Assessment Brief: BIS2005 Enterprise ArchitectureTrimester 3, 2021Assessment OverviewAssessment 1: Case Study Due date:Week 5Group/individual:GroupWord count / Time provided:3500Weighting:30% (Report: 25% Presentation: 5%Unit Learning Outcomes:ULO1, ULO2, ULO3 Assessment Details:This case study will assess your knowledge of key content areas (Week 1, 2, 3, 4, 5 contents) and toidentify further support needs. For successful completion of the case study, you are required to studythe material provided (lecture slides, tutorials, and reading materials), engage in the unit’s activities,and in the discussion forums. The prescribed textbook is the main reference along with the Assessment TaskTypeWeightingDueLengthULOAssessment 1: Case StudyPropose EA artifacts, taxonomy ofdocumentations that to be delivered for aparticular case study. In addition, to discussthe operating model and types of ITinitiatives.Group30%Report: 25%Presentation:5%Week53500 words(report andpower pointslides withembeddedaudio)ULO-1ULO-2ULO-3Assessment 2: ReportWrite a report to examine the architecturefunction of a specific organisation anddetermining the operating model for amulti-profile company. The report shouldalso cover the core concepts of data andinformation architecture and evaluateexisting data and information architecturedesigns, continuity plans in the context ofEA and role of audit and compliancestandards in EA (details in the AssessmentBrief).Individual40%Week123600 wordsULO-3ULO-4ULO-5Assessment 3: QuizEvery quiz will be conducted based on theteaching and learning materials covered inprevious two weeks, for an example, quiz 1in week 3 will be based on week 1 and week2 teaching and learning materials (details inthe Assessment Brief).IndividualInvigilated30%Week2, 4, 6,8 & 1030 Minutesfor each quiz(equiv. 750words )ULO-1ULO-2ULO-3ULO-4ULO-5 recommended reading material. By completing this assessment successfully, you will be able toidentify key aspects of information systems. This will help in achieving ULO4.The case study will be completed and submitted in week 5.Case Study:AISystem is a multinational company that provides important services of a social nature to hercustomers. From the technology perspective, the organization can be considered as a late adopter ofinnovations and characterized by relative underinvestment in IT, which has certain implications forboth its IT landscape and respective management practices. On the one hand, AISystem’s IT landscapeis very heterogeneous and includes many legacy information systems and technologies some of whichhave been in use for decades. AISystem’s IT-related management practices are also rather archaic. Forinstance, the relationships between business and IT leaders in the organization exhibit evident signsof “us and them” mentality, while new investments in IT are viewed by business mostly to reducecosts of the existing operations.AISystem has a centralized IT department headed by the CIO and responsible for developing andsupporting information systems for all its business units. The IT department employs around 240specialists and consists of three main functions: architecture, development, and service. Thearchitecture function includes a few architects focused predominantly on specific IT solutions.AISystem previously tried to uplift the maturity of its EA practice and extend the scope of architecturalplanning beyond separate initiatives, but these attempts failed due to misalignment of its businessand IT; therefore the respective architects had been made redundant.In 2021, the CIO decided to undertake another deliberate effort to evolve AISystem’s EA practice withthe involvement of external consultants at Accenture. For this purpose, the organization engaged arather well-known EA consultancy (Accenture) to help initiate a full-fledged EA practice. Theconsultancy at Accenture formed a project team consisting of four architects specialized in differentsubject areas. This consulting team acted according to a detailed engagement plan agreed withAISystem’s senior IT leadership. The plan stipulated in which sequence and when exactly various EAartifacts will be produced. In total, consultants worked for 4-7 months, analyzed the organization,interviewed numerous stakeholders, and developed all the EA artifacts specified in the plan.Specifically, they started from analyzing AISystem in terms of current and desired maturity of itsbusiness capabilities and mapped existing applications to respective capabilities. Then, they capturedall relevant data entities, documented all technologies used in the organization, depicted current anddefined target application portfolios and created more detailed CRUD (create, read, update anddelete) relationship matrices.If you are Head of EA team at Accenture that AISystem engaged; based on the case study providedabove and EA lecture notes 1, 2, 3, 4 and 5:1. Answer the followinga. Discuss five possible additional reasons why previous attempt to uplift the maturityof its EA practice failed.b. Discuss five possible ways how Accenture would achieve business alignment and IT inAISystems practice.2. Discuss five