Summarize the site requirements and/or any challenges (changes to the topology as you detailed in assignments 1 and 2) you are attempting to overcome. provide an updated overall site topology based on your design.
In some cases decision makers faced with complex problems cannot find, and perhaps should not seek, the best possible solutions. Qualitative analysis is based primarily on the managers judgment and experience; it includes managers conceptual and interpersonal ability to understand that behavioral techniques help to solve problems. Qualitative analysis is considered more as an art than a science. If the manager has had little experience with no routine problems, or if a problem is sufficiently complex, then a quantitative analysis might be a very important consideration for the managers final decision-making. Quantitative analysis concentrates on the facts, data, or quantitative aspects associated with problems. A managers educational and technical knowledge of quantitative procedures help to enhance the decision-making process. The manager who is knowledgeable in quantitative decision-making procedures is in a much better position to compare and evaluate the qualitative and quantitative sources of information, or ultimately, to combine alternatives to make the best possible decisions. At present, seat-of-the-pants, reactive managerial styles are already on the wane, and increased emphasis is being placed on “scientific” analysis and planning. Up-to-date experience is still invaluable, but it must be used with greater discipline. Analysis is now more rigorous, and computers permit more alternatives to be analyzed in greater depth. But, most important, formal planning is being used as a basis for action, not merely for pro forma exercises. On a higher and more conceptual level, quantitative analysis is facilitating communication where it never existed before. When a problem has been stated quantitatively, one can often see that it is structurally similar to other problems (perhaps from completely different areas) which, on the surface, appear to be quite different. And once a common structure has been identified, insights and predictions can be transferred from one situation to another; the quantitative approach can actually foster communication. Thus it is not necessary-or even desirable-for modern managers to be skilled practitioners of quantitative analysis. But they frequently lack even the ability to recognize the right tool or data when they see them, let alone the ability to focus on the basic structure of a problem rather than its situational uniqueness. Yet they must be able to do so if they are to do more than generate elegant nonsense. Managers must learn what the various tools are designed to do and what the limits of their capabilities are. They must >GET ANSWER Let’s block ads! (Why?)