The owner of Cenabal, faced an important decision. She had received an offer from two investors on the television show The Dragon's Den. She wondered if it would be wise to give up 50 per cent control of her organic salad dressing and bread dipping business in return for their $200,000 investment. Would losing a considerable amount of control over the business be worth gaining access to capital and their notable business experience? The supplements Cenabal (B) and (C) look at subsequent events.
The owner of Cenabal, an organic salad dressing and bread dipping company, had received an offer from two investors on the television show The Dragon's Den. The show's premise of all or nothing did not leave room for negotiating terms. Now as she carefully read the contract, she considered whether she was willing to sign it. This supplement follows Cenabal (A). The supplement Cenabal (C) looks at subsequent events.
The owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and (B).
The chief of the Waterloo Regional Police Service was again faced with a crisis in the ongoing development of the CIMS project. It was early 2005 and he found himself again debating the future of this increasingly time-consuming and expensive project. Complicating matters now, however, was the fact that several of his partner organizations in CIMS wanted to go live with those portions of the software which had been delivered from the vendor. These organizations had been struggling with antiquated systems, and wanted to push forward with implementing the new system, despite the continuing presence of system problems. What should he do? Should he encourage those regions to wait and rethink the project or was it best to continue moving forward with those elements.
The chief of the Waterloo Regional Police Services (WRPS) found himself preparing for an important board meeting to discuss the fate of the CIMS project. Earlier that year he had recommended that the contract with ITG be cancelled and negotiations toward this end were proceeding. Now the chief was faced with the task of recommending an alternative vendor and approach for completing this important project. WRPS needed to install a suitable computer-automated dispatch and record management system - key CIMS components - prior to December 31, 2005 as 2006 was the federally mandated deadline for implementing this functionality within police agencies. The chief knew that WRPS resources would be heavily tasked to meet the December 31, 2005 deadline, even if a vendor was chosen as soon as possible. The chief was well aware that a decision needed to be made regarding the best vendor to manage the next phase of the CIMS project as quickly as possible to allow WRPS and the vendor project team time to implement the required solution. The chief believed that the first step was to select the best vendor and then present the recommended solution to the board.
It had been four years since the chief of the Waterloo Regional Police Services (WRPS) met with the board to discuss critical next steps regarding vendor management for the Common Information Management System (CIMS) project. CIMS was an information systems project originally involving the WRPS and seven other police organizations. Since then, considerably more resources had been invested into the CIMS project by all stakeholders involved. The relationship with the current vendor, ITG, was growing less productive and the chief knew it was time to reassess the project to determine the best next steps toward successful project implementation. It was September 2005 and the chief found himself preparing for an important board meeting to discuss the fate of the CIMS project.
The chief executive officer (CEO) of epost is preparing for a meeting with his successor. Epost, a division of Canada Post, is in a transition and many decisions will need to be made by the successor. With the introduction of the Internet, people are using regular postal services less frequently. Epost was created to generate revenue and to provide customers the ease of paying bills electronically. In 2004, epost acquired its competitor, Webdoxs. Implementing epost posed many information technology (IT) challenges because financial and personal information is exchanged and stored, and, therefore, the service has to be reliable and secure. The CEO ponders several issues as he prepares for his meeting with his successor.
Waterloo Regional Police Service, along with seven other police services, collaborated and invested resources in a computer system project that would streamline functions such as computer aided dispatching, records management, mobile workstation environments and most importantly, information sharing between these police services. The project has been in progress for several years, and a number of major issues with the computer system vendor were still unresolved. The chief of the Waterloo Regional Police Service must decide whether to continue with the installation of the computer system or move on to other options.