Assessment 2 Report only
Assessment Brief: BIS2005 & SBM4303 Enterprise Architecture Trimester 2, 2021 Assessment Overview Assessment 1: Case Study Due date: Week 5 Group/individual: Group Word count / Time provided: 3500 Weighting: 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 to identify further support needs. For successful completion of the case study, you are required to study Assessment Task Type Weighting Due Length ULO Assessment 1: Case Study Propose EA artifacts, taxonomy of documentations that to be delivered for a particular case study. In addition, to discuss the operating model and types of IT initiatives. Group 30% Report: 25% Presentation: 5% Week 5 3500 words (report and power point slides with embedded audio) ULO-1 ULO-2 ULO-3 Assessment 2: Report Write a report to examine the architecture function of a specific organisation and determining the operating model for a multi-profile company. The report should also cover the core concepts of data and information architecture and evaluate existing data and information architecture designs, continuity plans in the context of EA and role of audit and compliance standards in EA (details in the Assessment Brief). Individual 40% Week 12 3600 words ULO-3 ULO-4 ULO-5 Assessment 3: Quiz Every quiz will be conducted based on the teaching and learning materials covered in previous two weeks, for an example, quiz 1 in week 3 will be based on week 1 and week 2 teaching and learning materials (details in the Assessment Brief). Individual Invigilated 30% Week 2, 4, 6, 8 & 10 30 Minutes for each quiz (equiv. 750 words ) ULO-1 ULO-2 ULO-3 ULO-4 ULO-5 the 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 recommended reading material. By completing this assessment successfully, you will be able to identify key aspects of information systems. This will help in achieving ULO4. The case study will be completed and submitted in week 5. Case Study: SalesTech is a mid-size governmental department providing important services of a social nature to the population of a large territory. From the technology perspective, the organization can be considered as a late adopter of innovations and characterized by relative underinvestment in IT, which has certain implications for both its IT landscape and respective management practices. On the one hand, SalesTech’s IT landscape is very heterogeneous and includes many legacy information systems and technologies some of which have been in use for decades. On the other hand, its IT-related management practices are also rather archaic. For instance, the relationships between business and IT leaders in the organization exhibit evident signs of “us and them” mentality, while new investments in IT are viewed by business mostly as a means to reduce costs of the existing operations. SalesTech has a centralized IT department headed by the CIO and responsible for developing and supporting information systems for all its business units. The IT department employs around 140 specialists and consists of three main functions: architecture, development and service. The architecture function includes a few architects focused predominantly on specific IT solutions. SalesTech previously tried to uplift the maturity of its EA practice and extend the scope of architectural planning beyond separate initiatives, but these attempts failed and respective architects had been made redundant. Then, the CIO decided to undertake another deliberate effort to evolve SalesTech’s EA practice with the involvement of external consultants at Comserv. For this purpose, the organization engaged a rather well-known boutique EA consultancy (Comserv) to help initiate a full-fledged EA practice. The consultancy at Comserv formed a project team consisting of four architects specialized in different subject areas. This consulting team acted according to a detailed engagement plan agreed with SalesTech’s senior IT leadership. The plan stipulated in which sequence and when exactly various EA artifacts will be produced. In total, consultants worked for 2-4 months, analyzed the organization, interviewed numerous stakeholders and developed all the EA artifacts specified in the plan. Specifically, they started from analyzing SalesTech in terms of current and desired maturity of its business capabilities and mapped existing applications to respective capabilities. Then, they captured all relevant data entities, documented all technologies used in the organization, depicted current and defined target application portfolios and created more detailed CRUD (create, read, update and delete) relationship matrices. If you are Head of EA team at Comserv that SalesTech engaged; based on the case study above and EA lecture notes 1, 2, 3, 4 and 5: 1. Discuss five possible reasons why previously attempts to uplift the maturity of its EA practice and extend the scope of architectural planning beyond separate initiatives failed and what could be done to ensure that the evolvement SalesTech’s EA practice with external consultants would have a successful implementation of SalesTech’s EA practice. 