Type of Assessment
This summative assessment will enable your assessor to make a judgement of competency based on the submission of your completed assessments against the requirements of the unit/s of competency in this module.
Benchmark
The Assessment Benchmark developed for each unit of competency is the evidence criteria used to judge the quality of performance (i.e. the assessment decision-making rules). Assessors use these benchmarks to make judgements on whether competency has been achieved and to determine if you have performed to the standard expected to meet the unit requirements.
Reasonable Adjustment
Where appropriate Monarch Institute will allow flexibility in the way in which each unit is assessed based on the needs of an individual.
Assessment Coding
Assessment of this course is based on competency-based principles.
S = Satisfactory
NS = Not Satisfactory
If you fail to perform satisfactorily for the assessment in the prescribed way you may be assessed as ‘Not Satisfactory’. You are required to be assessed as ‘Satisfactory’ in all assessments for each unit of competency.
Re-assessment
Your assessment can be submitted after you have reviewed the learning materials and practiced enough to feel confident in your resubmission. You have two weeks from your last submission feedback to resubmit. You are re-assessed in only the areas where your assessor has indicated you were initially assessed as NS. It is at the assessor’s discretion to re-assess the entire assessment should an overall understanding not be demonstrated. When you are re-assessed as ‘satisfactory’ after re-submission you will achieve competency for this assessment.
Declaration of Understanding and Authenticity
I acknowledge the assessment process has been explained and agree that I am ready to undertake assessment. I am aware of where to find the assessor’s feedback for the assessment. I am aware of the appeals process, should the need arise. I also understand I must be assessed as ‘satisfactory’ in all parts of the assessment/s to gain an overall competent result for the unit/s of competency. If I am found to be NS after a second attempt, it is at the assessor ‘s discretion whether I may be permitted one final attempt. I am aware that a ‘not competent’ final outcome means I may incur fees for re-enrolment in the unit/s.
I certify that the attached material is my original work. No other person’s work has been used without due acknowledgement. I understand that the work submitted may be reproduced and/or communicated for the purpose of detecting plagiarism. I understand a person found responsible for academic misconduct will be subject to disciplinary action (refer to Student Information Guide).
- I understand that by typing my name or inserting a digital signature into this box that I agree and am bound by the above student declaration.
Student Name*: Cloe Holowenko Date:
Submission instructions:
1.Complete the Declaration of Understanding and Authenticity (above).
2.Once you have completed all parts of the assessment login to the Monarch Learning Management System (LMS) to submit your assessment.
3.In the LMS, click on the link to ‘Submit [assessment name]’ in your course and upload your assessment files. Click save and then click submit assignment
4.Please be sure to click ‘continue’ after clicking ‘submit assignment’.
Assessment Activities
Short Answer Questions
Activity instructions to candidates
This is an open book assessment activity.
Students should use a hand held calculator and/or software to perform calculations.
You are required to read this assessment and answer all questions that follow.
Please type your answers in the spaces provided.
Estimated time for completion of this assessment activity: 4 hours
The following questions are based on the material Module 1 of the textbook:
Question 1
Briefly detail the topics that are covered in each of the following types of ICT Audit.
1.1 Critical System Audit
- Identify the inform.ation systems the organisation relies on
- What interface information is used.
- Business operation exposure in the event that the system crashes
- Business critical system exposure
- Business satisfaction for the current critical system
- Reliability of the critical system.
- Technical risks involving critical dependencies and single points of failure.
- Hardware and performance the system runs on and if they are the right fit.
- Disaster planning if in the event the system fails, and data will need to be recovered.
- How often data is backed up and copies kept.
- Who is the supplier of the software and if it is a well-respected brand.
- How the users get trained on the system.
- Cost implications.
- Management mood.
1.2 Desktop Software Audit
- Identify and investigate the core applications the business is using.
- Who trains users of the desktop application software and do they receive ongoing support.
- Identify if different versions of software are used and for what reason.
- Document storage protocols.
- Management of identifying, trialling, and purchasing of new desktop software.
-If any conflicting applications have been downloaded.
-Licensing regime.
-Any software on the PCs that are not being used anymore.
-People’s satisfaction or issues.
1.3 Email Audit
- Whether the technical core of the email system in hosted and administered internally or outsourced.
- Check the number of email addresses in use.
- What reliance the business places on certain features of the email system.
- What the system costs to install and run, including staff costs.
1.4 Other Systems, template Audit
- What are its components?
- How does it work?
- Who uses it?
- Who manages it?
- How critical is it?
- What is it costing?
- What happens if it fails?
- Are there reasons to change this system?
1.5 Desktop Hardware Audit
- Count the amount of PC hardware and the types, as well as if the hardware suits the role.
- Fleet age.
- Estimate the cost of the fleet and the annual rolling replacement costs as time passes.
- Hardware support roles and spare machines.
- Identify any brand incompatibilities
- Identify any age- based compatibilities.
- Assess whether the current hardware is up to the task or if improvement is needed.
- Identify how much personal use happens on the hardware.
1.6 LAN Network Audit
- Find out where the LAN reaches to and where it does not reach.
- Identify the shared hardware resources accessed by the LAN, such as servers and printers.
- Any performance issues with the LAN.
- Are LAN connections safe and secure from harm.
1.7 WIFI Audit
- Does the business use WiFi and what for.
- Assess reliability and performance of the WiFi.
- Determine whether there is a preference for WiFi over LANs in the future.
