Category: Business

Project Management

The case study simulates a project management scenario where the student takes on the role of project manager. Students are required to use project management software as part of this assessment task. The case information is not complete so where necessary students will have to make assumptions and argue the pros and cons for any recommendations they make.
If necessary, students are expected to find relevant information in the academic literature to justify their answers.
To assist students in their assessment solution development the following information is provided:
• Product development case description
• Specific assessment questions that must be answered
• Information regarding the submission of the assessment
• Marking guide
JJ Electronics Product Development Case Description
Background
JJ Electronics is a medium sized company that develops and manufactures electronic devices. You are an employee of JJ Electronics and work as project manager in the product development department. The people involved in this case are:
• You are Ms. Brown, the project manager.
• Mr. Howden is the Director of Product Development.
• Ms. Hodgson is the Director of Marketing and Portfolio Management.
• Functional line managers.
• Engineers and members of your project team.
You have been leading a small team of experienced electronic and software engineers conducting a technical feasibility study to investigate a new concept for an advanced, intelligent power monitor for the home market. The results of the feasibility study indicate that the concept is achievable, would be attractive to home owners and can be mass produced within the required budget.
You are planning to hold a M1 Milestone Concept Review meeting on 26th April 2013. (For the purposes of this assignment assume that this is next week.) If you assume that the project gets the “go ahead” at the concept review meeting, the M1 milestone represents the start of the project. The start date (and M1 milestone) should be on Monday 29/4/13.
The concept review is one of the milestones in the company’s product development process.
The potential for the new product was identified by the marketing department lead by Ms. Hodgson, Director of Marketing and Portfolio Management. Ms. Hodgson provided your small project team with a product brief and had also developed the business case for the product.
Schedule and Budget
Great Devices Milestones
The milestones your team will use are:
A. M1 Concept review (A go/no-go decision for detailed specification and design will be made at this milestone.).
B. M2 Design review (At this point the overall design will be complete and reviewed. A go/no-go decision for procurement will be made at this milestone).
C. P1 proto build start (Confirmation that everything is ready for the prototype build and that the product prototype is able to be manufactured with the quality level expected.).
D. M3 Testing complete (At this point the product quality has been verified based on the product validation testing carried out and the product has satisfied the regulatory approval tests. Assuming regulatory approval, production of 20 monitors for field testing can go ahead).
E. M4 Final review completed (A go/no-go decision. If all business areas are ready for market launch begin manufacture of devices in preparation for product launch). The schedule you are developing should stop at M4.
As the project manager you have accepted the tasks of creating the compiled project schedule and allocating resources. After M1 you hold a 2 day workshop with Mr. Software, Mr. Mechanics, Mr.
Electronics, Mr. Production, Mr. Documentation and Mr. Validation to plan the product development activities. They are members of your project team and very experienced managers and engineers
From the team workshop you have obtained the following information:
1. A work break down structure (WBS), resource estimates and some dependencies provided in Table 1 below.
2. Mr. Production did some preparations prior to the workshop and his input is summarized in the Activity-In-the-Box (AIB) network diagrams in Figure 1.
Note that the following abbreviations are used in the table below:
• Electronic Engineer (EE)
• Software Engineer (SE)
• Mechanical Engineer (ME)
• Test Engineer (TE)
• Technical Writer (TW)
• Production Engineer (PE)
• Printed Wire Board (circuit board) (PWB)
• Electromagnetic Compliance (EMC)
Table 1- Work Breakdown Structure
Activity
Description
Predecessor(s)
s or days of effort (and the type of resource required)
To be completed at the following milestone
PW: Planning Workshop
M1
2 days fixed duration. 1SE, 1TE, 1ME, 1 PE, 1EE, 1TW will be in attendance as described in the documentation
1. Requirements Gathering
1.1 Hardware requirements
PW
1 person-week of EE
1.2 Software requirements
PW
2 person-weeks of SE
1.3 Product requirement
specifications
1.1, 1.2
1 person-week of EE and 1 person-week of SE (Same resources involved in 1.1 and 1.2 – they will work together on the task 1.3)
2. Electronics
2.1 PWB outline
1.3
1 person-week of EE.
