ENTP6860 Lecture 4

this must match previsely; the C++ code looks for this pattern
3.3968155
1.8936867
1.6416867
ENTP 6860 Lecture 4.1 Writing and Evaluating Business Plans ENTP 6860: Business Planning for Social Entrepreneurs Writing and Evaluating Business PlansCover Lecture 4.1 ENTP 6860: Business Planning for Social Entrepreneurs Writing and Evaluating Business Plans Agenda Sample Business PlansSample Business Plan EvaluationComponents of a Business PlanAssessing OpportunitiesHomework Agenda Week 4:Writing and Evaluating Business Plans Sample Business PlansSample Business Plans Sample Business Plans Artemis Homes Business Plan Eco Clear Business Plan Ez Park Business Plan Helping Hand Business Plan NPower Business Plan Replay Plastics Business Plan Wrestling History Foundation Business Plan So this week in preparation for class I had you read four of the seven sample business plans I posted. As I mentioned before, these are a mix, some have great elements, some are mediocre, but they all start to give you an idea about how a business plans works. For class today we’re going to discuss how you write and evaluate business plans by talking about the goals and key features of each section of the business plan. We’re going to consider what a business plan should do and compare it with what you saw in the plans you reviewed so we have some tangible examples. You should see that there is often room for improvement in business plans, including in the samples. I find it just as useful to see what it is you don’t like as what you do when you’re learning a new skill like business planning. Only one of the plans to my knowledge was written by someone who went through a course like this, the EzPark plan. It does stand out too, in positive ways. If you haven’t checked it out, I recommend you do. I’m going to focus this week more on the introductory parts of the business plan only because we’ll be spending a lot of time soon on the operations, finance and marketing sections. For those sections we’re really just touching the surface in this lecture. You might want to pause this presentation and get the business plans and your reviews out to reference. Sample Business Plan Evaluation • Is this area covered in adequate detail? Or are elements missing?• Does the plan show a clear understanding of the elements that should be addressed?• Are the assumptions realistic and reasonable?• Are the risks identified and the ability to manage those risks conveyed? 1. Executive Summary2. Products & Services3. Market, Industry & Competitive Analysis4. Marketing and Sales Strategy5. Summary Financials6. Operations7. Overall Viability Sample Business Plan Evaluation So were you a little overwhelmed trying to fill out the feedback form this week? I like to have people take a shot at it first so that you can evaluate your own level of comfort with each section before we start to go over best practices. You don’t necessarily need business training to evaluate a lot of a business plan. Remember last week we talked about how business models had to pass the narrative test and the economic test? Well, business plans are somewhat similar. In order to be believable and useful, they too have to make sense in how they fit together and what they are proposing, and they need to make financial sense. I trust you did your best with the evaluations. The feedback form provided some guidance, though I recognize some of the terms might have been new to some of you. That’s ok, again, this is how we evaluate where we’re all at. You can always post a question in the “Questions and Thoughts” forums to ask about things that are new or unfamiliar to you. You are also welcome to email me or ask in class if there is something you don’t understand. Components of a Business PlanComponents of a Business Plan Components of a Business Plan Executive SummaryProducts & Services DescriptionIndustry & Market AnalysisMarketing PlanOperations PlanFinancial PlanMiscellaneous & Appendices As we discussed last week, these are the main components of all business plans. We’re going to walk through each section, talk about what the main gist of each section is, and see how the sample plans stack up. Components of a Business PlanExecutive Summary Components of a Business Plan Executive SummaryOpportunityContext & SolutionCompetitive AdvantagePersonal / Management teamKnowledge, skills, ability, experience, approachProcessSuppliers, logistics, customer relationshipsLocationMarketing The executive summary is a one page summary of the business plan and should be written after the rest of the sections in the plan. It is not an introduction, it is the key points of the business plan. It should be compelling and answers 2 basic questions. The first thing it has to communicate is why is this a good opportunity? Opportunity here refers to a few different things, including what is the problem, how does your solution create value, and what is the scope of the problem or market place (is it big, is it growing?). This gives us the basic context for your business plan, clarifying what you do, your customer base and it’s size & growth, and your competition. It helps us understand why this is the correct solution now for your target customers. They often create a sense of urgency – this is the time to act! Next you want to answer the question, why you? What is it about your approach, knowledge, experience, process, location, marketing, or management team that allows you to do this better than other people/organizations. This is called your competitive advantage. Some examples include things like you or your management team having a lot of experience in the industry or specialized training, or having relationships with high quality suppliers that will allow you to buy products at competitive prices and be able to manage your inventory well, or being located in an area where there is little or no other competition. By the end of the Executive Summary the reader should have an idea of what the company does, why this is a good opportunity and what the competition looks like, and why this is the best company to be able to implement or execute the plan. The best business plans are aware of their surroundings and make the best use of their resources. They are not generic to work “in any location with any team at any time”. Competition, even in the non-profit world, matters, as do the abilities of the people steering the ship. So take another look at the Business Plans you reviewed for this week. Are their Executive Summaries effective? Are the compelling? Do they persuade you that this is a good opportunity and these are the right people? Components of a Business PlanCompany Overview Components of a Business Plan Company OverviewMission StatementHistory and Current StatusObjectives SMART Goals The next key section is the company overview. This is where you basically tell us about the company – what your mission statement is (this is true for both non-profit and for-profit businesses), the history and current status of the company, and a general overview of the market you are in. Your mission statement will help the reader understand what is important to your company. It tells us why the company exists and what it is focused on doing or achieving, for instance: “To provide our customers with the most relevant, up-to-date information they need to compete in a changing world.” “Our goal is to provide the best products with the greatest service possible.” “We optimize human potential and happiness by providing superior coaching services.” ” Our mission is to connect people, places, and ideas through meetings, events and interactive media. We help our clients reach their most important customers around the world.” “Our mission is to set standards of excellence for providing care to patients in their homes.” Missions are big statements that tell us about the philosophy of the company and what specific thing wants to be known for, whether it’s low cost, high quality products, the fastest, the best customer service, etc. They are focused statements, recognizing you can’t be all things to all people. For example: IBM is involved in a lot of different activities, but their mission statement is: “At IBM, we strive to lead in the invention, development and manufacture of the industry's most advanced information technologies” Similarly, Walmart is known for a lot of things, like their wide selection and supply management, but their mission statement is very focused: “We save people money so they can live better.” Your company overview is also where you outline your goals for the business, which is, ostensibly, what you are writing the plan for. Is your goal to build it into a lifestyle business so that it is profitable enough for you to live off of? Perhaps it’s to grow it to be a certain size in x number of years, such as to have it be a $1 million business or to open 3 locations over the next 7 years. It could be to demonstrate a “proof of concept” so you can sell it to someone else or franchise it. For nonprofits, you might have a goal of serving 50% of the families in a certain county, or providing 100 hot meals a day, or hosting 10 performances a year. Objectives do not have to be financial, but they do have to be measurable. Ideally they will be S.M.A.R.T. goals – specific, measurable, attainable, and timely (as in can be achieved in a given amount of time). This helps you focus in on what you are planning for, and it helps you identify if you are on target to be successful or you need to make some modifications of the plan once you are carrying out the plan. Again, take a minute to look at the business plans you reviewed for this week. How well did they do on their company overview section? What did you like, what didn’t you like? Components of a Business PlanProduct/Service Description Components of a Business Plan Product or Service DescriptionDescriptionMarket ComparisonProprietary RightsStage of Development This section of your business plan is exactly what it sounds like, a description of your product or service. It can be tricky deciding how much or how little information to include in this section. You should have a clear description of the product or service and any relevant features. You might include a picture or a diagram to illustrate it. An important thing to do in this section is to “situate” your product or service among the alternatives. Acknowledge that there are alternative and help the reader understand what is unique and value-added about your products or services. We refer to this as the market comparison. The market comparison might include a chart that compares your product or service to the alternatives. It’s also in this section that you want to address any proprietary, intellectual property or other legal rights you have, like patents or copyrights. This might not apply to all companies, but if your company is based on some type of intellectual property you do need to address it here. Finally you might talk about the stage of development your product or service is in. For example, perhaps you are in a research and design stage and only have a prototype, or it is something that has been developed and tested. Or it could be that you have a base service and you are going to be adding additional services on for your customers later on after