1.8 External WAN Service Audit
- If the business operates in other locations and what data links are in place.
- WAN technical details, capacity, and cost.
- Assess the types of data that is used for these links, such as applications running remotely.
- What is the WANs role in backup.
1.9 Internet Provision Audit
- Identify the external provider of internet and the data plan involved.
- If mobile services are provided with the same supplier.
- Find out the costs of the plan and compare to other plans on the market.
1.10 Remote Access Audit
- How many staff use remote access and what do they use it for.
- What technologies they need in order to access remote connection capability and how it is managed.
- What the organisation is planning for remote access by staff and how it is progressing.
1.11 Document File Management and Backup Audit
- Find out how many servers there are and where, as well as if there is any confusion as to what each one stores.
- Investigate explicit document handling policies and protocols.
- What indexing and retrieval methods are used.
- Are the servers being expanded to accommodate growing storage needs and what is the cost.
- Satisfaction of staff regarding document handling.
1.12 Backup Audit
- Investigate how individual PCs are back-up and who is responsible.
- How often LAN-based servers are backed up.
- Whether there have been any back-up failures and how was it responded to.
1.13 Web Presence Audit
- Look at the features of the business website and how it serves the business.
- Investigate who designed the website and who is responsible for its up-keep.
- Where is the website hosted and why.
- What hardware is the website running on and is it performing well.
- Bandwidth demands.
- Understand how the website is managed and if there is an risks in how it is managed.
1.14 Data for Reporting Audit
- Find out what the critical reports are for management.
- What data is needed to prepare these reports and what specifications are needed.
- Who designs and changes the reports if required
- What are the consequences if the reporting system is changed.
The following questions are based on the material in Module 2:
Question 2
Demonstrate your understanding of the fundamentals of ‘cloud computing’ by explaining each of the following key terms and concepts:
2.1 What is ‘cloud computing’?
Cloud computing involves a business renting computing software and/or infrastructure from an external provider at a different location. This means the business does not own or manage those resources on their own premises.
2.2 What is the appeal of cloud computing?
Cloud computing is appealing because you only pay for what you need as a business. A business can access a range of services from the cloud at any time, anywhere via the internet. More services are becoming available in the cloud, such as website presence, sales-force tools, email systems and many more.
2.3 What is a ‘pure cloud offering’?
In order to be a pure cloud offering a service must allow a business to create, manipulate, store, retrieve and update its own data from an external store.
2.4 What is ‘virtualisation’?
Virtualisation means that when a user is operating a virtual system or service, the hardware and software seems to work together in a nearly invisible way.
2.5 What is ‘Software as a Service’ (SaaS)?
Software as a Service is a licensing and delivery platform for software applications hosted in the cloud by a service provider. It is available to users as a pay-as-you-go fee and has an extensive range of software available such as database hosting and management, website content management, workforce recruitment and much more. Some of the providers of SaaS services include Office 365, Netflix and Adobe.
2.6 What is ‘Desk Top as a Service’ (DTaaS)?
Desktop as a Service provides a virtual PC desktop that all the software is stored in the server. This means that each key stroke and mouse clicks are uploaded to the server in real time. It includes all the applications a user will need from a traditional PC but has the advantage of requiring a less powerful PC than what usually would be required.
Question 3
Demonstrate your understanding of the fundamentals of ‘Cost-Benefit Analysis’ (CBA) by explaining each of the following key terms and concepts:
3.1 What is a ‘Cost-Benefit Analysis’?
When important decisions are to be made regarding spending significant money and considerable changes to the business it can be assessed using a Cost-Benefit Analyses. This systematic approach compares the options and estimates the costs and gains of proposed business opportunities. However it may not always relate to finding the cheapest option, the end goal may be to improve performance or relationships with suppliers for example. It is a strategy to use to compare and analyse options to achieve an end goal.
3.2 When undertaking a CBA, what are the three (3) layers of cost to be considered?
- Base costs, principally about infrastructure.
- Data and software application costs.
- Project costs of the transition.
3.3 Within the CBA spreadsheet, list:
the two (2) Quantitative Cost sub-totals
the four (4) Quantitative Benefits sub-totals
Quantitative Cost sub-totals (list below)
Total Non-Recurring Costs
Total Recurring Costs
Quantitative Benefits sub-totals (list below)
Total Revenues
Total Cost Savings
Total Cost Avoidance
Total Other Benefits
Question 4
Q4a. Reflect and research. List four (4) sources for information about cloud computing for small businesses:
- Speak with a range of cloud service providers. Here you can assess the reliability and capability of the provider.
- Speak with an accounting professional that specialises in cloud computing.
- ICT professionals/consultants.
- Employ a company that provides specifically cloud business solutions.
Q4b. List five (5) questions you would ask or issues you would consider, when seeking assistance from specialist advisors to help plan and introduce cloud computing into an organisation.
Tip: Do some research and create a list of business protocols for using services of specialist advisors. Here’s one website you may like to look at… https://www.business.qld.gov.au/starting-business/planning/advisers/choosing
- Ensure the specialist advisor has current and legitimate qualifications and licences.
- Compare the fees and services of a range of professional advisors.
- Discuss with the advisor how they can help the business.
- Ask if they are familiar with the type of business and industry environment.
- Ask about their experience and skills.
The following questions are based on the material in Module 3:
Question 5
Q5a. When preparing a cloud migration ‘set-up costs’ budget, list five (5) budget cost items that are likely to be included.
