumers shape public discussion over brands. “The real control of the brand has moved into the customer’s hands, and technology has enabled that,” says Lane Becker, president of Get Satisfaction, a website that draws together customers and companies to answer each other’s questions and give feedback on products and services. JetBlue, Comcast, and H&R Block are among the companies that recognize Twitter’s potential in providing customer service. A single Twitter message—known informally as a tweet —sent in frustration over a product’s or a service’s performance can be read by hundreds or thousands of people. Similarly, positive interaction with a representative of the manufacturer or service provider can help change an influencer’s perspective for the better. For companies, tools such as Tweetscan or Twitter’s own search tool, formerly known as Summize, make it easy to unearth a company’s name mentioned in tweets. Being able to address an issue the moment it appears is a great way to improve customer satisfaction GM took notice the day a prospective buyer was at a Saturn dealership, ready to make a purchase, but could not find anyone to help him. “He was starting to get upset about it,” says Adam Denison, who helps coordinate social media communications at GM. “When we saw it, we immediately let our Saturn colleagues know about it . . . and they could get the ball rolling a little bit better.” The person bought a Saturn in the end—though at a different dealership, Denison says. Monitoring Customers Not all customers want Corporate America following their tweets. Jonathan Fields typed a quick tweet to his friends when he spotted William Shatner waiting to board a JetBlue flight at New York’s JFK airport. Fields wrote: “JetBlue terminal, William Shatner waiting in pinstripe suit and shades to board flight to Burbank. Why’s he flying JetBlue? Free, maybe?” To his surprise he received a reply within 10 seconds, but not from his friends; it was from JetBlue informing Fields that they were following him on Twitter. Fields was at first shocked by the reply, then the JetBlue employee Morgan Johnston quickly explained that the company was not spying on Fields, but uses Twitter as a scanning tool, to find customers who might need information, say, on flight delays or cancellations. “It has potential for delivering business value, clearly, but at the same time there are some risks to it,” says Ray Valdes, research director of web services at consulting firm Gartner. While it is a useful brand-monitoring tool, it “can come across as a little creepy.” Christofer Hoff tweeted his displeasure with Southwest when his flight was delayed and his luggage disappeared. The next day he received the following message from Southwest: “Sorry to hear about your flight—weather was terrible in the NE. Hope you give us a 2nd chance to prove that Southwest = Awesomeness.” In a blog post about the incident, Hoff wrote that it was “cool and frightening at the same time.” Twitter Ethics Of course with all great good comes the potential of great evil and Twitter is no exception. A few individuals purchased unofficial accounts to send messages that were clearly not authorized by the company. For example, ExxonMobil discovered that a person named Janet was fooling many people by posing as an employee of ExxonMobil. “Our concern was that people reading the postings would think that this person was speaking on the company’s behalf,” says ExxonMobil spokesman Chris Welberry. “We didn’t want to do anything heavyhanded about people expressing their views in a social networking environment. We just wanted to make sure that people who are doing that are open and transparent.” After Exxon discovered Janet, the company contacted Twitter. “Twitter does not allow impersonation or domain squatting, which is grabbing a user name and saying you want money,” Twitter co-founder Biz Stone says. “But they really do have to be impersonating or infringing on copyright. If somebody’s last name happens to be Mobil, the company does not have a strong case there.” Janet’s account was taken out of commission. Twitter Growth Large organizations are likely to begin integrating microblogging into their existing services to aggregate the various social media outposts. Facebook is already positioning itself to be an aggregator of microblogging sites. The social network’s News Feed feature lets people pull in updates from Twitter, Blip.fm, and elsewhere. How valuable could a microblogging service be? Soon after Twitter raised $15 million in funding, it was speculated that the site may be worth as much as $1 billion. Twitter co-founder Biz Stone expects the site’s user base to grow 10 times its current size yearly. What types of ethical and security issues should a company using Twitter anticipate?