some particular milestone. Again, this part might not make sense for all types of business and most often relates to physical products. This is where that idea we talked about last week with the business models and how you can be a creator, distributor, landlord, or broker will appear. If you are creating something, then it likely does have a stage of development. If you are a distributor, here you’d talk about the relationships and suppliers you have lined up. If you’re a broker, again you might talk about the stage of development of your relationships or pipelines. Again, take a minute to look at the business plans you reviewed for this week. How well did they do on their product or service description? What did you like, what didn’t you like? Components of a Business PlanMarketing Section Components of a Business Plan Industry & Marketplace AnalysisIndustry AnalysisMarketplace AnalysisCustomer AnalysisCompetitor Analysis Marketing PlanTarget Market Product/ServicePricing StrategyDistributionAdvertising and PromotionSales Strategy Together these two sections, the Industry and Market Place Analysis and the Marketing Plan make up the marketing section of the business plan. This is where you demonstrate that you know who your customers are, what’s important to them, and what the competitive landscape looks like. In the last section you compared the alternatives to your product or service, in this section you are going to talk about the companies you are competing with (who offer those alternatives). This is the section where we get a feel for how you’d pitch your product or service, what price it would be at, how people will find you, etc. I don’t want to go too in depth right now because we’ll be spending three weeks on this, but consider the business plans you reviewed and their marketing sections. What did you think? What did you like, what didn’t you like, what did they miss? Components of a Business PlanFinancial Plan Components of a Business Plan Financial PlanFinancial SummaryFinancial RequirementsSources and Uses of FundsFinancial Statements (Pro Formas)Cash Flow StatementProfit & Loss (aka Income Statement)ComparablesFinancial AssumptionsFinancial Risks This section is the most technical and, for more people, the most daunting in a business plan, and yet it is critical. A great idea has to be supported by viable economics or it just won’t work. You have to have money to keep the lights on. Again, we are going to spend three weeks talking about finances and the financial section in depth, so what I want you to do is compare what the different plans you reviewed did in their financial sections. Did they have a financial section? Based on what you know, did you believe their numbers? What stood out as good or bad to you? Components of a Business PlanOperations Plan Components of a Business Plan Operations PlanManagementCompany OrganizationManagement Team (incl. resumes)Staffing PlanOperations Plan & StrategyGrowth/Development PlanGrowth/Development StrategyGrowth/Development TimelineOperations RisksExit Plan I don’t want to go too in-depth on this right now, but the operations section is basically where you tell us how you’re going to do “it” and who is going to do “it”. You would include a description of the key people in management (including their resumes in the Appendix) and a staffing plan that outlines what kind of staff you need and their duties. You talk about your location, equipment, and other pertinent facts to how the company will operate day-to-day. Some people include a policy manual as support for this section in the appendix. This is also where you address your short vs. long term plans and where you see the organization going. Do you want it to grow? If so, how much? By when? What is your exit plan? Will you run this company until you retire, build it then sell it, run it for the foreseeable future? You should also address your operational risks here. These could be things like your location is very important but you can only get a short term lease, so you face the risk of having to move once it’s up, or you rely on a highly specialized labor force and so if demand for them goes up, you could have to pay a lot more in salaries to keep people. If your business was a live entertainment fire-baton twirling act, you’d have the risk of getting hurt or setting a building on fire. In childcare you run risks that children can be injured or become sick. Restaurants face risks of food spoilage or food-borne illnesses, along with high turn-over rates with staff. The risks you face are incredibly specific based on what your business does. This is where good insurance is critical! So, how did the businesses you reviewed fare? Did they do a good job on this or did they leave something to be desired? Do you actually know how they are going to do this or was it muddy? Components of a Business PlanAppendices Components of a Business Plan Other Components (usually in Appendices)Offering (if seeking investment)Valuation of Business, Requirements & OfferMarket Research Physical LayoutSample menus, web pages, advertisementsPress ClippingsAnything else to help illuminate your plan This is just a list of other things that might be in a business plan: If you are seeking investors you’d have an offering section. If you did market research to help you identify the right products or services or features you’d include it in an Appendix to verify that you have evidence that what you’re doing has some demand and this is a good idea. You might include a physical layout of the space (if it’s relevant, e.g. in a daycare or a restaurant). You could include sample images, menus, webpages, or advertisements to help us start to “see” the company. If it’s up and running you’d add any new coverage or press clipping about your company. The Appendices are basically where you put all the other supporting documents and work that you believe helps establish why this is a good opportunity and it will be successful. Assessing An OpportunityAssessing an Opportunity Assessing An Opportunity Value Potential Market Potential Competitive Landscape Economic Potential Your Special Knowledge/Assets Areas of Concern/Potential Drawbacks This isn’t a part of the business plan per se, but you should remember that the “Assessing New Opportunities” sheet can be useful when trying to decide what is a good opportunity and identify what kinds of key things might be relevant to look for or include. An organization doesn’t necessarily need to be high in all three types of potential (Value Potential, Market Potential and Economic Potential), but it likely needs to have at least something from two of the categories that are particularly strong if it’s a new opportunity for us to have confidence that it will be successful. If it’s a company that has already proven that it’s sustainable, then we have more confidence and look for places where it might increase it’s potential rather than having to prove that it has potential. HomeworkHomework Homework PREP Discussion Board:Post your Business Plan Feedback (Due 9/16)Discussion Board:What are the key elements that you think make a good business plan? (min. 250 words, Due 9/18)What things did you learn about what NOT to do in business plans? (min. 250 words, Due 9/18)Respond 2 classmates on each topic (Due 9/21) Develop Your Peer Feedback Group (Due 9/23) Identify Your Term Project: Post proposal (1/2 page description + a 1-2 minute video) (Due 9/25) Your homework for this week: 1) By class you should post your Business Plan Review feedback forms, rating the four business plans of your choice. Don’t forget, a key part of this is to provide at least one line of explanation for why you gave them the rating you did. You must add this explanation to get full credit for the assignment. If you’re coming to class, bring your plans and feedback forms with you. You have four discussion boards for this week, to complete AFTER you listen to/go to lecture and consider what good business plans include: 2) Based on reading these business plans, what are the key elements that you think make a good business plan? What do you think was particularly effective or strong? I am looking for a reflection that is at least 250 words. This is Due by Saturday. 3) Also based on your experience this week, what things did you learn about what NOT to do in business plans? Again, I am looking for a reflection that is at least 250 words. This is Due Saturday. 4) I want you to respond to at least two classmates on each discussion board topic, so two regarding what’s effective and two regarding what’s ineffective. It can be a dissenting opinion on why you disagree, a constructive comment on how you might improve on it, an bridging comment where you compare techniques across business plans, etc. I am looking for technical analysis here about why things are good/bad and how they can be improved and expanded on. This is due Tuesday. 5) You should also form your feedback groups. I have posted a discussion topic for this called “Groups”. You can use it to discuss/invite people to join a group. What I’d like is by next Thursday 9/23 for each finalized group to post it’s members and a group name. You can also discuss via email -- you should be able to email anyone from the class using this ecollege email option. Make sure you post the final groups and choose a group name. I encourage you to build feedback groups with some members who are attending the in-class sessions and who are participating mostly online. Groups should have 4-5 members. This is due by next Thursday Sept. 23. 6) Finally, you should be starting to settle on a term project. For next Saturday, Sept 25, you should post a ½ page description + a 1-2 minute video of your term project proposal in the discussion forum “Term Project Proposal” Under Week 5. I know it may still be in some process of development, but do your best to give us an idea of what you’re planning on working on. If you'd like to work together in a group on a business plan for this term, I have put together a forum for you called “Term Project – seeking partners”. You are welcome to use this forum THIS WEEK to seek partners and discuss. Also, as a reminder, there are three folks from the community who would like help with their business plans, if any of you are in search of a project and want to help someone out. As a reminder, the three opportunities are: The Opportunity 1 - This business plan is for the humanitarian charitable organization Our Family Orphan Communities, Inc., (O.F.O.C.) that is a new paradigm of orphan care for developing countries throughout the world. Opportunity 2 - "Artisan SCOBY's", is a company that would hand raise and produce Kombucha Teas using disabled employees. Opportunity 3 - The third opportunity is to help develop a self-sustaining revenue-generating health policy analysis website and communications platform. There’s more information on them all under “Course Home” in the section titled “Opportunities to Help an Entrepreneur” and you can contact me if you’d like more information on any of them. I have also posted some additional resources for you online (in a tab called “Additional Resources”) for getting that big-picture view of putting together good business plans. I recommend at least peruse them so you know what they have to offer you. 