2.2 Component selection
Selection of electronic components.
2.1
2 person-weeks of EE.
2.3 P1 (Prototype 1) circuit
design and PWB layout
Creation of circuit diagram and PWB layout. Breadboard solution created. Must be started together with 2.2.
2.1
2 person-weeks of EE.
2.4 P1 electronics verification
tests
Electronic verification tests with the use of the P1 prototype.
P1 build complete
1 person-week of EE.
2.5 P1 Thermal verification tests
Verification that electronic heat generation and heat transmission through covers is acceptable with the use of the P1 prototype.
2.4
3 days of EE- fixed duration.
2.6 P1 EMC verification tests
Verification of compliance with electromagnetic compliance regulations with the use of the P1 prototypes.
2.5
3 days of EE – fixed duration.
3. Software
3.1 Design
3.1.1 Data acquisition design
Design of the data acquisition software
1.3
1 person-week of SE
3.1.2 User interface design
Design of the user interface
1.3
1 person-week of SE
3.1.3 Data Persistence (internal
and external) design
Design of the data persistence software
1.3
1 person-week of SE
3.1.4 Application functions design
Design of the software to perform the various application functions
1.3
3 person-weeks of SE
3.1.5 test harness
Design of the test harness software
1.3
2 person days of SE
3.2 Development
(note the effort for the tasks below include development and testing of individual modules)
3.2.1 Data acquisition software
development
Development and testing of the data acquisition software
6
2 person-weeks of SE
3.2.2 User Interface development
Development and testing of the user interface
6
2 person-weeks of SE
3.2.3 Data Persistence software
development
Development and testing of the data persistence software
6
2 person-weeks of SE
3.2.4 Application functions
software development
Development and testing of the software to perform the various application functions
6
6 person-weeks of SE
3.2.5 Test Harness development
Development and testing of the test harness software
6
1 person-week of SE
3.3 Integration Testing with Test
harness
3.2.1, 3.2.2, 3.2.3, 3.2.4, 3.2.5
1 person-week of SE
3.4 Integration and module testing
with prototype hardware
3.3, 9.5 (prototype hardware) built and tested)
1 person-week of TE
4. Development of Test Plans
3.1.1, 3.1.2, 3.1.3, 3.1.4,
1 person-week of TE and 1 person-week of SE (working together 100% of their time for 1 week)
5. Mechanics
5.1 Industrial design
Design of the industrial design for the device. Must be started in parallel with 1.1 and 1.2
M1
2 person-weeks of a ME/industrial designer.
5.2 PWB outline modifications
Modifications of the PWB to fit the industrial
5.1, 2.1, 22, 2.3
1 person-week of ME.
design, new components and usability requirements.
5.3 P1 mechanical CAD design
CAD design of mechanical plastic parts and metal parts for the device.
5.2
2 person-weeks of ME.
5.4 Tolerance stack analysis
Analysis of the mechanical tolerance stacks compared to part tooling and moulding capabilities.
5.3
1 person-week of ME.
6. Review of Designs and Test Plans
4, 5.4
3 days fixed duration. 1SE, 1TE, 1ME, 1 PE, 1EE, 1TW from the team will be in attendance.
M2
7.Validation and Regulatory Approval tests
7.1 Product validation tests
Test of product against reliability to various standard tests like drop and humidity, safety and end user requirements.
3.4, 2.6
1 person-week of TE
7.2 Technical Construction File
compilation
Creation of documentation for regulatory approvals.
7.1
1 person-week of TE.
7.3 Regulatory approval tests
Approvals from regulatory authorities.
7.2
4 weeks by regulatory authorities, Fixed duration. Assuming approvals this is M3 milestone.
M3
48.Documentation
1.3
3 person-weeks of TW
9 Prototype1 build
(see figure 1 for details)
10 Production of 20 monitors
M3
4 days fixed duration of PE
11 Field testing of 20 monitors
11.1 field testing
Field testing – 20 monitors in use
10,8
1 month fixed duration – no resources allocated
11.2 field test report
Analysis of results of field testing (and production of report)
11.2
1 week fixed duration. 1 TE, 1TW involved 100% of their time for the week
12. Final Review
11.2
2 days fixed duration (Senior management review – do not allocate team resources to this activity)
M4
Figure 1 – Activity in Box Network Diagram for Production
All durations shown in figure 1 are fixed durations.
Note to students: When you develop the schedule, you are only required to allocate the project team members as resources. You are not required to allocate yourself (the project manager), members of senior management involved in review tasks or suppliers.
Available Resources
The available resources are listed in table 2 below.
Table 2- Available Resources
Resource
$/hour
Number Available
Electronics Engineer
$90.00
2
Software Engineer
$85.00
4
Mechanical Engineer
$75.00
1
Test Engineer
$85.00
1
Production Engineer
$100.00
1
Technical Writer
$60.00
1
The functional managers have assured you that the engineers are able to do all the tasks within their engineering field (i.e. there are no differences in the abilities of the different engineers).