key benefits of implementation of EA in AISystem and 5 benefits of IT systems atAISystem.3. AISystem’s team suggested that Accenture should implement Coordination EA operatingmodels for them. However, your team at Accenture recommended that Unification EAoperating model should be implemented for AISystem. Discuss four possible reasons whyimplementation of Unification EA operating model is key to the success of AISystem’s EApractice.4. Discuss 5 (five) key reasons why Strategic Planning and Initiative delivery are key factors in EApractice.5. Accenture recommended that ITIL framework should be also implemented in AISystems, whatare the 5 key benefits of ITIL framework?6. Discuss 4 types of IT initiatives that you have considered very important to AISystem’s EApractice7. Describe 4 major stakeholders in the EA implementation at AISystem’s EA practice and whatare their roles.Marking Information: The case study will be marked out of 100 and will be weighted 30% of thetotal unit mark. Marking CriteriaNot satisfactory(0-49%) of thecriterion mark)Satisfactory(50-64%) of thecriterion markGood(65-74%) of thecriterion markVery Good(75-84%) of thecriterion markExcellent(85-100%) of thecriterion markCase Study Q1(15% marks)Not able to discussQ1a and Q1bDiscussed Q1a andQ1b l but detailsmissingMost of the answersidentified anddiscussed but minorpoints are missingAll the answersidentified anddiscussed, providesvery good reasons,examines the EAimplementationclearlyAll the problems areclearly identified,provided excellentreasons, and examinesthe EA implementationclearlyQ2 (15% marks)Discussed five keybenefits ofimplementation ofEA in AISystem and5 benefits of ITsystems at AISystembut not properlydiscussed.Discussed five keybenefits ofimplementation of EAin AISystem and 5benefits of IT systemsat AISystem butdetails missingDiscussed five keybenefits ofimplementation ofEA in AISystem and5 benefits of ITsystems at AISystemin detail.Discussed five keybenefits ofimplementation of EAin AISystem and 5benefits of IT systemsat AISystem in detail,comprehensivelyexamined in therelation of EADiscussed five keybenefits ofimplementation of EA inAISystem and 5 benefitsof IT systems atAISystem in detail, verycomprehensively andexcellently examine therelation of EAQ3 (10% marksDiscussed Q3 butlots of missinginformationDiscussed Q3 butdetails missingDiscussed Q3practice in detailsbut with minormissing details.Discussed Q3comprehensivelyexamined in therelation of EADiscussed Q3 verycomprehensivelyexamined in the relationof EA Q4 (10% marksDiscussed 5 (five)key reasons whyStrategic Planningand Initiativedelivery are keyfactors in EApractice but lots ofmissing informationDiscussed 5 (five) keyreasons why StrategicPlanning and Initiativedelivery are keyfactors in EA practicebut details missingDiscussed 5 (five)key reasons whyStrategic Planningand Initiativedelivery are keyfactors in EApractice in details.Discussed 5 (five) keyreasons why StrategicPlanning and Initiativedelivery are keyfactors in EA practicecomprehensivelyexamined in therelation of EADiscussed 5 (five) keyreasons why StrategicPlanning and Initiativedelivery are key factorsin EA practice in details,very comprehensivelyexamined in the relationof EAQ5 (10% marksDiscussed are the 5key benefits of ITILframework but lotsof missinginformationDiscussed the 5 keybenefits of ITILframework but fewdetails missingDiscussed the 5 keybenefits of ITILframework in detail.Discussed the 5 keybenefits of ITILframeworkcomprehensivelyexamined in therelation of EADiscussed the 5 keybenefits of ITILframework in details,very comprehensivelyexamined in the relationof EAQ6 (10% marksDiscussed 4 types ofIT initiatives thatyou haveconsidered veryimportant toAISystem’s EA notproperly discussedDiscussed 4 types ofIT initiatives that youhave considered veryimportant toAISystem’s EAidentified properly,but missing pointsDiscussed 4 types ofIT initiatives thatyou haveconsidered veryimportant toAISystem’s EAproperly discussed,providedDiscussed 4 types ofIT initiatives that youhave considered veryimportant toAISystem’s EA anddetailed explanationprovided.Discussed 4 types of ITinitiatives that you haveconsidered veryimportant to AISystem’sEA with excellentexplanation.Q7 (10% marksDescribed the roleof the 4 stakeholderin the EAimplementation andAISystem’s EApractice but withwrong informationDescribed the role ofthe 4 stakeholder inthe EAimplementation andAISystem’s EApractice but withmissing informationDescribed the roleof the 4 stakeholderin the EAimplementation andAISystem’s EApractice with goodinformationDescribed the role ofthe 4 stakeholder inthe EAimplementation andAISystem’s EApractice withexcellent informationDescribed the role of the4 stakeholder in the EAimplementation andAISystem’s EA practiceand excellentinformationStructure,grammar,presentationand Harvardstylereferencing(10% marks).Paper is poorlyorganized anddifficult to read –does not flowlogically from onepart to another.There are severalspelling and/orgrammatical errors;technical terms maynot be defined orare poorly defined.Writing lacks clarityand conciseness.Include fewreferences withoutfollowing