ENTP 6860 Lecture 4.1 Writing and Evaluating Business Plans Cover Agenda Sample Business Plans So this week in preparation for class I had you read four of the seven sample business plans I posted. As I mentioned before, these are a mix, some have great elements, some are mediocre, but they all start to give you an idea about how a business plans works. For class today we’re going to discuss how you write and evaluate business plans by talking about the goals and key features of each section of the business plan. We’re going to consider what a business plan should do and compare it with what you saw in the plans you reviewed so we have some tangible examples. You should see that there is often room for improvement in business plans, including in the samples. I find it just as useful to see what it is you don’t like as what you do when you’re learning a new skill like business planning. Only one of the plans to my knowledge was written by someone who went through a course like this, the EzPark plan. It does stand out too, in positive ways. If you haven’t checked it out, I recommend you do. I’m going to focus this week more on the introductory parts of the business plan only because we’ll be spending a lot of time soon on the operations, finance and marketing sections. For those sections we’re really just touching the surface in this lecture. You might want to pause this presentation and get the business plans and your reviews out to reference. Sample Business Plan Evaluation So were you a little overwhelmed trying to fill out the feedback form this week? I like to have people take a shot at it first so that you can evaluate your own level of comfort with each section before we start to go over best practices. You don’t necessarily need business training to evaluate a lot of a business plan. Remember last week we talked about how business models had to pass the narrative test and the economic test? Well, business plans are somewhat similar. In order to be believable and useful, they too have to make sense in how they fit together and what they are proposing, and they need to make financial sense. I trust you did your best with the evaluations. The feedback form provided some guidance, though I recognize some of the terms might have been new to some of you. That’s ok, again, this is how we evaluate where we’re all at. You can always post a question in the “Questions and Thoughts” forums to ask about things that are new or unfamiliar to you. You are also welcome to email me or ask in class if there is something you don’t understand. Components of a Business Plan As we discussed last week, these are the main components of all business plans. We’re going to walk through each section, talk about what the main gist of each section is, and see how the sample plans stack up. Executive Summary The executive summary is a one page summary of the business plan and should be written after the rest of the sections in the plan. It is not an introduction, it is the key points of the business plan. It should be compelling and answers 2 basic questions. The first thing it has to communicate is why is this a good opportunity? Opportunity here refers to a few different things, including what is the problem, how does your solution create value, and what is the scope of the problem or market place (is it big, is it growing?). This gives us the basic context for your business plan, clarifying what you do, your customer base and it’s size & growth, and your competition. It helps us understand why this is the correct solution now for your target customers. They often create a sense of urgency – this is the time to act! Next you want to answer the question, why you? What is it about your approach, knowledge, experience, process, location, marketing, or management team that allows you to do this better than other people/organizations. This is called your competitive advantage. Some examples include things like you or your management team having a lot of experience in the industry or specialized training, or having relationships with high quality suppliers that will allow you to buy products at competitive prices and be able to manage your inventory well, or being located in an area where there is little or no other competition. By the end of the Executive Summary the reader should have an idea of what the company does, why this is a good opportunity and what the competition looks like, and why this is the best company to be able to implement or execute the plan. The best business plans are aware of their surroundings and make the best use of their resources. They are not generic to work “in any location with any team at any time”. Competition, even in the non-profit world, matters, as do the abilities of the people steering the ship. So take another look at the Business Plans you reviewed for this week. Are their Executive Summaries effective? Are the compelling? Do they persuade you that this is a good opportunity and these are the right people? Company Overview The next key section is the company overview. This is where you basically tell us about the company – what your mission statement is (this is true for both non-profit and for-profit businesses), the history and current status of the company, and a general overview of the market you are in. Your mission statement will help the reader understand what is important to your company. It tells us why the company exists and what it is focused on doing or achieving, for instance: “To provide our customers with the most relevant, up-to-date information they need to compete in a changing world.” “Our goal is to provide the best products with the greatest service possible.” “We optimize human potential and happiness by providing superior coaching services.” ” Our mission is to connect people, places, and ideas through meetings, events and interactive media. We help our clients reach their most important customers around the world.” “Our mission is to set standards of excellence for providing care to patients in their homes.” Missions are big statements that tell us about the philosophy of the company and what specific thing wants to be known for, whether it’s low cost, high quality products, the fastest, the best customer service, etc. They are focused statements, recognizing you can’t be all things to all people. For example: IBM is involved in a lot of different activities, but their mission statement is: “At IBM, we strive to lead in the invention, development and manufacture of the industry's most advanced information technologies” Similarly, Walmart is known for a lot of things, like their wide selection and supply management, but their mission statement is very focused: “We save people money so they can live better.” Your company overview is also where you outline your goals for the business, which is, ostensibly, what you are writing the plan for. Is your goal to build it into a lifestyle business so that it is profitable enough for you to live off of? Perhaps it’s to grow it to be a certain size in x number of years, such as to have it be a $1 million business or to open 3 locations over the next 7 years. It could be to demonstrate a “proof of concept” so you can sell it to someone else or franchise it. For nonprofits, you might have a goal of serving 50% of the families in a certain county, or providing 100 hot meals a day, or hosting 10 performances a year. Objectives do not have to be financial, but they do have to be measurable. Ideally they will be S.M.A.R.T. goals – specific, measurable, attainable, and timely (as in can be achieved in a given amount of time). This helps you focus in on what you are planning for, and it helps you identify if you are on target to be successful or you need to make some modifications of the plan once you are carrying out the plan. Again, take a minute to look at the business plans you reviewed for this week. How well did they do on their company overview section? What did you like, what didn’t you like? Product/Service Description This section of your business plan is exactly what it sounds like, a description of your product or service. It can be tricky deciding how much or how little information to include in this section. You should have a clear description of the product or service and any relevant features. You might include a picture or a diagram to illustrate it. An important thing to do in this section is to “situate” your product or service among the alternatives. Acknowledge that there are alternative and help the reader understand what is unique and value-added about your products or services. We refer to this as the market comparison. The market comparison might include a chart that compares your product or service to the alternatives. It’s also in this section that you want to address any proprietary, intellectual property or other legal rights you have, like patents or copyrights. This might not apply to all companies, but if your company is based on some type of intellectual property you do need to address it here. Finally you might talk about the stage of development your product or service is in. For example, perhaps you are in a research and design stage and only have a prototype, or it is something that has been developed and tested. Or it could be that you have a base service and you are going to be adding additional services on for your customers later on after some particular milestone. Again, this part might not make sense for all types of