RFID—Future Tracking the Supply Chain One of the hottest new technologies in the supply chain is a radio frequency identification (RFID) tag. These tags are tiny and can carry large amounts of data tracking everything from price to temperature. Supply chains around the globe are being revamped with RFID tags. However, some people might be taking the ability to track the supply chain with RFID tags a bit too far. Tracking People The elementary school that required students to wear RFID tags to track their movements ended the program because the company that developed the technology pulled out. “I’m disappointed; that’s about all I can say at this point,” stated Ernie Graham, the superintendent and principal of Brittan Elementary School. “I think I let my staff down.” Students were required to wear identification cards around their necks with their picture, name, and grade and a wireless transmitter that beamed ID numbers to a teacher’s handheld computer when the children passed under an antenna posted above a classroom door. The school instituted the system, without parental input, to simplify attendance-taking and potentially reduce vandalism and improve student safety. “I’m happy for now that kids are not being tagged, but I’m still fighting to keep it out of our school system,” said parent Dawn Cantrall, who filed a complaint with the American Civil Liberties Union. “It has to stop here.” While many parents criticized the tags for violating privacy and possibly endangering children’s health, some parents supported the plan. “Technology scares some people; it’s a fear of the unknown,” parent Mary Brower said. “Any kind of new technology has the potential for misuse, but I feel confident the school is not going to misuse it.” Tracking Children Children’s sleepwear with radio frequency identification tags sewn into the seams hit stores in early 2006. Made by Lauren Scott California, the nightgowns and pajamas will be one of the first commercial RFID-tagged clothing lines sold in the United States. The PJs are designed to keep kids safe from abductions, says proprietor Lauren Scott, who licensed the RFID technology from SmartWear Technologies Inc., a maker of personal security systems. Readers positioned in doorways and windows throughout a house scan tags within a 30-foot radius and trigger an alarm when boundaries are breached. A pamphlet attached to the garment informs customers that the sleepwear is designed to help prevent child abductions. It directs parents to a website that explains how to activate and encode the RFID tag with a unique digital identification number. The site also provides information on a $500 home-installed system that consists of RFID readers and a low-frequency encoder that connects through a USB port to a computer. Parents can sign up to include data about their children, including photos, in the SmartWear database. That information can be shared with law enforcement agencies or the Amber Alert system if a child disappears. SmartWear has several other projects in the works including an extended-range RFID tag that can transmit signals up to 600 feet. The tag could be inserted into law enforcement and military uniforms or outerwear, such as ski jackets, and used to find a missing or lost person or to recover and identify a body. Plastic RFID A typical RFID tag costs 40 cents, making price a barrier for many potential applications. Start-up OrganicID is creating a plastic RFID tag that it expects will reduce the price to a penny or less. Describe the relationship between privacy rights and RFID.
Selecting a Systems Development Methodology Exus Incorporated is an international billing outsourcing company. Exus currently has revenues of $5 billion, more than 3,500 employees, and operations on every continent. You have recently been hired as the CIO. Your first task is to increase the software development project success rate, which is currently at 20 percent. To ensure that future software development projects are successful, you want to standardize the systems development methodology across the entire enterprise. Currently, each project determines which methodology it uses to develop software. Create a report detailing three additional system development methodologies that were not covered in this text. Compare each of these methodologies to the traditional waterfall approach. Finally, recommend which methodology you want to implement as your organizational standard. Be sure to highlight any potential roadblocks you might encounter when implementing the new standard methodology.
Sample questions asked in the 6th edition of Business Driven Technology:
It is a sad but common tale—a dynamic company comes up with an innovative new product that utilizes cutting-edge technology in an exciting way that generates lots of hype and attention. But for some reason this new product fails to click with the masses and falls into oblivion, only to see other products gain massive success by following in its footsteps. It’s not always a case of right technology at the wrong time. Sometimes these first movers failed to build on their innovation, instead sitting on their initial achievements and letting more nimble competitors refine their idea into something more attractive and functional. And some just made too many mistakes to succeed. Obtaining the first-mover advantage is critical to any business that wants to compete in the Internet economy. However, gaining a first-mover advantage is typically temporary, and without remaining innovative the company can soon fail. Here is a list of the top 10 first movers that flopped, according to Jim Rapoza of eWeek . 1. Apple Newton PDA —When it was launched in the early 90s, the Apple Newton was first lauded but later mocked because of its failings (it even had the honor of being spoofed on The Simpsons). But one can draw a straight line from the Newton to current products such as tablet PCs, smartphones, and the Apple iPhone. 2. PointCast —In 1997, one of the hottest products found on the desktop of nearly every IT worker was PointCast, which delivered selected news items directly to the desktop. It quickly launched the “push” craze, which just as quickly imploded spectacularly. But today’s RSS and news feeds all owe a debt to PointCast. 3. Gopher Protocol —It was so close. Launched just before the web itself, Gopher quickly became popular in universities and business. Using search technology, it worked very much like a website, but it could not compete with the web itself. 4. VisiCalc —Often lauded as the first killer application for the PC, the VisiCalc spreadsheet was a must-have for early PC-enabled businesses but quickly fell behind more polished spreadsheets from Lotus and Microsoft. 5. Atari —For those of a certain age, the word Atari is synonymous with video games. The pioneer in home gaming consoles failed to innovate in the face of more nimble competitors. 6. Diamond Rio —For $200 and with 32MB of RAM (with a SmartMedia slot for memory expansion), the Rio helped launch the MP3 revolution. That is, until white earbuds and a thing called the iPod took over. 7. Netscape Navigator —Netscape Navigator was essentially the web for users in the early to mid-1990s. But Netscape could not withstand the Microsoft onslaught, along with plenty of mistakes the company made itself, and now only lives on as the original basis of the Mozilla browsers. 8. AltaVista —Not the first search engine, but the first to use many of the natural language technologies common today and the first to gain real web popularity, AltaVista failed to keep up with technological changes. 9. Ricochet Networks —Nothing created geek lust like sitting next to someone who had a Ricochet card plugged into the laptop. Look, she is in a cab and accessing the Internet at ISDN speeds! But Ricochet never expanded to enough cities to be a serious player. 10. IBM Simon Phone —The iPhone’s $499 price is nothing compared with the $900 price tag the IBM Simon had when it finally became available in 1994. But it pioneered most of the features found in today’s smartphones and even beat the iPhone when it came to a buttonless touch-screen interface. Choose one of the products listed and determine what the company could have done to prevent the product from failing.
