Maintain ICT policy and procedures

Assessment 1

Presented to:
Tim Churilin
Trainer

Jose Miguel Celis Pineda

16254

WELLS INTERNATIONAL COLLEGE

ADVANCED DIPLOMA OF INFORMATION TECHNOLOGY BUSINESS ANALYSIS
SYDNEY, AUSTRALIA
2019
 Contents
Scenario 1:............................................................................................................................................... 3
TASK ........................................................................................................................................................ 4
Scenario 2 (additional to scenario 1) ...................................................................................................... 6
Industry consultant’s report ............................................................................................................... 6
Senior manager’s meeting .................................................................................................................. 6
Tender submissions ............................................................................................................................ 7
Business name – Home Espresso Traders........................................................................................... 7
Venture: Financials –........................................................................................................................... 8
Able to provide access to due diligence materials?............................................................................ 9
Business name – Ambrosia Coffee Roast ............................................................................................ 9
Venture: Trend analysis ...................................................................................................................... 9
Able to provide access to due diligence materials?.......................................................................... 10
Business name – Java Estate ............................................................................................................. 10
Venture: Trend analysis – ................................................................................................................. 11
Able to provide access to due diligence materials?.......................................................................... 11
TASK ...................................................................................................................................................... 11
Allies Statement ................................................................................................................................ 12
Home Espresso Traders ................................................................................................................ 12
Java Estate......................................................................................................................................... 12
Scenario 3.............................................................................................................................................. 13
Task ....................................................................................................................................................... 13
Scenario 4.............................................................................................................................................. 13
Task: ...................................................................................................................................................... 13
Scenario 5 Copying Design .................................................................................................................... 14
Task ....................................................................................................................................................... 14
Scenario 6: Privacy policy...................................................................................................................... 14
Task ....................................................................................................................................................... 14
Scenario 7: Acknowledge services and products correctly ................................................................... 15
Task ....................................................................................................................................................... 15
Scenario 8: ACS code of conduct .......................................................................................................... 15
Task ....................................................................................................................................................... 15
 Scenario 1:

You have been the General Manager of MacVille’s successful import/export business centre in Sydney
for the past two years. You have been asked by the Board to assist in the development of a strategic
plan by initially conducting a review of the vision, mission and values of the organisation.

You review the annual report for the previous year, and note the following statement by the Chair of
the Board:

‘Within the next five years, MacVille will become a national brand, and will be accepted as an
integral part of the hospitality industry, perceived as a key component in the success of hospitality
establishments, both large and small.’

‘MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and
sustainability needs of our hospitality clients who, in turn, rewards us with profits that will allow our
stakeholders and the communities in which we operate to prosper.’

Being part of the management that assisted in upholding the values of the organisation, you have
been made very aware of the Chair and Board’s views on the following values and, after reviewing
your papers and reports, you speak with the CEO, who replies:

’MacVille’s values have been the same for as long as the organisation has existed. For our
stakeholders, it has always been about stewardship and to adhere to professional and moral
standards of conduct in all that we do. For our people, we are committed to encouraging self-
directed teams, we cultivate leadership and maintain high levels of safety. Externally, we are
committed to wise environmental practices and offering meaningful value to our customers.’

Later in the review process, you were presented with an opportunity to discuss the application of the
vision, mission and values with the CEO again. This time, you were more interested in researching
what had changed since the last strategic vision was formulated.

The CEO explained:

’In the past few years, since the last strategic plan was formulated, there has been developments in
new areas that were not clearly recognised when developing the last plan. These changes are
becoming an important part of our operations on a daily basis, and should be reflected in our vision,
mission and values.’

The CEO further explained:

‘There is a real need to incorporate innovation into our mission because it has been an outcome from
the self-directed team’s directive. Finding new ways to improve the efficiency of processes and
effectiveness of customer solutions has become a priority. There has always been a need to evaluate
what we were doing, to continually challenge our methods and ask how we can simplify and improve
our business. We should never rest on our laurels but instead constantly innovate and raise our
standards, because we are not afraid to try new ideas and concepts. The organisation needs to
embrace strategic alliances and to seek out new partnerships that support and promote our mission,
desired outcomes, and strategies.’