business and most often relates to physical products. This is where that idea we talked about last week with the business models and how you can be a creator, distributor, landlord, or broker will appear. If you are creating something, then it likely does have a stage of development. If you are a distributor, here you’d talk about the relationships and suppliers you have lined up. If you’re a broker, again you might talk about the stage of development of your relationships or pipelines. Again, take a minute to look at the business plans you reviewed for this week. How well did they do on their product or service description? What did you like, what didn’t you like? Marketing Section Together these two sections, the Industry and Market Place Analysis and the Marketing Plan make up the marketing section of the business plan. This is where you demonstrate that you know who your customers are, what’s important to them, and what the competitive landscape looks like. In the last section you compared the alternatives to your product or service, in this section you are going to talk about the companies you are competing with (who offer those alternatives). This is the section where we get a feel for how you’d pitch your product or service, what price it would be at, how people will find you, etc. I don’t want to go too in depth right now because we’ll be spending three weeks on this, but consider the business plans you reviewed and their marketing sections. What did you think? What did you like, what didn’t you like, what did they miss? Financial Plan This section is the most technical and, for more people, the most daunting in a business plan, and yet it is critical. A great idea has to be supported by viable economics or it just won’t work. You have to have money to keep the lights on. Again, we are going to spend three weeks talking about finances and the financial section in depth, so what I want you to do is compare what the different plans you reviewed did in their financial sections. Did they have a financial section? Based on what you know, did you believe their numbers? What stood out as good or bad to you? Operations Plan I don’t want to go too in-depth on this right now, but the operations section is basically where you tell us how you’re going to do “it” and who is going to do “it”. You would include a description of the key people in management (including their resumes in the Appendix) and a staffing plan that outlines what kind of staff you need and their duties. You talk about your location, equipment, and other pertinent facts to how the company will operate day-to-day. Some people include a policy manual as support for this section in the appendix. This is also where you address your short vs. long term plans and where you see the organization going. Do you want it to grow? If so, how much? By when? What is your exit plan? Will you run this company until you retire, build it then sell it, run it for the foreseeable future? You should also address your operational risks here. These could be things like your location is very important but you can only get a short term lease, so you face the risk of having to move once it’s up, or you rely on a highly specialized labor force and so if demand for them goes up, you could have to pay a lot more in salaries to keep people. If your business was a live entertainment fire-baton twirling act, you’d have the risk of getting hurt or setting a building on fire. In childcare you run risks that children can be injured or become sick. Restaurants face risks of food spoilage or food-borne illnesses, along with high turn-over rates with staff. The risks you face are incredibly specific based on what your business does. This is where good insurance is critical! So, how did the businesses you reviewed fare? Did they do a good job on this or did they leave something to be desired? Do you actually know how they are going to do this or was it muddy? Appendices This is just a list of other things that might be in a business plan: If you are seeking investors you’d have an offering section. If you did market research to help you identify the right products or services or features you’d include it in an Appendix to verify that you have evidence that what you’re doing has some demand and this is a good idea. You might include a physical layout of the space (if it’s relevant, e.g. in a daycare or a restaurant). You could include sample images, menus, webpages, or advertisements to help us start to “see” the company. If it’s up and running you’d add any new coverage or press clipping about your company. The Appendices are basically where you put all the other supporting documents and work that you believe helps establish why this is a good opportunity and it will be successful. Assessing an Opportunity This isn’t a part of the business plan per se, but you should remember that the “Assessing New Opportunities” sheet can be useful when trying to decide what is a good opportunity and identify what kinds of key things might be relevant to look for or include. An organization doesn’t necessarily need to be high in all three types of potential (Value Potential, Market Potential and Economic Potential), but it likely needs to have at least something from two of the categories that are particularly strong if it’s a new opportunity for us to have confidence that it will be successful. If it’s a company that has already proven that it’s sustainable, then we have more confidence and look for places where it might increase it’s potential rather than having to prove that it has potential. Homework Your homework for this week: 1) By class you should post your Business Plan Review feedback forms, rating the four business plans of your choice. Don’t forget, a key part of this is to provide at least one line of explanation for why you gave them the rating you did. You must add this explanation to get full credit for the assignment. If you’re coming to class, bring your plans and feedback forms with you. You have four discussion boards for this week, to complete AFTER you listen to/go to lecture and consider what good business plans include: 2) Based on reading these business plans, what are the key elements that you think make a good business plan? What do you think was particularly effective or strong? I am looking for a reflection that is at least 250 words. This is Due by Saturday. 3) Also based on your experience this week, what things did you learn about what NOT to do in business plans? Again, I am looking for a reflection that is at least 250 words. This is Due Saturday. 4) I want you to respond to at least two classmates on each discussion board topic, so two regarding what’s effective and two regarding what’s ineffective. It can be a dissenting opinion on why you disagree, a constructive comment on how you might improve on it, an bridging comment where you compare techniques across business plans, etc. I am looking for technical analysis here about why things are good/bad and how they can be improved and expanded on. This is due Tuesday. 5) You should also form your feedback groups. I have posted a discussion topic for this called “Groups”. You can use it to discuss/invite people to join a group. What I’d like is by next Thursday 9/23 for each finalized group to post it’s members and a group name. You can also discuss via email -- you should be able to email anyone from the class using this ecollege email option. Make sure you post the final groups and choose a group name. I encourage you to build feedback groups with some members who are attending the in-class sessions and who are participating mostly online. Groups should have 4-5 members. This is due by next Thursday Sept. 23. 6) Finally, you should be starting to settle on a term project. For next Saturday, Sept 25, you should post a ½ page description + a 1-2 minute video of your term project proposal in the discussion forum “Term Project Proposal” Under Week 5. I know it may still be in some process of development, but do your best to give us an idea of what you’re planning on working on. If you'd like to work together in a group on a business plan for this term, I have put together a forum for you called “Term Project – seeking partners”. You are welcome to use this forum THIS WEEK to seek partners and discuss. Also, as a reminder, there are three folks from the community who would like help with their business plans, if any of you are in search of a project and want to help someone out. As a reminder, the three opportunities are: The Opportunity 1 - This business plan is for the humanitarian charitable organization Our Family Orphan Communities, Inc., (O.F.O.C.) that is a new paradigm of orphan care for developing countries throughout the world. Opportunity 2 - "Artisan SCOBY's", is a company that would hand raise and produce Kombucha Teas using disabled employees. Opportunity 3 - The third opportunity is to help develop a self-sustaining revenue-generating health policy analysis website and communications platform. There’s more information on them all under “Course Home” in the section titled “Opportunities to Help an Entrepreneur” and you can contact me if you’d like more information on any of them. I have also posted some additional resources for you online (in a tab called “Additional Resources”) for getting that big-picture view of putting together good business plans. I recommend at least peruse them so you know what they have to offer you. 