Twitter Twitter, a privately funded start-up, is a pioneer in the microblogging arena providing a service that allows users to send and receive updates to other users. Twitter customers can keep a network of friends informed of their current status by way of text messaging, instant messaging, email, or the web. Friends, family, and coworkers use Twitter’s services to communicate and stay connected through a real-time short messaging service that works over multiple networks and devices. Twitter began as a small project in 2006 and has developed into one of the most popular sites on the Internet. People around the globe use Twitter for various reasons from breaking world news to streamlining business. The Business of Twitter Companies are using Twitter to follow customer dialogs about their brand. Comcast, Dell, General Motors, H&R Block, Kodak, and Whole Foods Market are using Twitter to do everything from building brand awareness to providing customer service. The attention to Twitter reflects the power of new social media tools in letting consumers shape public discussion over brands. “The real control of the brand has moved into the customer’s hands, and technology has enabled that,” says Lane Becker, president of Get Satisfaction, a website that draws together customers and companies to answer each other’s questions and give feedback on products and services. JetBlue, Comcast, and H&R Block are among the companies that recognize Twitter’s potential in providing customer service. A single Twitter message—known informally as a tweet —sent in frustration over a product’s or a service’s performance can be read by hundreds or thousands of people. Similarly, positive interaction with a representative of the manufacturer or service provider can help change an influencer’s perspective for the better. For companies, tools such as Tweetscan or Twitter’s own search tool, formerly known as Summize, make it easy to unearth a company’s name mentioned in tweets. Being able to address an issue the moment it appears is a great way to improve customer satisfaction GM took notice the day a prospective buyer was at a Saturn dealership, ready to make a purchase, but could not find anyone to help him. “He was starting to get upset about it,” says Adam Denison, who helps coordinate social media communications at GM. “When we saw it, we immediately let our Saturn colleagues know about it . . . and they could get the ball rolling a little bit better.” The person bought a Saturn in the end—though at a different dealership, Denison says. Monitoring Customers Not all customers want Corporate America following their tweets. Jonathan Fields typed a quick tweet to his friends when he spotted William Shatner waiting to board a JetBlue flight at New York’s JFK airport. Fields wrote: “JetBlue terminal, William Shatner waiting in pinstripe suit and shades to board flight to Burbank. Why’s he flying JetBlue? Free, maybe?” To his surprise he received a reply within 10 seconds, but not from his friends; it was from JetBlue informing Fields that they were following him on Twitter. Fields was at first shocked by the reply, then the JetBlue employee Morgan Johnston quickly explained that the company was not spying on Fields, but uses Twitter as a scanning tool, to find customers who might need information, say, on flight delays or cancellations. “It has potential for delivering business value, clearly, but at the same time there are some risks to it,” says Ray Valdes, research director of web services at consulting firm Gartner. While it is a useful brand-monitoring tool, it “can come across as a little creepy.” Christofer Hoff tweeted his displeasure with Southwest when his flight was delayed and his luggage disappeared. The next day he received the following message from Southwest: “Sorry to hear about your flight—weather was terrible in the NE. Hope you give us a 2nd chance to prove that Southwest = Awesomeness.” In a blog post about the incident, Hoff wrote that it was “cool and frightening at the same time.” Twitter Ethics Of course with all great good comes the potential of great evil and Twitter is no exception. A few individuals purchased unofficial accounts to send messages that were clearly not authorized by the company. For example, ExxonMobil discovered that a person named Janet was fooling many people by posing as an employee of ExxonMobil. “Our concern was that people reading the postings would think that this person was speaking on the company’s behalf,” says ExxonMobil spokesman Chris Welberry. “We didn’t want to do anything heavyhanded about people expressing their views in a social networking environment. We just wanted to make sure that people who are doing that are open and transparent.” After Exxon discovered Janet, the company contacted Twitter. “Twitter does not allow impersonation or domain squatting, which is grabbing a user name and saying you want money,” Twitter co-founder Biz Stone says. “But they really do have to be impersonating or infringing on copyright. If somebody’s last name happens to be Mobil, the company does not have a strong case there.” Janet’s account was taken out of commission. Twitter Growth Large organizations are likely to begin integrating microblogging into their existing services to aggregate the various social media outposts. Facebook is already positioning itself to be an aggregator of microblogging sites. The social network’s News Feed feature lets people pull in updates from Twitter, Blip.fm, and elsewhere. How valuable could a microblogging service be? Soon after Twitter raised $15 million in funding, it was speculated that the site may be worth as much as $1 billion. Twitter co-founder Biz Stone expects the site’s user base to grow 10 times its current size yearly. What types of ethical and security issues should a company using Twitter anticipate?