When prompted for further changes that had taken place, the CEO stated:
 ‘MacVille needs to identify more closely with the community it serves. We need to be a good
corporate citizen that recognises our responsibility to be active participants in our local communities,
and even donate a % of profits every year to a wide variety of community and non-profit
organisations.’

TASK
For the case study information provided above, you need to summarise:

 The established (written) vision and mission of the organisation

Mission: “MacVille is in business to provide espresso coffee machines that meet the efficiency,
reliability and sustainability needs of our hospitality clients who, in turn, rewards us with profits that
will allow our stakeholders and the communities in which we operate to prosper”.

Vision: “Within the next five years, MacVille will become a national brand, and will be accepted as an
integral part of the hospitality industry, perceived as a key component in the success of hospitality
establishments, both large and small”.

 Current practices of the organisation and, in particular, whether they support the mission
objectives of the organisation, or point to potentially new objectives for the organisation:

“There is a real need to incorporate innovation into our mission because it has been an outcome from
the self-directed team’s directive. Finding new ways to improve the efficiency of processes and
effectiveness of customer solutions has become a priority. There has always been a need to evaluate
what we were doing, to continually challenge our methods and ask how we can simplify and improve
our business. We should never rest on our laurels but instead constantly innovate and raise our
standards, because we are not afraid to try new ideas and concepts. The organisation needs to
embrace strategic alliances and to seek out new partnerships that support and promote our mission,
desired outcomes, and strategies”.

After you have developed this summary, you need to meet with a key stakeholder/strategic planning
consultant (your Trainer) to discuss the vision and mission as you have identified it. You should also
check that they agree with your findings. Summarise, in dot-point form, your discussions with the key
stakeholder/consultant and ensure that this includes any recommendations they made.

After this meeting, you need to draft an email to the other stakeholders in your organisation, using
the headings described below:

1. Existing vision and mission: From the case study information provided, describe the existing
mission and vision statements.
2. Current approaches: From the case study information provided, and your meeting with the key
stakeholder/consultant, describe the current organisational understanding and enactment of the
mission and vision statements.
3. Revised vision and mission: Based on steps 1 and 2 above, develop revised vision and mission
statements that reflect the current organisational requirements.
4. Organisational values: Based on the case study information provided, step 2 above, and
reflecting on the revised mission/vision statements (from step 3), describe the organisational
values required to support the revised mission and vision statements.
E-mail

To Stakeholders/consultant:

I am writing this e-mail to give a brief resume of the meeting we had with the strategic planning
consultant which took place at our office on March 28th, this to discuss about the past mission and
vision that we identified at MacVille’s.

As a MacVille’s mission statements it was focus on the efficiency of the espresso coffee machine and
always looking to full fit our client needs, on the other hand its vision was projected in five years
working to be recognize as a national brand and being a success pioneer of hospitality establishments.

Within the meeting we identified the following:

 Expanding the imports to include coffees
 Be pioneer of environmental conservation
 Expand the range to include hospitality assets

With that information we worked to develop and update the mission and vision as you can see below:

As an environmental conscious company MacVille is happy to bring the best coffee experience to our
customers using espresso coffee machine that work efficiently and gives an excellent quality product,
encouraging a recycling behaviour inside our place and receiving the acceptance and retribution from
customers.

Macville will be recognize not just for be the pioneer of the hospitality industry but also for work in
favour to the conservation of our natural resources, always willing to learn and implement new
technology that helps us to reduce energy consumption and be an environmental friendly coffee
place.

After a deep revision of the statements describe above, we were focus on the following values:

 Work for environmental conservation.

 Honesty, Integrity, Reliability, Excellence.
 Customer service.
 standards of quality of products and services.

For more information, please find attached to this email the following:

● Revised Mission Statement.pdf

● Revised Organisational Values. pdf

Sincerely,

Miguel Celis Pineda

Consultant
 Scenario 2 (additional to scenario 1)

Having completed MacVille’s review of the vision, mission and values, you should then consider the
environmental factors that could impact on MacVille’s goals and objectives. To help you with this
assessment, you are provided with an industry consultant’s report that contains a recent and
comprehensive review of the industry and general operating environment.