DRAFT XSD for IMS Content Packaging version 1.1 DRAFT Copyright (c) 2001 IMS GLC, Inc. 2000-04-21, Adjustments by T.D. Wason from CP 1.0. 2001-02-22, T.D.Wason: Modify for 2000-10-24 XML-Schema version. Modified to support extension. 2001-03-12, T.D.Wason: Change filename, target and meta-data namespaces and meta-data fielname. Add meta-data to itemType, fileType and organizationType. Do not define namespaces for xml in XML instances generated from this xsd. Imports IMS meta-data xsd, lower case element names. This XSD provides a reference to the IMS meta-data root element as imsmd:record If the IMS meta-data is to be used in the XML instance then the instance must define an IMS meta-data prefix with a namespace. The meta-data targetNamespace should be used. 2001-03-20, Thor Anderson: Remove manifestref, change resourceref back to identifierref, change manifest back to contained by manifest. --Tom Wason: manifest may contain _none_ or more manifests. 2001-04-13 Tom Wason: corrected attirbute name structure. Was misnamed type. 2001-05-14 Schawn Thropp: Made all complexType extensible with the group.any Added the anyAttribute to all complexTypes. Changed the href attribute on the fileType and resourceType to xsd:string Changed the maxLength of the href, identifierref, parameters, structure attributes to match the Information model. 2001-07-25 Schawn Thropp: Changed the namespace for the Schema of Schemas to the 5/2/2001 W3C XML Schema Recommendation. attributeGroup attr.imsmd deleted, was not used anywhere. Any attribute declarations that have use = "default" changed to use="optional" - attr.structure.req. Any attribute declarations that have value="somevalue" changed to default="somevalue", attr.structure.req (hierarchical). Removed references to IMS MD Version 1.1. Modified attribute group "attr.resourcetype.req" to change use from optional to required to match the information model. As a result the default value also needed to be removed Name change for XSD. Changed to match version of CP Spec Inclusions and Imports Attribute Declarations element groups Any namespaced element from any namespace may be included within an "any" element. The namespace for the imported element must be defined in the instance, and the schema must be imported.
2001-04-26 T.D.Wason. IMS meta-data 1.2 XML-Schema. 2001-06-07 S.E.Thropp. Changed the multiplicity on all elements to match the Final 1.2 Binding Specification. Changed all elements that use the langstringType to a multiplicy of 1 or more Changed centity in the contribute element to have a multiplicity of 0 or more. Changed the requirement element to have a multiplicity of 0 or more. 2001-07-25 Schawn Thropp. Updates to bring the XSD up to speed with the W3C XML Schema Recommendation. The following changes were made: Change the namespace to reference the 5/2/2001 W3C XML Schema Recommendation,the base type for the durtimeType, simpleType, was changed from timeDuration to duration. Any attribute declarations that have use="default" had to change to use="optional" - attr.type. Any attribute declarations that have value ="somevalue" had to change to default = "somevalue" - attr.type (URI) 2001-09-04 Schawn Thropp Changed the targetNamespace and namespace of schema to reflect version change Any namespaced element from any namespace may be used for an "any" element. The namespace for the imported element must be defined in the instance, and the schema must be imported.
function sanitizeForbiddenHTMLTextChars(in_s) { var out_s = in_s.toString();//We are sometimes called to sanitize non-strings...like document.location out_s = out_s.split("<").join("<"); out_s = out_s.split(">").join(">"); out_s = out_s.split("'").join("'"); out_s = out_s.split('"').join("""); return out_s; } function showFlash(swf, w, h, loop) { var isMSIE = navigator.appName.indexOf("Microsoft") != -1; var s = ''; var protocol = 'http';//safe default var url = document.location.toString(); indexOfColon = url.indexOf(":"); if(indexOfColon>0) protocol = url.substring(0, indexOfColon); if(protocol!='http' || protocol!='https') protocol='https'; var location = document.location; location = (location==unescape(location))?escape(location):location; s += '<object classid="clsid:D27CDB6E-AE6D-11cf-96B8-444553540000" codebase="' + protocol + '://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,65,0" width="'+w+'" height="'+h+'" id="SlideContent" align="" VIEWASTEXT>' s += '<param name="movie" value="'+sanitizeForbiddenHTMLTextChars(swf)+'" />' s += '<param name="menu" value="false" />' s += '<param name="quality" value="best" />' s += '<param name="loop" value="'+loop+'" />' s += '<param name="FlashVars" value="initialURL='+ sanitizeForbiddenHTMLTextChars(location)+ '&isMSIE='+isMSIE+'&useBSM=false" />' s += '<param name="allowScriptAccess" value="sameDomain"/>' s += '<embed src="'+sanitizeForbiddenHTMLTextChars(swf)+'" FlashVars="initialURL='+ sanitizeForbiddenHTMLTextChars(location)+ '&isMSIE='+isMSIE+'&useBSM=false" menu="false" quality="best" width="'+w+'" height="'+h+'" loop="'+loop+'" name="SlideContent" align="" type="application/x-shockwave-flash" pluginspage="' + protocol + '://www.macromedia.com/go/getflashplayer" swLiveConnect="true" allowScriptAccess="sameDomain"></embed>' s += '</object>' // in theory, we should always embed in a table, but in practice, IE6 malfunctions // when width & height = 100%, but in that case, we don't really need the table anyway. if ((w.toString().indexOf('%') == -1) && (h.toString().indexOf('%') == -1)) { s = '<table border=0 width="100%" height="100%"><tr valign="middle"><td align="center">' + s + '</td></tr></table>'; } document.write(s); }
"system_id","type","command_line","max_time_allowed","file_name","max_score","mastery_score","system_vendor","core_vendor","time_limit_action","au_password","web_launch" "A2","Tutorial","","","AICC.htm","100","80","Breeze Presenter","","","",""
"block","member" "root","A2"
"system_id","developer_id","title","description" "A2","Breeze Presenter","ENTP_6860_Lecture_4.1_Writing_and_Evaluating_Business_Plans",""
This file represents the W3C XML Schema Language Binding of the ADL namespaced elements for content packaging extensions. ************************************************************************* * Change History * ************************************************************************* 2003-18-09 Initial creation. 2003-19-09 Removed the restriction of the 255 character maximum length on the dataFromLMS 2004-01-06 Added completionThreshold to the ADL CP namespace 2004-23-01 Final edits in preparation for release *************************************************************************
This file represents the W3C XML Schema Language Binding of the ADL namespaced elements for navigation controls. ************************************************************************* * Change History * ************************************************************************* 2003-18-09 Initial creation. 2004-23-01 Final edits in preparation for release *************************************************************************
This file represents the W3C XML Schema Language Binding of the ADL namespaced elements for sequencing extensions. ************************************************************************* * Change History * ************************************************************************* 2003-18-09 Initial creation. 2004-23-01 Final edits in preparation for release *************************************************************************
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides an element group declaration used for custom metadata elements.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides global type declarations for LOM datatypes.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides element name declarations for metadata elements. This component schema checks for the uniqueness of elements declared to be unique within their parent by the presence of the uniqueElementName attribute, and is common to all uniqueness profiles.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides global type declarations for metadata elements.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides the element name declaration for the root element for all LOM instances.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides global type declarations for those metadata elements whose values are taken from a vocabulary datatype.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides global type declarations for the standard enumerated types for those metadata elements whose values are taken from a vocabulary datatype. **************************************************************************** ** CHANGE HISTORY ** **************************************************************************** ** 09/22/2003: - Updated comment describing this file to state that this ** ** file is the LOM V1.0 Base Schema vocabulary source and ** ** value declarations. ** ****************************************************************************