P1 component lead-time
9.1
3w
Suppliers
M2
P1 PWB manufacture and delivery
9.2
2w
Supplier
P1 mechanical part lead-time
9.3
2w
Supplier
P1 assembly and production test preparation
9.4
3w
Production Engineer
P1 prototype build + prototype tests
9.5
1w
P Engineer
P1
Additional Information
In addition to the work breakdown structure and AIB network diagram you have collected the following information:
• The project booking of the proto build (task 9.5) will have to be carried out at the latest two (2) weeks in advance of the build. This is the lead time required to include builds in the manufacturing master’s production schedule.
• The booking of the regulatory approval test house (task 7.3) has to be carried out 6 weeks prior to the approval testing.
• The following 2013 public holidays are to be observed in Queensland after the start date of the project: 10 June – Queen’s birthday; 7 October– Labour Day; 25 December – Christmas Day; 26 December – Boxing Day.
• JJ Electronics normally schedules all work by their staff and contractors on an eight hour day working Monday to Friday (except public holidays).
You are aware that there are items you did not address at the project workshop and that you may need to make some assumptions to complete your schedule and budget. Make sure that you list any assumptions you make at the beginning of your assignment submission.
Assessment Part A
For part A of the assessment you must complete the following tasks and questions. Read all the questions before you commence the tasks.
1. Mr. Howden has asked you to use Microsoft Project to develop the project schedule and to include the milestones at the top of the task list in your schedule. Develop the schedule and make sure that you
i. Include the milestones at the top of the task list (underneath the project summary task at the top of the task list).
ii. Include the resource allocation details on the schedule.
iii. Resolve any resource allocation issues. Assume that the project is constrained to the resources listed above.
iv. Have an appropriate project name at the top of the task list and have all other tasks indented below this heading. Note that by having the overall project summary task and the milestones at the top of the task list the automatically generated outline numbers / WBS numbers will not correspond to the WBS numbering in the specification. However, you should introduce a WBS column and manually enter the numbering required to keep the work breakdown numbering specified in the assignment. The WBS column should be placed before the task column.
v. Make sure that the Queensland public holidays are not included in the available working days for your project.
2. In this question you must identify the critical path in your schedule.
i. The bars of the tasks on the critical path must be automatically highlighted in the Gantt chart view of your project schedule (in the .mpp file). The marker should be able to view all tasks in the project when they open the .mpp file.
ii. List the tasks on the critical path in your answer to this question in the Word document.
3. a) Include additional “milestones” (tasks with 0 duration) in your schedule to show the latest date you need to contact:
i. the production manager to ensure that the facilities are booked for the prototype build.
ii. the type approval test house to ensure that the facilities are booked for the type approval.
Note that these additional milestones should be listed at the end of the milestones list at the start of the project and should be highlighted in the task list in yellow using the “background colour” icon on the task ribbon. This is to allow your marker to locate them easily.
b) According to your schedule when is the latest date that you need to contact:
i. the production manager to ensure that the facilities are booked for the prototype build?
ii. the type approval test house to ensure that the facilities are booked for the type approval?
4. Write a memo to the director of product development, Mr. Neilson, outlining
i. the expected completion date of the project, assuming it commences after the M1 concept review;
ii. the duration of the project
iii. the factors that cause the project to require the estimated length of time
iv. the estimated labour costs of the project after the M1 concept review. This should be presented in tabular form with a total cost for each of the following: planning workshop, requirements gathering, electronics, software, mechanics, validation and regulatory approval, documentation, prototype build, production of 20 monitor, field testing, final review and the total for the whole project).
5. Generate a “who does what report” using the Microsoft Project reporting facilities. The start of a “who does what report” for a different project is shown below. Include a screenshot of your “who does what” report as the answer to this question in your Word document.