Harvardstyle referenceguidelines or noreference.Paper shows someorganization. Attimes, difficult to readand does not flowlogically from onepart to another. Thereare some spellingand/or grammaticalerrors; technicalterms are generallyare poorly defined.Includes Fewreferences witherrors.Paper is generallywell organized andmost of theargument is easy tofollow. There aresome spellingand/or grammaticalerrors; technicalterms are generallyare poorly defined.Writing is mostlyclear but may lackconciseness. Allreferences citedcorrectly usingcitation style withsome minor errors.Paper is generally wellorganized and most ofthe argument is easyto follow. There areonly a few minorspelling orgrammatical errors, orterms are not clearlydefined. Writing ismostly clear. Allreferences citedcorrectly usingcitation style.Paper is coherentlyorganized and the logicis easy to follow. Thereare no spelling orgrammatical errors andterminology is clearlydefined.Writing is clear andconcise and persuasive.Harvard formatting styleand citation ofreferences in the body ofthe report. PresentationslidesVisual Appeal(4% marks)There are too manyerrors in spelling,grammar, andpunctuation. Theslides were difficultto read, and slidescontainedinformation copiedonto them fromanother source. Novisual appeal.There are many errorsin spelling, grammar,and punctuation. Toomuch informationwas contained onmany slides.Minimal effort madeto make slidesappealing.There are someerrors in spelling,grammar andpunctuation. Toomuch informationon more than threeor more slides.Presentation hasgood visual appeal.There are few errorsin spelling, grammar,and punctuation. Toomuch information ontwo or more slides.Presentation hassignificant visualappeal.There are no errors inspelling, grammar andpunctuation.Information is clear andconcise on each slide.Presentation isvisuallyappealing/engagingPresentationtopicknowledge/content (4% marks)Presenters did notunderstand topic.The presentationwas a brief look atthe topic, but manyquestions were leftunanswered.Majority ofinformationirrelevant andsignificant pointsleft out.The presentation wasinformative, butseveral elementswent unanswered.Much of theinformationirrelevant; coverageof some of majorpoints.The presentationwas a goodsummary of thetopic. Majorinformationcovered;presentationcontain someirrelevantinformation.The presentation wasa very good summaryof the topic.Almost all-importantinformation covered;presentation containlittle irrelevantinformation.Presentation wasexcellent and showsextensive knowledge oftopic withcomprehensive andcomplete coverage ofinformation.Presentationskills (5%marks)Unsatisfactorypresentation withno clarity,appropriate pause,intonation and isnot capable toengage listeners.Satisfactorypresentation withsome clarity andpause.Good presentationwith clarity andpause in majority ofspeech.Very goodpresentation withclarity and pause andable to engagelisteners for most ofthe time.Excellent presentationwith clarity, pause,intonation and is capableto engage listeners allthe time. Assessment 2: Report Due date:Week 12Group/individual:IndividualWord count / Time provided:3600 wordsWeighting:40%Unit Learning Outcomes:ULO-3, ULO-4, ULO-5 Assessment Details:This assessment is designed to assess develop your skills in Enterprise Architecture (EA). You arerequired to develop knowledge on EA methodology, EA Framework, data model and emerging EA. Incompleting this assessment successfully, you will be able to know major widely accepted EnterpriseArchitecture (EA) domains, layers, frameworks and governance, which will help in achieving ULO-3,ULO-4, and ULO-5.Report: Part-I (Case Study)Techbank is a mid-size financial company. A couple of years ago Techbank decided to establish a fullfledged EA practice to accommodate with the growing problems around non-transparency of its ITinvestments and poor business and IT alignment in general. To boost its EA initiative, the companydecided to purchase a specialized software tool for enterprise architecture. For this purpose, its ITleaders studied the available offerings on the EA tool market, contacted most promising vendors,organized meetings with vendor representatives and listened to their presentations. As a result,Techbank had selected and acquired a rather powerful and expensive tool for enterprise architecturefrom a well-known vendor. Then, the company had installed and configured the tool, established acentral repository for storing architectural information and sent its architecture team to a specialtraining supplied by the tool vendor. After the training, architects had documented most areas of theorganizational IT landscape and associated business processes in the EA repository and started toupdate this information to keep it current. Architects were also impressed with the modeling,visualization and analytical capabilities offered by their new EA tool.However, Techbank’s CIO is sceptical towards the chosen EA tool. He believes that the company isonly wasting money on the tool as it is essentially nothing more than a sophisticated repository ofcurrent-state information. Furthermore, the tool is used by only 4-5 people