Hint: List the 5 main ‘Budget Item’ headings for the ‘Set-up Costs’ Budget.
- Technical support.
- Software.
- Staff time.
- Synchronising costs.
- Systems integration.
Q5b. When preparing a cloud migration ‘on-going costs’ budget, list four (4) budget cost items that are likely to be included.
- Cloud services: fixed fee.
- Cloud services: dynamic
- Data costs
- New ancillary costs.
The following questions are based on all materials in the textbook:
Question 6
Case Study – The Antique Boutique
Consider the following case study scenario.
The Antique Boutique
You have recently joined an establishment and successful family antiques business. It has grown from a business that originally offered second hand goods (sources mainly from deceased estates) through to one store, to one that offers genuine antiques through five shopfronts.
Alvin Anderson is your boss. He has been the general manager since 2000. He is a third-generation owner of the business, having taken over from his father. The business was founded by his grandfather, in a Victorian country town in the 1960’s.
Over the years, as the scale of the business grew, the business model evolved to sourcing and reselling better quality, true antiques. The business also outgrew its original small-town location. In the 1990’s Alvin’s father opened another store in a nearby, larger town.
In 2005, with bank loans backed by a buoyant and growing cash flow, Alvin opened two main stores. One was in a large Victorian city and another in the outer suburbs of Melbourne. In 2015, he again expanded the business, opening his latest and fifth store in Canberra, and it too is doing quite well.
As the business has grown, the essential business processes have remained remarkably similar, however, they are now far more numerous, complex and varied. And, despite his business acumen, Alvin is not very savvy with computer technology. He even struggles a bit with email and Word, but is getting the hang of both.
Alvin sees technological advances all around him. He senses that, in failing to understand and apply relevant technologies, he is missing a lot of economies and efficiencies as well as additional opportunities for the business.
He is also hearing a lot about the advantages and promise of the cloud, yet, he is not sure what it really means and what it applies to. But he feels it may form part of an approach to overhauling his information and computer technology (ICT).
When it was a two-shopfront operation, the business had modest information and computing needs. Each store has a cash register and EFTPOS terminal to facilitate sales. Thinking themselves quite advanced, they also had a brochure-style website with some nice photos, basic contact and location information. And that was about all.
Financial records continue to be maintained manually by a part-time bookkeeper and a young sales assistant handles email enquiries that come via the business’s free Hotmail account. Phones also continue to be the main way that the stores communicate with each other.
Alvin needs your help!
Alvin recognises there is more he needs to know, and this is where you come in.
Presently, there is no-one in the business he can refer to, even though he regards two of his five store managers as tech savvy. These managers have installed their own computer systems and internet connections and seem to be operating quite well on their own.
So, with no overall ICT strategy for his business, and not knowing where to start, he is hoping you can help. He sees from your CV that you have recently undertaken this unit of study, and he is asking for your advice on processes and strategy for the business to adopt regarding ICT.
Working with Alvin, your role, as an ICT Adviser, is to advise on how the business can adopt relevant ICT to consolidate it into a single, cohesive entity from its current five successful, yet virtually independently operated shopfronts.
Additional Information:
Each store’s cash registers have manual override for accessing the money in the event of a failure.
Each store’s EFTPOS machines are run on electrical power and phone line. Last time they were updated was 2012. All terminals are through ANZ bank. Each store has Manual Transaction Processing vouchers and any such manual transactions are authorised via an 1800 number, as a backup for the terminal failing. Merchant support is also via an 1800 number
Fees involved:
Establishment Fee $90
Annual Fee $30
Monthly Fee $40
Merchant Fee (minimum) $20
Despite the contingency options, the cash register and EFTPOS machines are considered absolutely essential due to the failure to be able exchange currency if these systems are down.
Each store currently only has one Windows computer in the manager’s office. Alvin replaced all existing computers at the same time as acquiring a computer for latest shop in
Canberra, he spent $1600 per computer.
All core desktop applications are from the Microsoft Office Suite. Each store uses Office 2010 (purchased and fully installed on existing computers in 2011 for $296. Can be installed on up to 5 computers). There are no more allocations left under the current licence. Each store utilises Outlook, Word, Excel and Publisher. Employees assist each other with learning these programs.
The bookkeeper uses MYOB AccountRight Plus version 19.7 (purchased by the business for an initial cost $1195.00). There are no ongoing fees. There is one file per store. The bookkeeper backs-up the company files onto an external portable hard drive before closing the program each time. The bookkeeper takes the portable drive with them. The main copy is left on the shop computer. Payroll is completed in a manual ledger by Alvin and he enters the amounts into MYOB. Sales and Purchases functions in MYOB are not utilised for the normal daily business processes.
The bookkeeper produces quarterly reports for each store and exports them to excel where the data can be used to create charts displaying information requested by Alvin. Alvin advised the bookkeeper what information he needed (Tax Liabilities, Sales Statistics, Performance, Position, etc.) to evaluate the store and the bookkeeper designed the reports. At the end of the financial year, the bookkeeper produces an additional copy of these reports displaying the full year information.
Each store has a multifunction printer connected by LAN. Internet is connected to an ADSL router by LAN. There have been no issues with LAN connectivity. There is room within the LAN setup to expand to another 9 devices in each store. The LAN wires are unseen within the office partitions and therefore do not pose any issue with being accidently disconnected. The LAN hub is housed neatly in a wall cupboard in the manager’s office.