6. Suppose that there were no constraints with respect to budget or resources, is there any way that the overall duration of the project can be shortened without removing any tasks or reducing quality? Justify your answer. Be specific. For example, specify tasks that you might target to shorten their duration and for each task explain :
i. why you would target that task
ii. what you might do to reduce the length of the task
iii. any impact or implication that the change might have on your project (other than reducing the duration).
You may also make suggestions that do not target specific tasks and again you should be specific, justify your suggestion and describe any implications that would need to be taken into consideration.
You must discuss at least two options for reducing the overall duration.
7. This question relates to risk management.
i. Describe in general terms how the project manager should manage risk throughout the project.
ii. Identify at least two risks for this project and how they might be managed.
8. a) Describe the procedures that the project manager should follow to manage the budget and to ensure that the project is completed within budget.
b) If you were the project manager and you found that the project was going over budget, what would you do? Note that it is not sufficient to say “take corrective action”, you need to make specific suggestions about the action you would take and make suggestions about how you might be able to reduce costs.
Assessment Part B
Mr. Production reviews your project schedule and requests the participation of one engineer from each of the following functional areas at the P1 (prototype 1) build: production, electronics, software and mechanics. Their involvement will not impact on the duration. You will have to update your schedule as you agree with this proposal.
You are now 2 weeks after the M1 milestone and you are advised that a new component supplier has been selected by the company and that the new supplier guarantees delivery 2 weeks after the order is received and not the 3 week lead-time required by the original supplier.
In addition the software engineer has completed the detailed software specification. However, this has meant that the estimated time for the development of the software application functionality is expected to take 8 weeks, not 6 weeks. The test engineer has also requested an extra week for integration and module testing with the hardware.
Based on the additional information given above complete the following tasks:
1. Amend the project schedule incorporating the request from Mr. Production, the change to the delivery time for the display and the new estimated times for the software tasks. Check that there is no resource over-allocation as a result of the changes and if necessary resolve any such issues.
2. Describe the impact of each of the changes upon the project? (For each change describe the impact of the change on both the schedule and budget).
3. This question is about the new critical path.
i. What is the duration of the critical path now?
ii. What is the expected finish date for the project now?
iii. Is the project duration longer, shorter or the same as the original estimates (part A) and if it has changed then by how much?
iv. List the tasks that are now on the critical path and make sure that they are highlighted in the Gantt chart view in your schedule.
4. Has the overall cost of the project changed? If so, by how much?
Assessment Part C
You have been advised that there will only be three software engineers available for the project.
1. Modify your resource details so that there are now only 3 software engineers available.
2. a) Does this result in a resource over-allocation issue in your schedule?
b) If so, resolve the resource over-allocation issue. If not, explain how you would resolve a resource over-allocation issue using Microsoft Project.
3. Has this change impacted on the duration of your project? Explain why/why not.
4. Has this change impacted on the sensitivity of the network? Explain why/why not.
Assumptions
You are free to make any assumptions necessary to complete the assignment. However each assumption must be justified and stated clearly in your assessment word document. Marks will be deducted for any unreasonable assumption or for stating an assumption and then ignoring it in your assignment.
Submission of Assessment
The assignment is to be submitted as four separate files using the electronic assignment submission system that can be accessed from the assessment item 2 link on the course website. The four files to be submitted are:
1. The Word document with the assumptions and solutions to the questions for Part A, Part B and Part C.
2. The Microsoft project files created for Part A, Part B and Part C. Please ensure that the names of these files clearly indicate their purpose, e.g. JJ_Part_A.mpp, JJ_Part_B.mpp and JJ_Part_C.mpp.
Marking Guide for Assessment item 2 – Individual Case Study
Assignment Question
Criteria
Marks available
Marks awarded
Part A
Q1
The adequacy of the Project Schedule
• Tasks; correct WBS; overall summary task; auto scheduling
• Durations/effort
• Resources allocated (+ no over-allocation)
• Milestones
• Predecessor relationships
• holidays