Industry consultant’s report

You have noted the following points from the report.

 New commercial espresso machines are being developed that use 30% less energy to run,
with an innovative and more efficient heat exchanger.
 Planned changes in trade, where all tariffs on imported goods, including espresso coffee
machines, will be removed in line with the government’s free trade policy.
 The development of the home consumer market for consumer espresso machines is
experiencing high growth.
 There is a lifestyle trend towards eating out more frequently as the population ages and
becomes more affluent.
 A steady population growth rate is predicted for Australia, from 22 million in 2010 to 36 million
in 2050.
 The prediction of a strengthening Australian dollar against all our major trading partners over
the next few years is a concern.
 Higher-than-expected growth in the economy is predicted, as a result of a resources boom.
 A carbon tax has a strong possibility of being introduced on all energy-intensive products used
in a commercial enterprise.
Senior manager’s meeting
At a meeting with the CEO and other senior managers, the following points were noted in regard to
the operations of MacVille. In response to your question about how effectively MacVille adds value to
its products and services, the following responses were agreed
by all.

 Inbound logistics is a problem, due to the lack of experienced personnel in importation and
customs operations. The lack of solutions from Human Resources management has meant
that delivery timelines are sometimes delayed because the proper procedure was not
followed.
 The operations of MacVille is an area of strong value-add, with the state-of-the-art
Management Information System (MIS) forming part of MacVille’s infrastructure. The MIS has
allowed for sound corporate/strategic planning, along with strong internal controls in
accounting and finance.
 Outbound logistics is an area that could be improved. Currently, MacVille relies on a three-
year contract with a delivery firm to deliver its goods to customers. Sometimes there is a delay
in getting the appropriate vehicle to deliver the espresso coffee machines, which is causing
some issues with customers. The contract delivery firm seems to be struggling to deliver the
promised quality with their fast expansion.
 All managers agreed that marketing and sales are strong points for MacVille. The marketing
communications and promotions mix seems to be working well, particularly with the social
 marketing that MacVille has introduced in the past year. Technology developments are
helping MacVille to reduce costs, yet expand the message via internet marketing activities.
 Service is another strong point for MacVille, which enjoys a good reputation in this field. The
installation, after-sales service, complaints handling and training all get top marks from
customers. Some of MacVille’s procurement policy has helped in this regard, with MacVille
outsourcing work where it cannot meet customer demand. The policy of putting the customer
first and guaranteeing service calls within 24 hours has been a key reason for the increased
sales.
In a brainstorm with the CEO and senior managers, the following points were noted. When asking
about the potential for opportunities, threats and competitors, the consensus was the following.

 Moving into the new Sydney market, where the bulk of espresso machines are sold each year,
and from which a major (but ineffective) competitor has withdrawn.
 Other opportunities could be found in strategic alliances with coffee bean suppliers, where
market penetration could easily be achieved and costs of advertising and service could be
shared.
 There was also concern about the rising Australian dollar having a severe long-term impact on
tourism, which was a major category buyer of espresso machines. Raising interest rates that
are predicted for the coming years could impact negatively on the disposable income of
coffee-drinking patrons.
 The concerns of the group were centred on a global corporation, Nufix Inc., shifting from
instant coffee into the espresso bean and machine market. The resources they would have at
their disposal in marketing, finance and human resources could be a serious threat to
MacVille’s plans. However, they would still struggle to gain a foothold in a market that already
has strong supplier/buyer allegiances, with most stretching over many years. Global players
like Nufix Inc. have difficulty being adaptable to the needs of niche market buyers.
 Another competitor of note was BeanEx, a large coffee bean supplier that had recently started
importing espresso machines for their customers. There was talk of them selling the espresso
machines as wholesalers. They certainly had easy access to markets with their coffee bean
trade, but they had no established service arm to help wholesale clients maintain the
machines that they purchased.
 MacVille has been keen to pursue strategic alliances as part of its strategy to achieve its
objectives. It called for tenders from interested parties, who were asked to complete a tender
application form that provided information relating to the tender requirements. Some notes
have been included by senior managers who assessed some of the information.