   <!ENTITY % simpleType "%p;simpleType"> <!ENTITY % restriction "%p;restriction"> <!ENTITY % list "%p;list"> <!ENTITY % union "%p;union"> <!ENTITY % maxExclusive "%p;maxExclusive"> <!ENTITY % minExclusive "%p;minExclusive"> <!ENTITY % maxInclusive "%p;maxInclusive"> <!ENTITY % minInclusive "%p;minInclusive"> <!ENTITY % totalDigits "%p;totalDigits"> <!ENTITY % fractionDigits "%p;fractionDigits"> <!ENTITY % length "%p;length"> <!ENTITY % minLength "%p;minLength"> <!ENTITY % maxLength "%p;maxLength"> <!ENTITY % enumeration "%p;enumeration"> <!ENTITY % whiteSpace "%p;whiteSpace"> <!ENTITY % pattern "%p;pattern">  <!ENTITY % simpleTypeAttrs ""> <!ENTITY % restrictionAttrs ""> <!ENTITY % listAttrs ""> <!ENTITY % unionAttrs ""> <!ENTITY % maxExclusiveAttrs ""> <!ENTITY % minExclusiveAttrs ""> <!ENTITY % maxInclusiveAttrs ""> <!ENTITY % minInclusiveAttrs ""> <!ENTITY % totalDigitsAttrs ""> <!ENTITY % fractionDigitsAttrs ""> <!ENTITY % lengthAttrs ""> <!ENTITY % minLengthAttrs ""> <!ENTITY % maxLengthAttrs ""> <!ENTITY % enumerationAttrs ""> <!ENTITY % whiteSpaceAttrs ""> <!ENTITY % patternAttrs "">  <!ENTITY % URIref "CDATA"> <!ENTITY % XPathExpr "CDATA"> <!ENTITY % QName "NMTOKEN"> <!ENTITY % QNames "NMTOKENS"> <!ENTITY % NCName "NMTOKEN"> <!ENTITY % nonNegativeInteger "NMTOKEN"> <!ENTITY % boolean "(true|false)"> <!ENTITY % simpleDerivationSet "CDATA">   <!ENTITY % minBound "(%minInclusive; | %minExclusive;)"> <!ENTITY % maxBound "(%maxInclusive; | %maxExclusive;)"> <!ENTITY % bounds "%minBound; | %maxBound;"> <!ENTITY % numeric "%totalDigits; | %fractionDigits;"> <!ENTITY % ordered "%bounds; | %numeric;"> <!ENTITY % unordered "%pattern; | %enumeration; | %whiteSpace; | %length; | %maxLength; | %minLength;"> <!ENTITY % facet "%ordered; | %unordered;"> <!ENTITY % facetAttr "value CDATA #REQUIRED id ID #IMPLIED"> <!ENTITY % fixedAttr "fixed %boolean; #IMPLIED"> <!ENTITY % facetModel "(%annotation;)?"> <!ELEMENT %simpleType; ((%annotation;)?, (%restriction; | %list; | %union;))> <!ATTLIST %simpleType; name %NCName; #IMPLIED final %simpleDerivationSet; #IMPLIED id ID #IMPLIED %simpleTypeAttrs;>  <!ELEMENT %restriction; ((%annotation;)?, (%restriction1; | ((%simpleType;)?,(%facet;)*)), (%attrDecls;))> <!ATTLIST %restriction; base %QName; #IMPLIED id ID #IMPLIED %restrictionAttrs;>  <!ELEMENT %list; ((%annotation;)?,(%simpleType;)?)> <!ATTLIST %list; itemType %QName; #IMPLIED id ID #IMPLIED %listAttrs;>  <!ELEMENT %union; ((%annotation;)?,(%simpleType;)*)> <!ATTLIST %union; id ID #IMPLIED memberTypes %QNames; #IMPLIED %unionAttrs;>  <!ELEMENT %maxExclusive; %facetModel;> <!ATTLIST %maxExclusive; %facetAttr; %fixedAttr; %maxExclusiveAttrs;> <!ELEMENT %minExclusive; %facetModel;> <!ATTLIST %minExclusive; %facetAttr; %fixedAttr; %minExclusiveAttrs;> <!ELEMENT %maxInclusive; %facetModel;> <!ATTLIST %maxInclusive; %facetAttr; %fixedAttr; %maxInclusiveAttrs;> <!ELEMENT %minInclusive; %facetModel;> <!ATTLIST %minInclusive; %facetAttr; %fixedAttr; %minInclusiveAttrs;> <!ELEMENT %totalDigits; %facetModel;> <!ATTLIST %totalDigits; %facetAttr; %fixedAttr; %totalDigitsAttrs;> <!ELEMENT %fractionDigits; %facetModel;> <!ATTLIST %fractionDigits; %facetAttr; %fixedAttr; %fractionDigitsAttrs;> <!ELEMENT %length; %facetModel;> <!ATTLIST %length; %facetAttr; %fixedAttr; %lengthAttrs;> <!ELEMENT %minLength; %facetModel;> <!ATTLIST %minLength; %facetAttr; %fixedAttr; %minLengthAttrs;> <!ELEMENT %maxLength; %facetModel;> <!ATTLIST %maxLength; %facetAttr; %fixedAttr; %maxLengthAttrs;>  <!ELEMENT %enumeration; %facetModel;> <!ATTLIST %enumeration; %facetAttr; %enumerationAttrs;> <!ELEMENT %whiteSpace; %facetModel;> <!ATTLIST %whiteSpace; %facetAttr; %fixedAttr; %whiteSpaceAttrs;>  <!ELEMENT %pattern; %facetModel;> <!ATTLIST %pattern; %facetAttr; %patternAttrs;>
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema defines the content model group customElements to support validation of custom metadata elements.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema defines the content model group customElements to support strict validation of standard metadata elements.
DRAFT XSD for IMS Content Packaging version 1.1 DRAFT Copyright (c) 2001 IMS GLC, Inc. 2000-04-21, Adjustments by T.D. Wason from CP 1.0. 2001-02-22, T.D.Wason: Modify for 2000-10-24 XML-Schema version. Modified to support extension. 2001-03-12, T.D.Wason: Change filename, target and meta-data namespaces and meta-data filename. Add meta-data to itemType, fileType and organizationType. Do not define namespaces for xml in XML instances generated from this xsd. Imports IMS meta-data xsd, lower case element names. This XSD provides a reference to the IMS meta-data root element as imsmd:record If the IMS meta-data is to be used in the XML instance then the instance must definean IMS meta-data prefix with a namespace. The meta-data targetNamespace should be used. 2001-03-20, Thor Anderson: Remove manifestref, change resourceref back to identifierref, change manifest back to contained by manifest. --Tom Wason: manifest may contain _none_ or more manifests. 2001-04-13 Tom Wason: corrected attirbute name structure. Was misnamed type. 2001-05-14 Schawn Thropp: Made all complexType extensible with the group.any Added the anyAttribute to all complexTypes. Changed the href attribute on the fileType and resourceType to xsd:string Changed the maxLength of the href, identifierref, parameters, structure attributes to match the Information model. 2001-07-25 Schawn Thropp: Changed the namespace for the Schema of Schemas to the 5/2/2001 W3C XML Schema Recommendation. attributeGroup attr.imsmd deleted, was not used anywhere. Any attribute declarations that have use = "default" changed to use="optional" - attr.structure.req. Any attribute declarations that have value="somevalue" changed to default="somevalue" - attr.structure.req (hierarchical). Removed references to IMS MD Version 1.1. Modified attribute group "attr.resourcetype.req" to change use from optional to required to match the information model. As a result the default value also needed to be removed Name change for XSD. Changed to match version of CP Spec 2001-11-04 Chris Moffatt: 1. Refer to the xml namespace using the "x" abbreviation instead of "xml". This changes enables the schema to work with commercial XML Tools 2. Revert to original IMS CP version 1.1 namespace. i.e. "http://www.imsglobal.org/xsd/imscp_v1p1" This change done to support the decision to only change the XML namespace with major revisions of the specification i.e. where the information model or binding changes (as opposed to addressing bugs or omissions). A stable namespace is necessary to the increasing number of implementors. 3. Changed name of schema file to "imscp_v1p1p3.xsd" and version attribute to "IMS CP 1.1.3" to reflect minor version change Inclusions and Imports Attribute Declarations element groups 2003-03-21 Schawn Thropp The following updates were made to the Version 1.1.3 "Public Draft" version: 1. Updated name of schema file (imscp_v1p1.xsd) to match to IMS naming guideance 2. Updated the import statement to reference the xml.xsd found at "http://www.w3.org/2001/03/xml.xsd". This is the current W3C schema recommended by the W3C to reference. 3. Removed all maxLength's facets. The maxLength facets was an incorrect binding implementation. These lengths were supposed, according to the information model, to be treated as smallest permitted maximums. 4. Added the variations content model to support the addition in the information model. Any namespaced element from any namespace may be included within an "any" element. The namespace for the imported element must be defined in the instance, and the schema must be imported.