Critical path highlighted and tasks listed
Appropriateness of the Written Memo and all information correct according to the schedule

Who does what report

Details on shortening the Project

Risk management

a) Procedures to manage budget.
b) What you would do if you found that the project was going over budget.

The adequacy of the amended Project Plan (+ ensure no resource over-allocation)

Discussion of the impact of each of the changes (for each discuss impact on budget and duration)

The new critical path and comparison with Part A
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Marketing strategy

Subject: Tourism
Firstly, our team picks the Hyatt Regency Birmingham hotel.
Building on your findings and conclusions in part A, you are required to write an individual report outlining a suggested marketing strategy, focusing in detail on one of your target markets for the future marketing direction of your chosen organisation in dealing with the issues and\ or problems identified in part A.

• Clearly identify the chosen target market of the hotel, making reference to any relevant motivations and trends
• Summarise the marketing issue(s) opportunities or challenges faced by your organisation in attracting your chosen target market
• Clearly identify and discuss the image and positioning strategy required for your target audience
• Clearly identify and discuss other key marketing strategies relevant to your future success
• Clearly outline a tactical marketing campaign, discussing in detail any relevant marketing mix activity. You should make specific reference to any promotional/communication mix activity and consider any specific interactive marketing needs, taking into account latest best practice of e-marketing techniques
• You should discuss any potential issues/problems with the implementation, control and measurement of your ideas

BTW
Our PPT includes some information:

Customer Analysis
What are the motivations and determining factors affecting your key customers? Who are your potential target markets and customer segments?

Delivering the Value Proposition
What is your customer value proposition? Do you have the available resources to deliver this? How does your organisation measure up to the critical success factors?

Current issues with image and branding
What is the current brand image? Does your online value proposition contribute? What are the image related problems/issues affecting your organisation?

Competitive market issues and emerging trends
Competitive analysis – strategic groups and market trends. How do you compete with against your key competitors and which key industry and consumer trends are affecting your industry/business

 

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Product Evaluation

Subject: Business
This assignment will require you to evaluate, analyze, a fast food restaurant based on the topics listed below. You are required to observe, evaluate and analysis the following issues.

1. What product or service was evaluated? Discuss and point out several specific examples of the product or service based on the 4p?s of marketing(price, promotion, place and product)
2. What aspects of the product or service had a positive influence on your perceptions of your overall experience?
3. What aspects of the product or service experience had a negative influence on your perceptions of your overall experience?
4. What other aspects of the physical evidence were present in the purchase of your product or service?
5. What recommendations would you make to improve the overall product and customer service experience?
6. Investigate and Analyze the Company?s History and Growth
7. Identifying Strengths and Weaknesses Within the Company

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43

Hermaphroditism: Overview and Effects on Development

Paper instructions:
Using APA style, your final paper will explain a developmental/psychological disorder prevalent in infants and children under age three in 10- 15 double spaced pages. The paper should include: known causes, symptoms, diagnostic tools, effects the disorder may have on areas of development discussed in class (Perception, Concept formation, Play, Language, Building Relationships, Intelligence, Academic Skills), effective treatments and/or interventions, and relevant current research related to the topic.

 

 

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PETCO’S Business Strategy
1. Identify or infer the organization’s current mission, major business objectives, and strategies (especially corporate-­‐level and competitive strategies). Evaluate the effectiveness or appropriateness of these strategies, including the organization’s portfolio of businesses (for diversiVied Virms) and competitive strategy -­‐ don’t just describe them. Evaluate its performance (refer to its ROIC, growth rate, proVit margins, etc.). BrieVly summarize how well the organization has been performing against their objectives and in general.