Internet (ADSL) and phone are provided by Telstra. Alvin recently changed the plan for each of the shops to that below. He has already spoken with Telstra and mentioned he is looking at cloud computing. They have advised that he can upgrade his plan at any time. The next plan up also offers unlimited data and mobile calls included for $25 extra per month. Alvin does not see the need for mobiles or mobile data for himself or for his shop staff.
Telstra Business Bundle Plan (M) $100 per month per store
Data: 1000GB excess charged $1 per GB (charged per MB) or part thereof capped at a maximum of $300 per month.
Local Calls: Included
National Calls: Included
Mobiles: 55c call + 36c per minute
There are currently no back-up processes in place except for the MYOB back-up as mentioned previously.
Website was setup and is maintained by manager in Canberra. The manager would like to eventually have a database of products online and allow customers to purchase online. It is still in its infancy due to limited time. The website host is Hosting Australia and was chosen due to the price and because the host servers are located in Australia (Melbourne). The average visitors per day is currently 10.
Hosting Australia Plan – Small Business $9 per month:
Bandwidth: Unlimited
Email: Unlimited
Databases: Unlimited
Uptime: 100%
CPU Core: 1.5
RAM: 2GB
SSD Storage: 30GB
Q6a.
Required:
Complete the ICT Audit for Antique Boutique
Prepare an ICT Audit for the Antique Boutique of their current systems.
Complete the template by filling-out the comment column with brief information that you have discovered about the current systems at Antique Boutique.
Certain audits and fields have not been included as they are not applicable or for which no information has been provided.
| ICT Audit: The Antique Boutique | ||
| Critical Systems Audit | Comment (brief) | |
| Identify: | ||
| • The major transaction or information systems that the organisation relies on. | The organisation relies on Eftpos and a cash register for sales.It has one computer per store equipped with MYOB for accounting purposes. Backs up to a hard drive.PhoneEmailEach store has Manual Transaction Processing in case of a power outage. | |
| Interfaces: | ||
| For each identified system, find out: | ||
| • What input information it needs and where it comes from. | -The input needed by EFTPOS is a credit card and pin number which come from a client.-The input needed to fill the cash register for sales is every cash that has been used by the client to buy goods from the boutique.-Entries involved in MYOB are the amount in cash acquired from the ledger.-Contacts of different customers are entered in the phone.-Email of different clients are entered in the Email.Manual Transaction processing | |
| • What information outputs it supplies directly to staff. | -EFTPOS displays the cash transaction to the staff. It also transfers cash to other information system.-Cash register display the total amount of transactions at a point of sale.-MYOB displays the total sum of amount from the ledger.-Email display details of Emails from different clients.Manual Transaction Processing | |
| • What information, if any, it provides as inputs to other information systems. | -Amount in cash, Emails. | |
| Business exposures: | ||
| • For each, identify the business processes which stop if the system stops. | -The business has the website that is used to advertise the business.-The business has a brochure-style website with some nice photos, basic contact and location information. | |
| • Find out if the business has a ‘wet weather plan’ enabling it to operate at a basic level in the event of failure of any critical system. | –The business has stores where computers are placed. In case of any failure, most data are backed up | |
| Business satisfaction: | ||
| • Ask around to gauge the mood of the people in the organisation about how well each critical system is ‘bedded in’ and how well it fulfils business needs. | The new system has motivated every staff and increased their working morale.The system will increase accuracy and make work easier for the workers in the company. | |
| Technical risks: | ||
| • Identify any critical dependencies and single points of failure for each system. That includes big things like what happens if a main computer or server fails, and little things like whether kicking a plug out could stop the system entirely. | Kicking a power plug out will stop the system since desktops are connected to power direct, but all the data is saved and safe on cloud. | |
| Hardware and performance: | ||
| • Identify the hardware the system runs on, and whether there is anything special about its brand or configuration that makes it precisely right for its job. | -Square’s card reader is linked to a free point-of-EFTPOS anywhere as long as there is internet connection.-MYOB can be installed in 15k or 10k based SCSI/ SAS or equivalent faster speed SSD.-Cash register needs a CPU that runs the Software, keyboard, monitor, scanner and signature capture device. | |
| • At the same time, ask around to gauge the system’s response time, and whether it is performing well enough. | -When using RAM and hard disk with enough space the system will run faster. Hence, taking less time to serve customers. | |
| Disaster planning: | ||
| • Identify the disaster recovery plan and process that will swing into action to repair the situation if/when the system does fail. | -Most of the data within the organization have been backed up in different place both on site and off site. In case of any disaster the company will be able to easily retrieve the data. -The company should ensure that they have a spare computer in every offices to be used as an alternative whenever the system fails. | |
| • At the same time, identify who the critical people are who would coordinate that type of recovery.Their input will be useful later, when considering how cloud computing might assist in disaster recovery. | -The ICT department are responsible for recover coordination, they save the data on cloud and retrieve it any time there is power loss or cyber security. | |
| Software heritage: | ||
| • Find out who is the application software supplier of this system; whether it is a commercially-sourced system from a well-respected supplier and subject to maintenance contract support, or whether it is written and maintained in-house. | -EFTPOS id supplied by Shenzen ZCS Technology Co.Ltd who is a global leader in secure electric payment. The system is subjected to maintenance contract support. | |
| User support: | ||
| • Find out how new users get trained on the system and what the help-desk support arrangements are. | -An ICT expert is tasked with training every new users by preparing templates to be read by the new uses and later on train them physically on how to perform different tasks using different systems. | |
| Cost implications: | ||
| • Find out how much money was spent putting this system in, and also its annual ongoing cost. | Putting up the system did cost about $ 8280 | |