The root element for all sequencing tags. This tag will usually appear as a child element to an IMS CP item tag. The type associated with any top-level sequencing tag non-exclusive definition of acceptable control-modes
The type associated with a control-mode element (see the element controlMode)
The type that describes any element which fullfills a delivery control semantic
Limit Condition Attempt Limit Limit Condition Activity Attempt Absolute Duration Limit. Typed as xs:duration: see http://www.w3.org/TR/xmlschema-2/#duration Limit Condition Activity Attempt Experienced Duration Limit. Typed as xs:duration: see http://www.w3.org/TR/xmlschema-2/#duration Limit Condition Activity Absolute Duration Limit. Typed as xs:duration: see http://www.w3.org/TR/xmlschema-2/#duration Limit Condition Activity Experienced Duration Limit. Typed as xs:duration: see http://www.w3.org/TR/xmlschema-2/#duration Limit Condition Begin Time Limit Limit Condition End Time Limit
The specification states: "Each activity must have one and only one objective that contributes to rollup". The following type describes an unbounded set of elements all named "objective" that do not contribute to rollup, and one element called "primaryObjective" that contributes to rollup. Contributes to rollup of the activity. Does not contribute to the rollup of the activity. The type that describes an individual objective mapping. Mapping one local objective GUID to one global objective GUID
postConditionSequencingRuleType is derived by extension from sequencingRuleType. It adds an element ruleAction that is a simpleType constrained to a vocabulary relevant to post-Condition sequencing rules
A decimal value with AT LEAST 4 significant decimal digits between -1 and 1
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This file represents a composite schema for validating LOM V1.0 instances using a common set of validation assumptions. Alternative composite schemas can be assembled by selecting from the various alternative component schema listed below. **************************************************************************** ** CHANGE HISTORY ** **************************************************************************** ** 09/22/2003: - Updated comment describing vocab/strict.xsd. Indicated ** ** that the strict.xsd is used to validate vocabularies ** ** defined in the LOM V1.0 Base Schema. ** ** - Moved included schema elementNames.xsd just before ** ** elementTypes.xsd. ** ** - Moved the element declaration for the top-level lom ** ** metadata element to a separate file (rootElement.xsd) ** ** and included this file just after elementTypes.xsd. ** ** - Moved the XML Schema import statements before the XML ** ** Schema include statements. ** ** - Moved the element group declaration named ** ** lom:customElements to a separate file (anyElement.xsd) ** ** and included this new file just before the XML Schema ** ** import statments. ** ****************************************************************************
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This file represents a composite schema for validating LOM V1.0 instances using custom validation for vocabulary values. **************************************************************************** ** CHANGE HISTORY ** **************************************************************************** ** 09/22/2003: - Updated comment describing vocab/strict.xsd. Indicated ** ** that the strict.xsd is used to validate vocabularies ** ** defined in the LOM V1.0 Base Schema. ** ** - Moved included schema elementNames.xsd just before ** ** elementTypes.xsd. ** ** - Moved the element declaration for the top-level lom ** ** metadata element to a separate file (rootElement.xsd) ** ** and included this file just after elementTypes.xsd. ** ** - Moved the XML Schema import statements before the XML ** ** Schema include statements. ** ** - Moved the element group declaration named ** ** lom:customElements to a separate file (anyElement.xsd) ** ** and included this new file just before the XML Schema ** ** import statments. ** ****************************************************************************
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This file represents a composite schema for validating LOM V1.0 instances using loose validation for vocabulary values. **************************************************************************** ** CHANGE HISTORY ** **************************************************************************** ** 09/22/2003: - Updated comment describing vocab/strict.xsd. Indicated ** ** that the strict.xsd is used to validate vocabularies ** ** defined in the LOM V1.0 Base Schema. ** ** - Moved included schema elementNames.xsd just before ** ** elementTypes.xsd. ** ** - Moved the element declaration for the top-level lom ** ** metadata element to a separate file (rootElement.xsd) ** ** and included this file just after elementTypes.xsd. ** ** - Moved the XML Schema import statements before the XML ** ** Schema include statements. ** ** - Moved the element group declaration named ** ** lom:customElements to a separate file (anyElement.xsd) ** ** and included this new file just before the XML Schema ** ** import statments. ** ****************************************************************************
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This file represents a composite schema for validating LOM V1.0 instances using strict validation for vocabulary values. **************************************************************************** ** CHANGE HISTORY ** **************************************************************************** ** 09/22/2003: - Updated comment describing vocab/strict.xsd. Indicated ** ** that the strict.xsd is used to validate vocabularies ** ** defined in the LOM V1.0 Base Schema. ** ** - Moved included schema elementNames.xsd just before ** ** elementTypes.xsd. ** ** - Moved the element declaration for the top-level lom ** ** metadata element to a separate file (rootElement.xsd) ** ** and included this file just after elementTypes.xsd. ** ** - Moved the XML Schema import statements before the XML ** ** Schema include statements. ** ** - Moved the element group declaration named ** ** lom:customElements to a separate file (anyElement.xsd) ** ** and included this new file just before the XML Schema ** ** import statments. ** ****************************************************************************