2. Analysis of the External Environment
Scan and analyze important factors, trends, and probable future conditions to identify key opportunities and threats for the organization.
• General Environment: What are the TWO most important general and signiVicant trends in the
environment of the Virm? How will they affect the Virm?
• Business Environment: Industry structure and competitive environment (use Porter’s 5-­‐force model,
the extended version if appropriate, the industry opportunities framework). Include industry growth trends, key success factors. Is the industry attractive? What are the TWO most important threats and the TWO most important opportunities in the Virm’s industry?

3. Scan and analyze each of the major functional areas, particularly to identify the organization’s strengths and weaknesses. What are the TWO most important resources and/or capabilities that the Virm has? Are they valuable/relevant, rare/scarce, inimitable/durable/transferable/non-­‐substitutable/costly to imitate? Add value beyond mere description to ask and evaluate, how well is this working? Look for distinctive competencies, sources of competitive advantage, and major ways the organization creates value through its operations. The following Vive areas are one convenient breakdown. Listed under each are some topics that could be important, but don’t consider these as a mandatory checklist.
4.Integrate the major Vindings from your analysis in the previous two sections. State clearly the most important (ONE) major critical issue you have identiVied, and summarize the reasons that led you to choose it as the major critical issue. What is the issue? And why is this issue the most critical? You may also discuss a few other issues, but please make it clear which you have chosen as the critical issue. A critical issue may include problems, threats, or weaknesses (occasionally opportunities), but will more likely involve the interaction of several of these (e.g., a Virm’s current strong market position being challenged by an innovative competitor). Consider both short-­‐ and long-­‐range issues.
5. Available Alternative Strategies

Present TWO strategic alternatives available to the organization that can be considered reasonable in the context of your analysis/diagnosis. This does not mean listing every textbook strategy, but does require identifying a range of alternatives for this particular business situation, showing understanding of the current strategies. Consider corporate level strategy, competitive strategy, and (possibly) other functional

 

6 strategies. In addition to identifying an alternative, provide a balanced critique of the alternative, as it relates to the situation, for example: issues and problems addressed by the alternative, problems created, and how the alternative relates to the strengths, weaknesses, opportunities, and threats of this business situation. Be sure to consider implementation implications. As you perform this part of the case analysis, you should make clear which is the best strategy.

7 Present a speciVic strategy recommendation. The recommendations will be chosen from the two alternatives presented and evaluated in the previous section. There should be recommendations for corporate level strategy, competitive strategy, and (if not already covered in the previous two subsections) other strategies to address the critical issues you identiVied (with a subsection for each of these three). Be sure to include the rationale for your choices and that you have considered the availability of resources to carry out your proposed strategies. These actions can be reafVirmation of, replacements for, or changes in, current objectives and strategy. Check to ensure that your recommendations have addressed all the critical issues you identiVied.
As you prepare the report;Consider the below;

• Assume the reader (your top management client) is at least as familiar as you are with the
organization/case (therefore, don’t waste time describing the case details without adding value).
• Avoid the common trap of exhausting yourself with too much analysis, and consequently short-­‐
changing the conclusions and recommendations. Instead, keep in mind the whole report and balance
your effort among the sections.
• Use the quantitative data in the case to full advantage (if there are Vinancial data, you must include
analysis and conclusions from it). Support your analysis with numbers whenever possible. (For example, if you believe that the Virm has a competitive advantage, include in your analysis at least some of the following: What are the Virm’s net margins over the last several years? What are Returns on Equity, Returns on Assets, Return on Invested Capital? Compare with the competitors’ ratios.)
• Distinguish among facts, opinions, and assumptions.
• Check your work for completeness (are all issues identiVied and addressed?), justiVication (do you back
up what you say with evidence?), logical Vlow (is it clear how you moved from analysis to critical issues
to alternatives to recommendations?).
• Organization is important. Think of the reader as you write and edit; make your report easy for the
reader to follow and understand. Use headings and paragraphs. Check spelling and grammar.
Carefully edit and proofread your report.
• Use lists, tables, and Vigures as appropriate to communicate.
• Write this as a business report and don’t turn in anything you would not be willing to deliver to the
president of your most important consulting client company.
• The length of the report should be about 1500 words (excluding Appendices, and Executive Summary).
• Margins: 1 inch all around; Font: Cambria; Font Size: 11; Single Spaced.
• Email the report. Include in the Subject: 497 “Section Number” “the name of your company”. Name the
attached document YourLastName_FirstName.doc (or .pdf)