| • Estimate costs to the organisation for each hour, or day, if this system is out-of-action. | $ 1035 | |
| Management mood: | ||
| • If you can, get a sense of senior management’s overall mood about this system. | -The senior management does appreciate the existence of this system within the organization since when properly used it will raise the revenue of the organization. It will also reduce the time used to perform different tasks. It will also help to keep track of the funds within the organisation. |
| Desktop software audit | Comments (brief) | |
| Core applications: | ||
| • Identify the core desktop applications the business is using. | -Microsoft Windows, Apple macOS, Linux | |
| • Investigate how they are licensed. | This Software are licenced in the public domain so that the company can use it freely. | |
| • Determine if every function is loaded onto every PC whether it is used or not. | Yes every application loaded is used . | |
| Training: | ||
| • Find out who trains users in, and supports their ongoing use of, the desktop application software. | ICT EXPERTS DEPRTMENT. | |
| • Make an assessment of how effective and efficient the software support in the business seems to be. | The system is so effective in all fields of the business, reduction of financial mistakes, making work easier for the workers motivating them. | |
| Version issues: | ||
| • Find out if there are there any instances where different versions of desktop software are used and for what reason. | Yes, different versions of desk top are used in different department, in the finance department the desk top used is core 7 while the others are core 5. | |
| Document storage protocols: | ||
| • Investigate the organisation’s policies for documents to be saved to shared servers. | The organisation uses end -to- end encryption.Double check permission settings.Running of audit on files. | |
| Planning for new desktop tools: | ||
| • Find out if there is any formal business process by which new desktop application software gets identified, trialled and purchased, and who manages that. | Yes, a business process is headed by the strategic manager and the software purchase is to be handled by the human resource manager. | |
| • At the same time, find out if there is anything new in the planning pipeline right now in this regard, and why. | There is no new planning for now to allow the system adopt first. | |
| Licensing regime: | ||
| Take a look at the licencing arrangements for the desktop software the business relies on: | The business relies on public domain licensing. | |
| • Find out if there are licences for all the machines that it is operating on. | Yes, they are licences for all software applications been used. | |
| • Determine the initial and ongoing costs of these licenses. | -The initial licencing fee is $ 700 | |
| People issues: | ||
| • Looking at the big picture of desktop productivity software, try to identify who calls the shots. | The chairman has been given all the priority to make decisions in allowing some people access the system. |
| Email audit | Comments (brief) | |
| Core system: | ||
| • Ascertain the technical core of the email system. This includes whether it is hosted and administered internally (typically by the IT group) or outsourced. | -The main purpose of Email is sending andreceiving messages. It is based on a store-and-forward model which is operated by the external IT group. | |
| Users and volumes: | ||
| • Determine the number of email addresses in use. | 6000 emails | |
| Other features: | ||
| • Email systems often have associated features like meeting scheduling, simple task management, contact lists and more. Find out which of these are in common use in the business and the degree of reliance placed on them. | -In any business meeting is very essential. It might be either the meeting within or outside the business. Meeting scheduling play a very critical role to facilitate this, because the involved parties can discuss time and place to meet without worry, they can also search old message to refer to details about the meeting.-Contact list contain the details of every clients hence it is relied by the business to easily communicate to their customers. | |
| Costs: | ||
| • Find out what the system costs to install and what its ongoing costs are. Keep in mind that staff labour costs are part of this, not just the software licensing costs. | -The business uses close to $1,000 per month on Email marketing when they manage themselves depending on the platform and number of subscribers or $500 per month when working with an agency. |
| Other Systems Audit | Comments (brief) | |
| Name of additional system: | -Quality Management System Audit | |
| • What are its components? | -Data management -Internal processes-Quality analysis-Document management-Reporting management-Inspection management | |
| • How does it work, technically? | ||
| • Who uses it? | -People within the organization. | |
| • Who manages it? | -The ICT expert | |
| • How critical is it? | -It is very cheap and easy to implement and use compared to ERP. It supports multiple language, currencies, companies, sites and legislations. It also enable the companies to follow business rules while sharing information | |
| • What is it costing? | $ 300 | |
| • What happens if it fails? | -There is a recovery plan through cloud computing if the system fails all the data will be safe.-The organisation has ICT experts that will work on and bring it back to operation. | |
| • Are there reasons to alter or grow this system? | Yes, but not for now. The system need to operate for some time to identify the parts that fails. |
| Desktop hardware audit | Comments (brief) | |
| Device type and count: | ||
| • Count the PC hardware: Macs and Windows machines, including their models and performance specifications. | -Macs machines are 5 within the business with specifications; Processor 2.7GHz, 32GB RAM, 1.5 TB ROM -Windows machine are 22 with specifications; 1 TB ROM, 8GB RAM, 2.7GHz | |
| • Get an idea of who seems to have the big, powerful machines and form a view about whether that seems justified by role and needs. | -The finance manager ha the big powerful machine due to the task he handles , finance deals with a large transactions of money that needs a strong hardware to process quickly and for protection. | |
| Fleet age: | ||
| • Estimate the average age of the hardware fleet. | 6-7 years. | |
| Dollar value: | ||
| • Make an estimate of the sunk investment in the desktop fleet. | $ 2000 | |
| • Using a rule of thumb of, say, four years active life for a typical PC, make an estimate of the annual rolling replacement cost of the fleet as time passes. | $ 900 | |
| Hardware support: | ||
| • Find out what happens when a PC has a fault, or dies. That investigation will include who responds, and whether there are spare machines, configured and ready-to-swap-in. | -If a PC fails there are spares in the company’s stores to take over immediately.-The head of ICT department is in charge of responses to such cases. | |