Tender submissions
Three submissions are attached to this case study.

Business name – Home Espresso Traders

Description of business – Selling consumer home espresso machines to the home market, only in
Sydney, and incorporating other digital home entertainment products.

Description of joint venture – Shared space in four trade shows per year.

Venture: Strengths and weaknesses – Strength: covers the consumer market for espresso machines
(which complements the commercial market for espresso machines) to make a full range offer to
clients. Weakness: working with a strategic partner who is not solely focused on the hospitality
industry.

Venture: Risks –

1. Partner not fulfilling their financial commitment.

2. Association with a non-industry partner may have a negative effect on MacVille customer
base.
3. Partner access to MacVille’s trade secrets.
Venture: Cost-benefit analysis – Costs of the shows are $2,500 each. Four shows costing $10,000,
selling 10 machines per show at $500. Each would see a profit of $10,000 for the year and a break-
even after two shows.

Venture: Financials –

Venture: Trend analysis – Sales

2007 – $1.0m

2008 – $1.3m

2009 – $1.5m

2010 – $1.6m

2011 – $1.6m
Able to provide access to due diligence materials?

 Copies of other strategic alliance agreements? YES x NO ¨

 Statement of Financial Position from last tax return? YES x NO ¨
 Full personal contact details of all directors? YES x NO ¨
 Supporting data for trends, and cost-benefit analysis? YES x NO ¨
Business name – Ambrosia Coffee Roast
Description of business: Sell all grades of coffee bean to supermarkets and hospitality outlets around
Australia.

Description of joint venture – Share in the cost of outdoor advertising for cafes and restaurants, with
shared branding of umbrellas and barriers.

Venture: Strengths and weaknesses – Strength: Supplier is committed to the coffee bean industry,
with some sharing of the client base. Weaknesses: Has concerns with sharing information, citing
intellectual property. Product image is not quality but more commodity-based.

Venture: Risks –

1. Risks with poor brand association.

2. Long-term commitment in signage.
Venture: Cost-benefit analysis – 50 cafes per year, at $200 per cafe cost for each partner. 50 machines
sold at $500 profit is $15,000 profit return for the year. Break-even after 20 cafes.

Venture: Financials – Not available.

Venture: Trend analysis

2007 – $3.2m
2008 – $3.0m
2009 – $2.9m
2010 – $3.0m
2011 – $3.3m
Able to provide access to due diligence materials?

 Copies of other strategic alliance agreements? YES x NO ¨

 Statement of Financial Position from last tax return? YES ¨ NO x
 Full personal contact details of all directors? YES ¨ NO x
 Supporting data for trends, and cost-benefit analysis? YES x NO ¨

Business name – Java Estate

Description of business (include vision, etc.) – To sell quality Arabica roasted coffee beans to all states
of Australia.
Description of joint venture – Java Estate provides MacVille espresso machines to client at no charge.
Java Estate pays MacVille cost price for the delivery and installation of the machine, then pays the
remainder of the purchase price on a 12-month repayment program.
Venture: Strengths and weaknesses – Strength: Australia-wide partner – 100% committed to
hospitality and coffee bean market. Weakness: Other coffee bean suppliers may not recommend
MacVille machines with this strong strategic alliance.
Venture: Risks – Concern over the amount of money outstanding.
Venture: Cost-benefit analysis – Potentially 200 machines installed in the first year. Interest costs
$40,000 p.a., profit $100,000. Break-even after 80 machines sold.
Venture: Financials –
Venture: Trend analysis –
2007 – $8.2m
2008 – $9.1m
2009 – $12.2m
2010 – $14.6m
2011 – $16.3m

Able to provide access to due diligence materials?

 Copies of other strategic alliance agreements? YES x NO ¨
 Statement of Financial Position from last tax return? YES x NO ¨
 Full personal contact details of all directors? YES x NO ¨
 Supporting data for trends, and cost-benefit analysis? YES x NO ¨

TASK
For the provided case study above, you are required to complete for MacVille:

 PEST analysis (including a review of legislation impacting on MacVille).