in the entire organization(all architects), does not facilitate informed decision-making among business stakeholders in anysense and does not contribute to achieving the original objectives of the EA initiative to improvebusiness and IT alignment.As a newly manager at Techbank, Techbank’s CIO has asked you to provide a report that addressesthe following:1. Discuss 5 reasons why the implementation of the EA tools at Techbank is NOT a waste ofmoney.2. Discuss the five key difference between EA Tools and CMDBs(Configuration ManagementDatabases)3. Based on your lecture notes, discuss 4 archetypes of architects that would be employed atTechbankReport: Part-IIData#7 is a diversified, multi-profile company. Essentially, it is a conglomerate company consisting ofthree diverse strategic units acting as independent businesses under separate brands in differentindustry sectors: Unit Alpha, Unit Beta and Unit Gamma. Data#7 is governed from the central headoffice, which oversights the three subsidiary business units and their financial performanceindicators, though without any operational interventions. Each strategic business unit has its ownmanaging director with full discretion and responsibility over its competitive strategy, investmentpriorities, budget allocation and ensuing yearly profits.Unit Alpha is in the food manufacturing business. The unit produces and distributes a variety ofgoods including, but not limited to, vegetables, groceries, meat and dairy products. Each of theseproduct lines requires unique production processes, storage arrangements, transportationapproaches and underlying equipment and is organizationally implemented by a separatespecialized product department. However, these products are delivered largely to the same circle ofcustomers, including both major retailers and local food shops. All product lines are also served by anumber of common unit-wide functions, e.g. HR, finance, accounting, logistics, legal, marketing andsales support.Unit Beta competes in the restaurant business with 450 IT staff. Specifically, the unit controls a chainof small fast-food restaurants occupying the low-cost market niche. In total, the chain includes morethan 159 restaurants located in different geographies and more restaurants are planned to beopened in the foreseeable future. All restaurants offer same interiors, menus, prices, meals andservices to their customers and imply standardized policies, working procedures and supportingequipment. However, each restaurant is run separately by a chief manager responsible for its overallfinancial well-being and all necessary business processes, e.g. recruiting, training, procurement,cooking, servicing, cleaning and complaints management. With the exception of Unit Beta’s leancentral office, where chain-wide branding, marketing and other strategic decisions are made, therestaurants operate independently from each other and even have their own profit and lossstatements.Finally, Unit Gamma runs a chain of resort hotels. These hotels gravitate towards the high-end pricesegment and offer premium-quality services to their customers. Unit Gamma’s competitive strategyimplies improving its brand recognition and achieving consistent customer experience. For thispurpose, the unit’s leadership plans to standardize all customer-facing and, to a lesser extent, backoffice processes across all hotels of the chain as well as all its suppliers and service providers.Moreover, Unit Gamma also intends to become “closer” to its customers and build lifelong customerrelationships. This strategy requires collecting more information about customers, their individualpreferences and transaction histories, aggregating this information globally and leveraging it forproviding customized services, launching loyalty programs, developing special offers and promotingpersonalized discounts.As an EA manager at Data#7, you are required to write a report that discusses the following:1. Describe five major roles that OUTLINE as EA Artifacts will play in Data#7.2. Discuss four reasons why outsourcing of EA practice is NOT a good option for Data#73. Discuss three type of consulting engagement that Data#7 would consider and; recommendconsulting engagement that would be approved by Data#7’s CIO4. Discuss 5 reason why implementation of Architecture Debt is very important in Data#75. Based on IT staff ratio model and degree of decentralization as a factor, name and discussarchitects positions that would be required in Unit Beta.Note: This should be answered based on the information provided in lecture notesReport: Part-IIIYepstock is a large financial and stockbroker company. 