| Adequacy of fleet: | ||
| • Try to gauge general satisfaction with the desktop hardware, whether it is up to the task, whether major investment is needed, and so on. | -The desktop hardware has improved the organisation in many ways; accuracy in financing matters reducing unnecessary loses, motivated works now more work can be done easily, eased the organisation management through communication. |
| LAN audit | Comments (brief) | |
| Reach: | ||
| • Find out where the LAN extends to, and identify any pockets of the business that it does not reach. | -The LAN has covered all the areas in the organisation, and all the departments are connected to the network. | |
| LAN-based shared resources: | ||
| • Identify the shared hardware resources that are accessible via the LAN. Mostly these will be file servers and printers. | PrinterDesk topScannerPCs | |
| Performance: | ||
| • Ask around to see if the LAN presents performance difficulties to users. Identify if there are times when it seems slow. | The LAN is slow sometimes but only when the areas are raining, but user find it easy to use. | |
| LAN connections: | ||
| • Looking at the physical items that make up the LAN (wires, hubs, sockets), make an assessment of whether the whole thing looks robust and secure or if a passer-by could kick out a cable and bring the business to a halt. | -The LAN was installed in robust and firm cables; it is impossible to be plugged out by anyone. |
| Internet audit | Comments (brief) | |
| Provider: | ||
| • Find out which external provider is supplying the business with its internet connectivity, and the data plan involved; speed up/down, data limits each way. | -The business is provided with the internet from Tangerine Telecom which has different data plans. The lower price is $49.90 per month and the highest is $269.90. The higher the data plan the higher the speed. | |
| • If there are limits, find out if they are ever exceeded and, if so, what are the consequences. | -There is a limit of data to be consumed per day, sometimes business may exceed this limit. By doing so they will have to undergo extra cost to cover the used data. | |
| Costs: | ||
| • Find out the cost of the current data plan. | -The current data plan for the company is standard speed of 21 Mbps. | |
| • At the same time, look into what the next plan ‘up’ the scale offers and costs. This will be useful information because an expanded commitment to cloud computing will likely see data traffic rise. | -If the company want to expand it will advance to a higher plan. XXL speed boost with 83 Mbps will work better it will cost the company $74.90 per month. | |
| Other plans: | ||
| • Take a general look at the various plans offered by the current service provider and competitive providers.You will find that a number of cloud-based options are available which you should look into for future reference. | -Tangerine has several data plans that fit all types of businesses.-Telstra also provide data plan from as low as $15 per month. | |
| Backup audit | Comments (brief) | |
| PC file backup: | ||
| • Look into whether important files on the PCs are sent automatically to LAN servers or whether it is left to individual PC users to manage their own file backups. | -Most of the PCs that handle complicated and important information are automatically connected to LAN servers for backups the rest are managed by the users. |
| Web site audit | Comments (brief) | |
| General review: | ||
| • If the business has a website, look at its features and how it serves the business. Ask to see if there are plans to alter or expand the web presence. | -Graphical user interface used by the users to friendly interact with the website.-Web compatibility, a site should easily render on various resolution, screen sizes and browsers. | |
| Design and responsibility: | ||
| • Find out who designed and built the website, if they are internal staff or external consultants / service providers. | -The website is designed by external consultant. | |
| • At the same time, ask if these are the same people who maintain the site. | -The site is maintained by the external staffs | |
| Hosting: | ||
| • Find out where the website is hosted, and why that decision was made. | -The website of this organization is hosted at Dreamhost because is the most affordable monthly plan. | |
| Hardware platform: | ||
| • Look into what hardware the website is running on, who owns it and who manages it. | -Processor owned and managed by Intel-RAM owned and maintained by ADATA-Hard disk owned and managed by Toshiba | |
| Bandwidth demands: | ||
| • Investigate the bandwidth usage of the website and how it is trending. | -Bandwidth is determined by the number of computers connected to the network and the type of activities the computer users are undertaking. Watching videos at the same time results to slow network speed. | |
| • If usage is growing, estimate when a bigger data plan may be required. | -When the number of clients increases, the business will have to expand, that means they will have to employ more staffs. This means the internet users will increase. Therefore, need for bigger data plan. | |
| Webmaster issues: | ||
| • Find out if the business relies heavily on in-house staff to manage its web presence and, if so, how that is going. | -In-house staff are the one who manages the web presence of the business. They are the one who clearly understand what the | |
| • Get a sense of whether there are significant risks in how the website is managed. | -There is significant risk that might occur if the website is not properly managed. |
| Data for reporting audit | Comments (brief) | |
| What reports: | ||
| • Identify the routine reports that are critical for management. | -Performance report-Financial report- Strategic and Operational report-Managerial report | |
| Source of data: | ||
| • Find out what data is needed to prepare reports and what systems supply that data. | -Strategic objectives and goals of the business-Customers feedback.-Cash flow statement, Income statement, financial position-Analysis of the past performance, results of the various analysis, current status of risks and issues. | |
| • Find out if there are any special tricks and timing that have to work in a particular way for reports to be produced. | -Most of the reports from different departments are prepared at the end of financial year. | |
| Report designers: | ||
| • Identify who designs the reports and who changes them to meet new requirements. | -Directors of different departments | |
| • Make an assessment of risk factors in the reporting process, e.g. a key-person vulnerability. | The report has several aspects to help and address in case of any risk in the process. | |
| Consequences of replacement: | ||
| • Look into what things could go wrong with reporting if an information system supplying the data was replaced by a new system. | -Financial report increases complexity and time cost.-Some data might be lost-If a machine fails it will be expensive to replace.-High cost of maintenance. |
Q6b.