RFID—Future Tracking the Supply Chain One of the hottest new technologies in the supply chain is a radio frequency identification (RFID) tag. These tags are tiny and can carry large amounts of data tracking everything from price to temperature. Supply chains around the globe are being revamped with RFID tags. However, some people might be taking the ability to track the supply chain with RFID tags a bit too far. Tracking People The elementary school that required students to wear RFID tags to track their movements ended the program because the company that developed the technology pulled out. “I’m disappointed; that’s about all I can say at this point,” stated Ernie Graham, the superintendent and principal of Brittan Elementary School. “I think I let my staff down.” Students were required to wear identification cards around their necks with their picture, name, and grade and a wireless transmitter that beamed ID numbers to a teacher’s handheld computer when the children passed under an antenna posted above a classroom door. The school instituted the system, without parental input, to simplify attendance-taking and potentially reduce vandalism and improve student safety. “I’m happy for now that kids are not being tagged, but I’m still fighting to keep it out of our school system,” said parent Dawn Cantrall, who filed a complaint with the American Civil Liberties Union. “It has to stop here.” While many parents criticized the tags for violating privacy and possibly endangering children’s health, some parents supported the plan. “Technology scares some people; it’s a fear of the unknown,” parent Mary Brower said. “Any kind of new technology has the potential for misuse, but I feel confident the school is not going to misuse it.” Tracking Children Children’s sleepwear with radio frequency identification tags sewn into the seams hit stores in early 2006. Made by Lauren Scott California, the nightgowns and pajamas will be one of the first commercial RFID-tagged clothing lines sold in the United States. The PJs are designed to keep kids safe from abductions, says proprietor Lauren Scott, who licensed the RFID technology from SmartWear Technologies Inc., a maker of personal security systems. Readers positioned in doorways and windows throughout a house scan tags within a 30-foot radius and trigger an alarm when boundaries are breached. A pamphlet attached to the garment informs customers that the sleepwear is designed to help prevent child abductions. It directs parents to a website that explains how to activate and encode the RFID tag with a unique digital identification number. The site also provides information on a $500 home-installed system that consists of RFID readers and a low-frequency encoder that connects through a USB port to a computer. Parents can sign up to include data about their children, including photos, in the SmartWear database. That information can be shared with law enforcement agencies or the Amber Alert system if a child disappears. SmartWear has several other projects in the works including an extended-range RFID tag that can transmit signals up to 600 feet. The tag could be inserted into law enforcement and military uniforms or outerwear, such as ski jackets, and used to find a missing or lost person or to recover and identify a body. Plastic RFID A typical RFID tag costs 40 cents, making price a barrier for many potential applications. Start-up OrganicID is creating a plastic RFID tag that it expects will reduce the price to a penny or less. Describe the relationship between privacy rights and RFID.
Selecting a Systems Development Methodology Exus Incorporated is an international billing outsourcing company. Exus currently has revenues of $5 billion, more than 3,500 employees, and operations on every continent. You have recently been hired as the CIO. Your first task is to increase the software development project success rate, which is currently at 20 percent. To ensure that future software development projects are successful, you want to standardize the systems development methodology across the entire enterprise. Currently, each project determines which methodology it uses to develop software. Create a report detailing three additional system development methodologies that were not covered in this text. Compare each of these methodologies to the traditional waterfall approach. Finally, recommend which methodology you want to implement as your organizational standard. Be sure to highlight any potential roadblocks you might encounter when implementing the new standard methodology.