Political
● Environmental legislation
● Quality standards
● Food manipulation standards
● Coffee beans suppliers (importation of
products)
● Strong possibility of introduction to
impose carbon tax on all energy intensive
products used for commercial use.
Economical
● Overseas ad home economy
● economy trends
● general taxation
● taxation specific to product/services
● market/trade cycles
● specific industry factors
● market routes trends
● distribution trends
● customer/end-user drivers
● interest/ exchange rates
● international trade and monetary issues
● Strengthen of Australian dollar against
trading partners in coming years

Social Technological
● consumer attitudes and opinions ● competing technology development
● media views ● associated/dependent technologies
 ● consumer buying patterns ● manufacturing maturity and capacity
● major events and influences ● information and communications
● buying access and trends ● innovation potential
● advertising and publicity

 SWOT analysis (including an evaluation of the value-chain)

Strengths
● Advantages of proposition
● Capabilities
● Competitive advantages
● USP's (unique selling points)
● Financial reserves, likely returns
● Marketing - reach, distribution,
awareness
● Innovative aspects
● Location and geographical
● Cultural, attitudinal, behavioural
● Management cover, succession
Weaknesses
● Disadvantages of proposition
● Gaps in capabilities
● Lack of competitive strength
● Reputation, presence and reach
● Financials
● Own known vulnerabilities
● Timescales, deadlines and pressures
● Continuity, supply chain robustness
● Morale, commitment, leadership

Opportunities Threats
● Market developments ● Political effects
● Competitors' vulnerabilities ● Legislative effects
● Global influences ● Environmental effects
● New markets, vertical, horizontal ● Competitor intentions - various
● Niche target markets ● Market demand
● Geographical, export, import ● New technologies, services, ideas
● Business and product development ● Vital contracts and partners
● Information and research ● Obstacles faced
● Partnerships, agencies, distribution ● Insurmountable weaknesses
● Market volume demand trends ● Employment market
● Seasonal, weather, fashion influences ● Financial and credit pressures
● Economy - home, abroad

Allies Statement
Home Espresso Traders
seem to hae a good behavior in sales from 2007to 2011, increasing sales from $1.0 m to $1.6 m,
covering the customer market for expresso machines and with a profit of $10.000 year, however
Home Esperesso is not focus on the hospitlity industry , this can carried some risks for Macville and
with its customers.

Java Estate
Java Estate is the best option for Macville and Java Estate will be able to pay to Macville for the delivery
and instalation of the coffee machines, Java Estate is also committed in the hospitality industry in all
areas and its trend analysis shows a good behaviour in sales increasing from $8.2m in 2007 to $16.3m
in 2011.

Scenario 3

Consider following business opportunities:

 A larger building becomes available which means that business can add another service, e.g. a
coffee shop
 An environmental disaster at the local beach means that a local industrial supplies business can
supply the material to clean up the spill.

Task
Which of the following characteristics do you think suitable for each of the business opportunities?
 An environmental disaster at the local beach means that a local industrial supplies business can
supply the material to clean up the spill: The opportunity exists for a short time.

 A larger building becomes available which means that business can add another service, e.g. a
coffee shop: The opportunity is identified by the business and is taken advantage of.

Scenario 4
Following is a collected report showing performance and measured against a SLA

Task:
List the priorities which were not achieved and indicate why you think they were not met?

According with the chart all priorities are up 90% of achievement, however all the targets were
projected to 100%, it means that priority 1, 4 and 5 were not achieved.
  Priority 1 shows a high achievement in resolution with 99% but its response was 96%, due its
high priority 96 % is not a valid result, it could be for low time of response.
 Priority 4 doesn’t shows a valid values of response and resolution, being resolution the lower
target of achievement.
 Priority 5 fails in resolution and response being resolution the lowest target compare all
priorities, these results are unacceptable and need to be improve.

