This paper presents a review of issues and information that will be useful to the principals in the creation and management of growth of the professional Development Quickly Corporation (PDQC). The principals plan on a 100 percent annual growth rate over a 10-year period. The principals make an analogy to Microsoft to justify this level of planned growth. The flaw in this analogy is that the fantastic growth experienced by Microsoft derived from the company's single-minded concentration on the development and refinement of products that provided real and immediate benefits to users. By contrast, the principals of PDQC begin with a venture capitalist approach to growth project and then look for a way to reach those objectives. Customer value is incidental in this latter approach, which was a major causal factor in the crash of the dot-com economic sector in 2000 and early-2001. Therefore, while this paper presents a review of issues and information that will be useful to the principals in the creation and management of growth of PDQC, the principals of PDQC must realize that putting the cart before the horse usually is not the most successful approach.
Initially, the four principals of PDQC will work out of their home offices on their own personal computers. Nevertheless, the effective implementation and building of PDQC requires that the principals be linked to one another through their personal computers in some form of network configuration.
Because of the substantial, rapid, and predictable planned growth for PDQC, there is a requirement for answers to several important questions related to network development. These questions are as follows:
What is the current traffic level at each of the four remote sites? It is necessary to know probable traffic levels for the proposed network in order to assure adequate capacity.
What is the anticipated traffic level growth rate at each of the remote sites? This informatio...