var g_objAPI = null; var g_nAPI = 0; // type of API to start searching for; allowable values: 0 - SCORM 2004; 1 - SCORM 1.2 (or 1.1) var g_aAPI = ["1.0", "0.2"] // Array that stores the API versions var g_zAPIVersion = -1; var g_bFinishDone = false; function findAPI(win) { // Search the window hierarchy for an object named "API_1484_11" for SCORM 2004 or "API" for SCORM 1.2 or below // Look in the current window (win) and recursively look in any child frames if(g_nAPI == 0) { if(win.API_1484_11 != null) { return win.API_1484_11; } } else if(g_nAPI == 1 || g_nAPI == "") { if (win.API != null) { g_zAPIVersion = g_aAPI[g_nAPI]; return win.API; } } if (win.length > 0) // check frames { for (var i=0;i<win.length;i++) { var objAPI = findAPI(win.frames[i]); if (objAPI != null) { return objAPI; } } } return null; } function getAPI(intAPISearchOrder) { // intAPISearchOrder is 0 - start at current window and work way up; 1 - start at top window and work way down. var objAPI = null; intAPISearchOrder=((typeof(intAPISearchOrder)=='undefined')?0:intAPISearchOrder); if(intAPISearchOrder==0) { // start and the current window and recurse up through parent windows/frames var objCurrentWindow = window; objAPI = findAPI(objCurrentWindow); var xCount = 0; while(objCurrentWindow && !objAPI && xCount < 100) { xCount++; if((objCurrentWindow.opener != null) && (typeof(objCurrentWindow.opener) != "undefined")) { objCurrentWindow = objCurrentWindow.opener; } else { objCurrentWindow = objCurrentWindow.parent; } objAPI = findAPI(objCurrentWindow); } if((objAPI==null) && (g_nAPI < (g_aAPI.length-1))) { g_nAPI++; objAPI = getAPI(intAPISearchOrder); } } else { // start at the top window and recurse down through child frames objAPI = findAPI(this.top); if (objAPI == null) { // the API wasn't found in the current window's hierarchy. If the // current window has an opener (was launched by another window), // check the opener's window hierarchy. objTopWindow=window.top; objTopWindow = objTopWindow.opener; while (objTopWindow && !objAPI) { //checking window opener objAPI = findAPI(objTopWindow.top); if (objAPI==null) objTopWindow = objTopWindow.opener; } if(objAPI==null && g_nAPI < (g_aAPI.length-1)) { g_nAPI++; objAPI = getAPI(intAPISearchOrder); } } } if(objAPI==null) { // can't find API } else if(objAPI != null && g_zAPIVersion == -1) { g_zAPIVersion = objAPI.version; } return objAPI; } function setAPI() { while(g_objAPI == undefined) { g_objAPI = getAPI(0); } } function isAPI() { return ((typeof(g_objAPI)!= "undefined") && (g_objAPI != null)) } // called in the outer HTML file // g_objAPI = getAPI(); function dataToFlash(layer, msg) { // set the comm HTML fcomValue = "<OBJECT classid=\"clsid:D27CDB6E-AE6D-11cf-96B8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,0,0\" WIDTH=\"2\" HEIGHT=\"2\" id=\"scorm_support\" ALIGN=\"\"> <PARAM NAME=movie VALUE=\"scorm_support.swf?invokeMethod=methodToExecute&lc_name=lc_name&param=" + msg + "\"> <PARAM NAME=quality VALUE=high> <PARAM NAME=bgcolor VALUE=#FFFFFF> <PARAM NAME=\"allowScriptAccess\" VALUE=\"sameDomain\"/> <EMBED src=\"scorm_support.swf?invokeMethod=methodToExecute&lc_name=lc_name&param=" + msg + "\" quality=high bgcolor=#FFFFFF WIDTH=\"2\" HEIGHT=\"2\" NAME=\"scorm_support\" ALIGN=\"\" TYPE=\"application/x-shockwave-flash\" PLUGINSPAGE=\"http://www.macromedia.com/go/getflashplayer\" allowScriptAccess=\"sameDomain\"></EMBED> </OBJECT>"; // get the browser info IE=0; NS4=0; NS6=0; if (navigator.appName.indexOf('Netscape')!=-1 && parseInt(navigator.appVersion)<5) {NS4=1;} if (navigator.appName.indexOf('Netscape')!=-1 && parseInt(navigator.appVersion)>4.9) {NS6=1;} if (navigator.appName.indexOf('Microsoft')!=-1 && parseInt(navigator.appVersion)>3) {IE=1;} if (IE==true) { IE_dynamic.document.body.innerHTML=fcomValue; } if (NS4) { // change the comm HTML fcomValue = "<OBJECT classid=\"clsid:D27CDB6E-AE6D-11cf-96B8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,0,0\" WIDTH=\"2\" HEIGHT=\"2\" id=\"scorm_support\" ALIGN=\"\"> <PARAM NAME=movie VALUE=\"scorm_support/scorm_support.swf?invokeMethod=methodToExecute&lc_name=lc_name&param=" + msg + "\"> <PARAM NAME=quality VALUE=high> <PARAM NAME=bgcolor VALUE=#FFFFFF> <PARAM NAME=\"allowScriptAccess\" VALUE=\"sameDomain\"/> <EMBED src=\"scorm_support/scorm_support.swf?invokeMethod=methodToExecute&lc_name=lc_name&param=" + msg + "\" quality=high bgcolor=#FFFFFF WIDTH=\"2\" HEIGHT=\"2\" NAME=\"scorm_support\" ALIGN=\"\" TYPE=\"application/x-shockwave-flash\" PLUGINSPAGE=\"http://www.macromedia.com/go/getflashplayer\" allowScriptAccess=\"sameDomain\"></EMBED> </OBJECT>"; eval('var echoecho = document.layers.NS_'+layer+'.document;'); echoecho.open(); echoecho.write(fcomValue); echoecho.close(); } if (NS6) { // change the comm HTML fcomValue = "<OBJECT classid=\"clsid:D27CDB6E-AE6D-11cf-96B8-444553540000\" codebase=\"http://download.macromedia.com/pub/shockwave/cabs/flash/swflash.cab#version=6,0,0,0\" WIDTH=\"2\" HEIGHT=\"2\" id=\"scorm_support\" ALIGN=\"\"> <PARAM NAME=movie VALUE=\"scorm_support/scorm_support.swf?invokeMethod=methodToExecute&lc_name=lc_name&param=" + msg + "\"> <PARAM NAME=quality VALUE=high> <PARAM NAME=bgcolor VALUE=#FFFFFF> <PARAM NAME=\"allowScriptAccess\" VALUE=\"sameDomain\"/> <EMBED src=\"scorm_support/scorm_support.swf?invokeMethod=methodToExecute&lc_name=lc_name&param=" + msg + "\" quality=high bgcolor=#FFFFFF WIDTH=\"2\" HEIGHT=\"2\" NAME=\"scorm_support\" ALIGN=\"\" TYPE=\"application/x-shockwave-flash\" PLUGINSPAGE=\"http://www.macromedia.com/go/getflashplayer\" allowScriptAccess=\"sameDomain\"></EMBED> </OBJECT>"; document.getElementById('NS_'+layer).innerHTML =fcomValue; } } function dataFromFlash(strSCOfunction, strSCOproperty, varSCOvalue, strFLvariableName) { var strEval = ""; var varResult = false; if(isAPI()) { if (varSCOvalue != "") { strEval = "g_objAPI." + strSCOfunction + "('" + strSCOproperty + "', '" + varSCOvalue + "');"; } else { if(strSCOfunction=="LMSGetLastError") { strEval = "g_objAPI." + strSCOfunction + "(" + strSCOproperty + ");"; } else { strEval = "g_objAPI." + strSCOfunction + "('" + strSCOproperty + "');"; } } } else { if (SCOvalue != "") { strEval = strSCOfunction + "('" + strSCOproperty + "', '" + varSCOvalue + "');"; } else { strEval = strSCOfunction + "('" + strSCOproperty + "');"; } } varResult = eval(strEval); if(strSCOfunction == "LMSFinish" || strSCOfunction == "Terminate") { // set global variable to result of Finish function g_bFinishDone = varResult; } dataToFlash('dynamic', strFLvariableName + "|" + varResult); }
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides attribute group declarations for metadata elements to support loose validation of element uniqueness constraints.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides attribute group declarations for metadata elements to support strict validation of element uniqueness constraints, by providing the attribute uniqueElementName for each metadata element that should appear with multiplicity at most one.
This work is licensed under the Creative Commons Attribution-ShareAlike License. To view a copy of this license, see the file license.txt, visit http://creativecommons.org/licenses/by-sa/1.0 or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. This component schema provides simple type declarations for metadata elements whose values are taken from a vocabulary datatype. This component schema supports strict validation of both standard and custom vocabulary values by checking that both the source and value are taken from either the standard token set or from a custom token set.
This work is licensed under the Creative Commons Attribution-ShareAlike Licen

Documents

ENTP6860 Lecture 4