Required:
Prepare a Business Case
After reading the case study and preparing the ICT Audit (in Q6a above), use the following template to prepare a short business case for the implementation of cloud computing for the Antique Boutique.
You are required to provide brief commentary and complete each of the 10 sections (as listed in the Table of Contents below).
| Business CaseProposal to Introduce Cloud ComputingThe Antique Boutique |
| Table of Contents:1. Introduction2. Current Situation3. Risks involved if current situation remains4. New ICT proposal5. Advantages and Justifications6. Coaching and Training7. Cost Factor – Cost Benefit Analysis8. Intangible Advantages9. Risks with the new system10. Recommendations11. Plan to introduce Cloud Computing |
| 1. IntroductionProvide a brief description of why the Business Case report has been prepared.This report has been prepared to propose the transition of antique boutique from its analogue ways of operations to use of ICT. the organisation has proposed specific applications to help in running the business. MYOB, Cash register, EFTPOS are some of the applications that will help in securing finance transfers. The organisation has purchased all the hardware and software required in making sure there is a clean transition, all the data and vital information will be backed up on cloud using cloud computing technology. |
| 2. Current SituationLimitationsProvide an explanation of the current situation including at least 5 limitations currently affecting the businessThe business has grown and moved to larger towns with increase in number of stores, but the company has not yet shifted to the ICT mode of management and service provide. This is dragging the company behind since; the services have now become complex and numerous to be handled manually, the company misses a lot of opportunities offered by the ICT economically, there is no competence and effectiveness in service providing, financial records are still been handle manually by a part time book keeper. |
| 3. Risks involved if current situation remains List 3 problems confronting the business if the situation is left as is. For each problem, outline the risks and possible consequences. 1. Problem: The financial records are managed manually by unexperienced part time bookkeeper despite the increase of the business increasing.1. Risks: In accuracy, lack of finance planning, overcharging and undercharging1. Consequences: losing the market by inaccuracy with balance, lose making due to increased stores that requires more bookkeeping services. 2. Problem: The company fails to realise great opportunity economically by not impressing ICT2. Risks: it is hard to realise the customer’s preferences and feedback. 2. Consequences: losing control of the market, messy management of finance affairs. 3. Problem: poor communication amongst staff.3. Risks: lack of coordination and cooperation in company’s strategic planning.3. Consequences: reduced quality services. |
| 4. New ICT proposalProvide a brief description of new ICT being proposed including a list of its component systems. Please provide specific cloud-based solutions for Antique Boutique, not general terms about cloud computing.An IT expert has proposed new technologies to be used in the organization. Some of the proposed technologies is the use of EFTPOS, MYOB, Cash register and EMAIL. This will help the business organization to undertake its daily activities easily, cheaply with few resources.Cloud-based solution used by Antique Boutique include EMAIL to be used to store contact listing of their clients for the company. They can also back up their data in the google drive. |
| 5. Advantages and JustificationsOutline the advantages and justification for adopting the new proposal and each of its separate aspects.Improved customer – customer value is an important aspect of any business; the ICT solutions will help in fast response and customer satisfaction. Better strategic planning -Project teams work on product development. For the team to reduce the time and money wasted to travel, they use technology to hold meetings over the internet. This facilitates faster decision making.Finance planning-ICT proposed will help the in the competitive and strong environment, IOCT will help in organising financial programmes with accuracy avoiding losses. |
| 6. Coaching and TrainingOutline the training and/or coaching that staff may need in order to use any new software and to maximise optimal usage. HINT: Training/coaching may come with a cost, so be sure to include reasonable estimates in the relevant lines of your Cost Benefit Analysis – see belowThey are two types of training that the stuff;On the job training- it is done by colleagues, supervisors, managers, and mentors to help stuff adjust to the new ICT programs. This training should equip them with skills that consist of training and teaching.Off the job training- this one includes lecture, vestibule training, role playing, case study, simulation and discussion. This is provided by training department, external education. |
| 7. Cost Factor – Cost Benefit AnalysisPrepare a Cost Benefit Analysis for your project by completing the table below.Please estimate the relevant costs and benefits over years 1, 2 and 3, where applicable.You are expected to include $ amounts in each row, however not for all years. For e.g. transition costs would only be in year 1.There are no correct $ amounts, they must merely be reasonable estimates in light of your project. Please use amounts in the range of $1,000 to $50,000. The biggest $ items would be expected to be hardware, labour and increase in online sales.Please note that these are additional costs and benefits due to your project, for e.g. it should not include total online sales, only additional online sales generated from your project. |
| Cost-Benefit Analysis | |||
| Proposal to Introduce Cloud Computing – The Antique Boutique | |||