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ACT MOTORCYCLE DEALERS: HELPING MIKE SELL MORE BIKES MORE

Subject:

Business
Background
ACT Motorcycle Dealers (AMD) is a well-established but very traditional small to
medium business enterprise (SME). They have been selling (and servicing)
motorcycles, quadbikes and riding equipment for over 30 years in the Canberra and
Queanbeyan district. Their Business Information Systems (BIS) are fairly simple and
could possibly do with an overhaul to help Mike sell more bikes!!!!!
The scenario: You are a consultant for ANUCONs, an IT consulting organisation that
has been appointed by Mike Stoner to provide advice and guidance on the potential
revamp of IT systems at AMD.
Mike started business by selling mainly Kawasaki motorcycles, and later picked up the
local Honda motorcycles franchise. In 2007, Lack-of-Action Motorcycles sold their
Canberra dealership (including the Yamaha and Suzuki franchises) to Mike, and he now
consequently has all the Japanese motorcycle manufacturers’ products under his
company banner.
In 2011, he also acquired the agency rights for Ducati, Husaberg, BRP Can-Am
Spyders and KTM motorcycles in Canberra. Operating in a regional area, AMD sells
lots of dirt bikes, farm quad bikes and even some golf carts. Mike also sells finance and
insurance packages for all his vehicles, and has close relationships with financial
institutions like QBE and Swann Insurance groups.
AMD is also a stockist and sales agent for a number of apparel and accessories
companies including DriRider, Alpinestars, DragginJeans, Dainese, Shoei, AGV, and
Fox. Interestingly to date, AMD has elected not to sell apparel and accessories’ using
the online channel, but this is now becoming an attractive option given some of the
competition for sales.
One of the growth areas for Mike and his team has been the service centre and spare
parts business. The AMD service centre does a range of work including spare parts
orders and sales, full service and rebuilds, dynamometer tuning, race bike preparation,
road worthy inspections, and warranty work. Having several companies (including four
giant Japanese and two high profile European motorcycle manufacturers) supplying you
all different types of products can be difficult, and possibly there is some scope for
business systems integration.
Annual Revenue for the business is approximately $25 million, with a staff expenses bill
of around $3 million. AMD has over 15,000 customersin the region. Any new IT system
initiatives must have the potential to increase revenue to the value of at least $250,000
per year.
Six Areas to look at in the assessment
Some areas where you might focus some attention andresources:
1. IT Strategy and Planning.While Mike started small, his business is now very
big and continues to grow. Some planning for the future might be considered
useful. The idea might be to see what business areas have value that is yet to be
unlocked using technology;
2. Data Management and Enterprise Systems.With such a large and growing
business, Mike and his team are now handling a large volume of materials and
materials data (eg, spare parts, pricing, labour rates, sales). This means that the
supply chain and associated data needs to be managed in some coordinated
way (eg, spares management software) and systems need to talk to each other
(eg, AMD systems need to communicate and exchange data with Honda’s
systems; Inventory Bullwhip maybe a problem). Some ideas and solutions to
assist Mike with this part of his business might behelpful;
3. E-Business and E-Commerce.In order to expand his business Mike has been
considering getting into the online motorcycle accessories market for some time.
Examples of what he is up against are offered at the websites below. Some
analysis and recommendations as to how Mike might set this up would be
considered a useful first step in the right direction;
4. Mobile, Wireless and Social Media Systems.Mike has always been intrigued
by the use of mobile and wireless systems for the exchange of information with
customers and suppliers. Unfortunately, being ‘old school’, means he has not
had a lot of experience with these types of technologies. The use of social media
is also something that must be considered as many of Mike’s customers are
heavy Facebook and Twitter users. Some options for how these technologies
and systems might be integrated into his business might be useful;
5. Customer Management.AMD is lucky in that it has a great name in the local
area and has a very loyal group of customers. Many customers return year after
year to either buy new products or have their current ones serviced and
maintained. However, Customer relationship management (CRM) has not been a
strong point for Mike and his team. There is an estimate that a good CRM
system may increase AMD net revenues by $279,000 per year. Some advice on
the way forward for a CRM system may help to get this aspect of the business
right;
6. Business Security and Continuity. Some of the other things that have
escaped Mike’s attention is the need for securing all his business information,
and the potential problems that might occur if his facilities were to suffer a
catastrophe like the Canberra bushfires. He desperately needs to understand
what might happen if his business or systems suffered a major failure. As an
estimate, he may lose around $250,000 in revenue gains per year for three years
as he seeks to recover from a major event. Some timely advice may just jolt him
into taking some long needed action.
Online motorcycle accessories market players:
http://www.bikebiz.com.au/
http://www.mcas.com.au
Your Task
You will develop a document for Mike and his team of employees on the possible
benefits and disadvantages or difficulties for managing the transformation of his
business information systems, noting that small to medium size enterprise resources
are often limited. At a minimum, you must deliver the following:
1. An IS/IT strategic plan for AMD (Area 1);
2. Selecting any two of the five non-strategy areasfrom above (Areas 2-6), provide
a detailed analysis and discussion of what each operational managerial or
system element (eg, e-procurement system) would entail (remembering that your
audience is a small business owner and his employees who are not necessarily
familiar with what IT is about). The analysis and discussion of each system
element should include: (i) the problems and issues being addressed, (ii)
management and organizational issues and challenges that would need to be
addressed, (iii) the risks and rewards of undertaking the work, (iv) the scope of
the systems and technologies to be implemented, and (v) the systems
development and change management approaches to be adopted. Note: You
must also include a discussion on how the three elements you did not select will
be factored into the overall IT plan going forward.
3. Outline your precise recommendations, including how to proceed for delivery of
the new system elements; and
4. Provide any other relevant analyses or points that may arise, such as (for
example, but not necessarily only) whether similar IT approaches may work in
other less or more sophisticated businesses.
Assessment Structure