2. Discuss four types of Enterprise Architecture Domains that you will implement first and why you considered the four domains to be most important to SalesTech’s EA practice 3. SalesTech’s team suggested that Comserv should implement Diversification EA operating models for them. However, your team at Comserv recommended that Coordination EA operating model should be implemented for SalesTech. Discuss 4 reasons why implementation of Coordination EA operating model is key to the success of SalesTech’s EA practice 4. Discuss 5 (five) key roles that Designs as an Enterprise Architecture artifact will play in SalesTech. 5. Discuss how Vision and Standard could be used at SalesTech’s if Comserv successfully implements of SalesTech’s EA? 6. Discuss 4 types of IT initiatives that you have considered very important to SalesTech’s EA 7. Describe the role of the 4 stakeholders in the EA implementation and SalesTech’s EA practice Marking Information: The case study will be marked out of 100 and will be weighted 30% of the total unit mark. Marking Criteria Not satisfactory (0-49%) of the criterion mark) Satisfactory (50-64%) of the criterion mark Good (65-74%) of the criterion mark Very Good (75-84%) of the criterion mark Excellent (85-100%) of the criterion mark Case Study Q1 (15% marks) Not able to discuss five reasons why implementation of EA practice could be a failure or successful Discussed five reasons why implementation of EA practice could be a failure or successful but details missing Most of the reasons identified and discussed but minor points are missing All the reason identified and discussed, provides very good reasons, examines the EA implementation clearly All the problems are clearly identified, provided excellent reasons, and examines the EA implementation clearly Q2 (15% marks) Discussed four types of Enterprise Architecture Domains but not properly discussed. Discussed four types of Enterprise Architecture Domains but details missing Discussed four types of Enterprise Architecture Domains in detail. Discussed four types of Enterprise Architecture Domains in detail, comprehensively examine the relation of EA Discussed four types of Enterprise Architecture Domains in detail, very comprehensively and excellently examine the relation of EA Q3 (10% marks Discussed 4 reasons why implementation of Coordination EA operating model is key to the success of SalesTech’s EA practice but lots of missing information Discussed 4 reasons why implementation of Coordination EA operating model is key to the success of SalesTech’s EA practice in SalesTech but details missing Discussed 4 reasons why implementation of Coordination EA operating model is key to the success of SalesTech’s EA practice in details. Discussed 4 reasons why implementation of Coordination EA operating model is key to the success of SalesTech’s EA practice comprehensively examine the relation of EA Discussed 4 reasons why implementation of Coordination EA operating model is key to the success of SalesTech’s EA practice very comprehensively examine the relation of EA Q4 (10% marks Discussed 5 (five) key roles that Designs as an Enterprise Architecture artifact will play in SalesTech but lots of missing information Discussed 5 (five) key roles that Designs as an Enterprise Architecture artifact will play in SalesTech but details missing Discussed 5 (five) key roles that Designs as an Enterprise Architecture artifact will play in SalesTech discussed in details. Discussed 5 (five) key roles that Designs as an Enterprise Architecture artifact will play in SalesTech comprehensively examine the relation of EA Discussed 5 (five) key roles that Designs as an Enterprise Architecture artifact will play in SalesTech in details, very comprehensively examine the relation of EA Q5 (10% marks Discussed how Vision and Standard could be used at SalesTech’s if Comserv successfully implements of SalesTech’s EA but lots of missing information Discussed how Vision and Standard could be used at SalesTech’s if Comserv successfully implements of SalesTech’s EA but few details missing Discussed how Vision and Standard could be used at SalesTech’s if Comserv successfully implements of SalesTech’s EA in detail. Discussed how Vision and Standard could be used at SalesTech’s if Comserv successfully implements of SalesTech’s EA and comprehensively examine the relation of EA Discussed how Vision and Standard could be used at SalesTech’s if Comserv successfully implements of SalesTech’s EA in details, very comprehensively examine the relation of EA