| Quantitative Costs | |||
| Year 1 | Year 2 | Year 3 | |
| Hardware | $ 300 | $200 | $ 100 |
| Desktop | $ 600 | $400 | $ 300 |
| Telecommunication equipment | $ 400 | $ 300 | $ 150 |
| Software | $ 500 | $ 350 | $ 200 |
| Furniture and fixtures | $ 700 | $ 500 | $ 300 |
| Project organisational/support costs | $ 100 | $ 50 | $ 30 |
| Labour | $ 700 | $ 500 | $ 300 |
| Training | $ 250 | $ 100 | $ 50 |
| Transition costs (parallel systems) | $ 100 | $ 70 | $ 50 |
| Maintenance and upgrades | $ 100 | $ 50 | $ 30 |
| Data communication/transmission | $ 250 | $ 150 | $ 100 |
| Total Costs | $ 4,000 | $ 2,670 | $ 1,610 |
| Quantitative Benefits | |||
| Increase in online sales | $ 1000 | $ 1500 | $ 1800 |
| Decreased cost of services provided | $ 500 | $ 700 | $ 1000 |
| Efficiencies | $ 1000 | $ 200 | $ 00 |
| Total Benefits | $ 2,500 | $ 2,400 | $ 2800 |
| 8. Intangible AdvantagesList any intangible advantages.Easy facilitation of funds transferData storage Enhanced communication. |
| 9. Risks with the new system List the possible risks involved with the new system. Also specify what the worst-case scenario is if something goes wrong?-Cyber bulling-Theft of client details-Loss of data |
| 10. RecommendationsBriefly state your recommendations and outline your proposal, cost, advantages, and risks. Tip: Summarise your recommendation/proposal, advantages, costs, advantages and risks as you have previously listed under each of the following headings. Recommendation & ProposalI recommend that the business adopt the new technology to facilitate different activities within the business set-up. I propose that all finance applications should be checked on a weekly basis.CostThe profit is maximized. Advantages-Easy transfer of funds-Easy communication within the businessIntangible Advantages-Improvement in workplace culture-Less employee turnover-High productivityRisks-Data loss-Theft of client’s details |
| 11. Plan to introduce Cloud ComputingOutline the plan to introduce your project into the business. As a guide, use the 5 headings listed under project components on p105-106 of the textbook.-All the desk top, network devices, cables, power installation should be installed first.-all the applications that will be used by the organization to be set up after hardware installation.-Then the software should be secured and all security threats removed.-Enter all data of the business.-Back up the data on cloud by use of cloud computing. |
Q6c.
Video role play task
This is a video assessment activity.
This task is designed to assess your ability to:
- Student greets the managers appropriately and professionally
- Student engages with the managers about the business’s computing needs
- Student waits for their business case/proposal to be accepted
- Student communicates highlights of their plan effectively
- Student engages with manager regarding training
- Student must influence manager to adopt a positive attitude re: learning
- Student uses clear yet professional language
- Student engages in dialogue (question and answer exchange)
- Student mentions next steps in process
Prior to submitting the video, ensure all participants are visible and audible throughout the video
Scenario
Roles:
This role play has three roles:
- You
- General Manager: Alvin
- Store Manager: Alexandra Fisher
Scenario:
You’ll need to present a brief overview of some key aspects of your business case to your boss, the General Manager, Alvin Anderson, and one of store managers, Alexandra Fisher to get them to (enthusiastically!) agree to your plan.
Remember, Alvin considers two out of the five managers to be tech-savvy. That means three might be a bit scared of a major change like the one you’re proposing.
In your meeting, you’ll discuss:
– The general computing needs of the business
– Your business case (briefly; especially think about the basics from parts 2, 4, 5, 6, 10 & 11 of your business case)
– The managers’ different training needs (remember, you’ve outlined some options in your business case at part 6)
Required Task:
Download the role play script.
You will need at least one partner for this exercise, to read/play the parts of the other stakeholders. Give them the role play script titled ‘Cloud computing meeting’. You only need one partner; they can read all the parts other than yours.
Record your meeting with the managers of The Antique Boutique. Follow the video recording processes you’ve used before (also provided on the LMS).
Note: Your video recording should only be a couple of minutes in length. If in doubt about how to video yourself , look at the tips (on the LMS) for video recording instructions.
Upload the video file of the role play at the same time as you submit your assignment document.
Please name your roleplay file with your surname followed by mod 3.4. For example, Smith Mod3.4
| General instructions:Students must perform with at least 1 other person. Using just 1 other person to play multiple roles is completely OK. Alternatively, you can use as many other persons as there are roles.The other person(s) can play multiple roles except for the role required to be played by the student.There is no requirement for the other person(s) to be visible in the video, so if your partner(s) would prefer not to be visible, that’s OK.The student must be visible throughout the video.All persons must be audible throughout the recording.Using a camera phone is often a quick and easy way to record the video.For the role play, we suggest the following:Have a quiet, private space where you can effectively record the video. This could be your spare room at home, an office at your workplace, or even a study room at your local library.Be appropriately dressed.When you’re conducting the role play, don’t forget about:Using appropriate body language and gestures, including eye contact Speaking professionally, and at the appropriate paceUsing plain EnglishListening without interruptingRespond appropriately to what is said. |