Scenario 5 Copying Design

An Australian designer with three small retail outlets noticed that direct copies of her dress designs
were appearing in another retail outlet close by. She wanted to take action against the trader, but was
advised that without design protection for her original garment she wouldn't be able to pursue the
matter. The designer began filing for registration of her new designs before the styles were released.
Protecting designs by registering them doesn't prevent copying but it does mean you can take court
action to enforce your IP rights. The other trader continued to copy her designs even though they
were warned of the design registrations, but the designer can now take court action over the copying.

Task
a) What was the first thing the designer should do before releasing the styles?

Once the designer finished her/his designs that person should register the designs for intellectual
property before releasing them through the Australian website http://www.ipaustralia.gov.au/.

b) Does this case come under copyright protection?

YES, it was an own creation made for the designer, it means that person has the intellectual rights at
the moment of that creation is documented electronically or on paper. In general the Copyright Act
1968 give protection and exclusive rights over your work avowing and giving legal issues to the person
or company which copy that idea or creation, but doesn’t protect you against independent creation
of similar work.

Scenario 6: Privacy policy

You are developing a website for a small Florist in a suburban shopping centre. The business wants to
implement an online catalogue of pre-packaged floral arrangements. The shop does not collect any
personal information regarding its clients. Their current annual turnover is approximately $90,000,
however, they hope that the website will help increase this. You have been asked to advise the client
regarding privacy.

Task
What will be the valid option/s for this client in terms of choosing privacy policy?

This case has some valid options, for example: they can voluntary comply with the national privacy
principles, also they can choose to opt-in and be cover by the National Privacy Principles and they do
not need to comply with anything as they are not collecting any personal information.
 Scenario 7: Acknowledge services and products correctly
With his Italian suit and state-of-the-art laptop, web designer Steve cultivates an ultra-professional
image. The client wants someone with experience developing an e-store, so Steve demonstrates two
websites from his last employer’s portfolio, implying that these are his own work. He then provides a
quote that owes more to financing his new car than to offering value for money. After considering
Steve’s presentation, the client asks him some probing questions about the code, and the costing
model.

Task
a) List the ways in which Steve has acted unethically.

Steve has acted unethically by:

 Misrepresenting his own experience and ability

 Not acknowledging the work of others (ie his last employer).
 Not calculating a fair quote for the job by considering actual costs, industry standards or the
client’s needs.

Steve may end up losing this client because of his unethical conduct — and have his car repossessed!

He may not be able to provide the client with information he needs to evaluate Steve’s quote and
ability to do the job. So, the client may not be very willing to give Steve the job anyway.

If Steve is employed on a new contract and ends up using his former employer’s programming code,
he may also end up acting illegally by breaching copyright or licensing.

If Steve talks his way into getting a job for which he isn’t qualified to do, then he might not deliver
the product/service to the client’s satisfaction, and risk running overtime on a contract or not being
fully paid.

Steve may also gain himself a poor reputation amongst potential employers and colleagues through
word of mouth.

Scenario 8: ACS code of conduct

Joe is working on a project for his computer science course. The instructor has allotted a fixed amount
of computer time for this project. Joe has run out of time, but has not yet finished the project. The
instructor cannot be reached. Last year Joe worked as a student programmer for the campus computer
centre and is quite familiar with procedures to increase time allocations to accounts. Using what he
learned last year, he is able to access the master account. Then he gives himself additional time and
finishes his project. (source: http://www.acs.org.au/ACS-Code-of-Ethics-Case-Studies.pdf)

Task
a) Identify which part of the ACS Code of Ethics is compromised in this situation.

 The imperative to honor property rights (1.5) has been violated.

 This general, moral imperative leads to imperative 2.8, which specifies that ACM members should
“access communication resources only when authorized to do so.”
 In violating 2.8 Joe also is violating the imperative to “know and respect existing laws” (2.3).
 As a student member of the ACM he must follow the Code of Ethics even though he may not
consider himself a computing professional.

 As a student member of the ACM he must follow the Code of Ethics even though he may not
consider himself a computing professional

 Biblically, this is simple dishonesty.

 However, Joe may believe that the instructor and previous employer would be okay with this.

 The best Christ-like response is to ensure that the relationships are not being violated.