8 years ago Yepstock decided to establish afull-fledged EA practice to accommodate with the growing problems around non-transparency of itsIT investments and poor business and IT alignment in general. The establishment of EA practice wassuccessful, and it was completed last 1 year. Due to recent advancement in technologies, Yepstockwants to implement Cloud Computing technologies that would empower their staff and customers forexample, implementation of analytical Cloud Computing Technologies that would enable Yepstockstaff to approve credit card application within 30 minutes of the submission of the application.However, Yepstock’s CEO is sceptical towards the implementation of cloud computing technologies.He believes that the company is only wasting money on the cloud computing technologies as it isessentially nothing more than a sophisticated collection of data.As a newly promoted IT manager at Yepstock, you are required to write a report that discusses thefollowing:1. Four (4) types of cloud computing that Yepstock could use or implement.2. Five (5) challenges that Yepstock may have with implementation of Cloud ComputingTechnologies and how the challenges should be resolved.3. Five (5) characteristics of cloud computing and explain 4 major cloud computingservices that you would recommend to Yepstock.4. Five (5) IT Governance and IT Service Management, recommend with 5 reasons if COIBor ITIL framework should be implement in Yepstock organizationMarking Criteria and Rubric: The assessment will be marked out of 100% and will be weighted 40%of the total unit mark Marking CriteriaNot satisfactory(0-49%) of thecriterion mark)Satisfactory(50-64%) of thecriterion markGood(65-74%) of thecriterion markVery Good(75-84%) of thecriterion markExcellent(85-100%) of thecriterion markReport Part-I: CaseStudy(30% marks)Not identifying theproblems, providedsolution is very weak.Problems areidentified verybriefly, providedsolution is acceptablebut details missing,briefly examine theEAMost of theproblems areidentified, providegood solutions,examine the EA butmajor points aremissingAll the problems areidentified, providesvery good solutions,examines the EAclearlyAll the problems areclearly identified,provided excellentsolutions and EA veryclearlyReport Part-II:(30% marks)Questions on ReportPart II is poorlyexamine in therelation of EAQuestions on ReportPart II is answeredbut details missing,comparisonpresented briefly,very briefly examinethe relation of EAQuestions on ReportPart II is adequatelyaddressed,comparisonpresented in detail,briefly examine therelation of EAShows soundknowledge,identification,comparisonpresented in detail,comprehensivelyexamine the relationof EAShows fullknowledge on EApractice,identification,comparisonpresented in detail,verycomprehensivelyexamine the relationof EAReport Part-III:(30% marks)Questions on ReportPart III is poorlyexamine in the inrelation of EAQuestions on ReportPart III is answeredbut details missing,comparisonpresented briefly,very briefly examinein the relation of EAQuestions on ReportPart III is adequatelyaddressed,comparisonpresented in detail,briefly examine inthe relation of EAComprehensiveanalysis of situationand provide correctsolutions withexplanation.Comprehensiveanalysis of situationand provide correctsolutions withexcellentexplanation. Structure,grammar,presentation, andHarvard stylereferencing (10%marks).The report is poorlyorganized anddifficult to read –does not flowlogically from onepart to another. Thereare several spellingand/or grammaticalerrors; technicalterms may not bedefined or are poorlydefined. Writinglacks clarity andconciseness. Includefew referenceswithout followingHarvard stylereference guidelinesor no reference.The report showssome organization.At times, difficult toread and does notflow logically fromone part to another.There are somespelling and/orgrammatical errors;technical terms aregenerally are poorlydefined. IncludesFew references witherrors.The report isgenerally wellorganized and mostof the argument iseasy to follow. Thereare some spellingand/or grammaticalerrors; technicalterms are generallyare poorly defined.Writing is mostlyclear but may lackconciseness. Allreferences citedcorrectly usingcitation style withsome minor errors.The report isgenerally wellorganized and mostof the argument iseasy to follow. Thereare only a few minorspelling orgrammatical errors,or terms are notclearly defined.Writing is mostlyclear. All referencescited correctly usingcitation style.The report iscoherently organizedand the logic is easyto follow. There areno spelling orgrammatical errorsand terminology isclearly defined.Writing is clear andconcise andpersuasive. Harvardformatting style andcitation of referencesin the body of thereport. Assessment 3: Quiz Due date:Week 2, 4, 6, 8, 10Group/individual:IndividualWord count / Time provided:30 minutesWeighting:30%Unit Learning Outcomes:ULO1, ULO2, ULO-3, ULO-4, ULO-5 Assessment Details:This quiz will assess your knowledge of key content areas (Week 1 to Week 10 contents) and to identifyfurther support needs. For successful completion of the quiz, you are required to study the materialprovided (lecture slides, tutorials, and reading materials), engage in the unit’s activities, and in thediscussion forums. The prescribed textbook is the main reference along with the recommendedreading material. By completing this assessment successfully, you will be able to identify key aspectsof Enterprise Architecture.Marking Information: The quiz will be marked out of 100 and will be weighted 30% of the totalunit mark.
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