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6
Topic: Research Method Hospitality and Tourism

Subject:

Tourism

Do a survey but not actual survey just made up questions
Include the survey sheets
Should be done in hospitality not tourism

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Managing Information and Technology

Subject:

Business

INSTRUCTIONS TO CANDIDATES:

You are required to perform the following tasks:
Given the dynamism of today?s market and the ever increasing degree of competition globally, produce a critical assessment of the role of IT in generating competitive advantage.

Your assessment should include appropriate application of the primary and secondary activities of Porter?s value chain and show how information systems could aid management of organisations to achieve the objective of gaining competitive advantage.

Pick any business (company) you like. >>> (not a big business)>> (local business such as coffee shop,restaurant,or any business on the street)

How IT help the business get competition advantage?

Could IT help Inbound logistics in business? and how?

Could IT help operations in business ? and how?

Could IT help outbound logistics in business? and how?

Could IT help marketing and sales in business? and how?

Could IT help services in business? and how?

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Description of Assessment Requirements

You are required to produce a critical assessment of the role that IT plays in organisations in their pursuit of gaining competitive advantage

Through addressing the set requirements of the assignment, students are expected to demonstrate course concepts and ideas studied in the course. In addition, students ought to demonstrate their analytical skills, and communicate using management terms or language.

The assignment requires students to provide both theoretical and practical knowledge, and therefore requires adequate research work.

The report should typically include:

1. An executive summary (Maximum 200 words)
2. Table of contents
3. Main body of the report
4. Listing of references/bibliography

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Module Learning Outcomes to be Assessed:-

1. Understand the role, identity, and relationship of information systems to business and business processes, to organisations, and to management and management functions within economies and the wider dimensions of the global economy
2. Understand and define the role of networks, data and information handling, network technologies and their use, in modern business and organisational environments
3. Identify, describe, and discuss how information technologies contribute to the role, position and function of business, organisations, and economies in contemporary environments
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