csc3023 bit final year project
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CSC3023 BIT Final Year Project. Overview of Lecture. 2014 Structure Review of Assessment Group Presentations System Demonstrations Final Report Development Diary. 2014 Structure. Group Presentations Lectures Business Strategy Business Modelling Web Bases Issues - PowerPoint PPT PresentationTRANSCRIPT
© 2002 IBM Corporation
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CSC3023 BIT Final Year Project
Dr Barry McCollum3 Feb 2014
©2004 eventMAP Limited2
Overview of Lecture
2014 Structure
Review of Assessment
Group Presentations
System Demonstrations
Final Report
Development Diary
©2004 eventMAP Limited3
2014 Structure
Group Presentations
LecturesBusiness Strategy
Business Modelling
Web Bases Issues
Technology Development
Business Meetings (Tutorials)
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Assessment
Element Percentage Type
Interim Report 30% Group / Individual
Group Presentation 5% Group
System Demonstration 20% Group
Dissertation 25% Group
Development Diary 20% Individual
©2004 eventMAP Limited5
Group Presentation
Begin 2nd week of Semester 2
15 minute presentation of ideas and approach to the project
peer assessed
purpose of this is Involved in a presentationto allow students to gain feedback from each other
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Group Presentations
Monday 17th FebGroups 1-3
Monday 25th FebGroups 4-6
Monday 3rd MarchGroups 7-9
Monday 10th MarchGroups 10
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Group Presentations
The idea was clearly described
The steps involved with producing a product were clearly
defined
A clear understanding of the issues involved was shown
The project was realistic
The market was clearly defined
The overall delivery was effective
The overall Idea of product / service /approach was
innovative
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System Demonstration Date to be announced
Dissertation – May (week 11) Project scope / title / abstract Business Case
All relevant sections Solution Specification Solution Design Solution Implementation Solution Demo Conclusions
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Development Diary
work carried out and individual contribution
make notes on minutes of meetings
reflect on the roles and responsibilities of the other group
members
allows the peer assessment of the System Demonstration to
be validated
chance to show their level of research and activity
Outside speakers Case studies
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Achievement
Interim Business Plan
- Expansion
Project plane
- Business Development Plan
- Measurement
Outline Software Development Plan
- Methodology (prototype)
- Delivery (e.g. methodology, timing, testing, team)
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Advice
Regroup and Organise
Maximise Team Work
Appreciate Work Load
Focus on Prototype Development
Background Research
Fully Prepared for Business Meetings
Check Project Timetable
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How far can the business go?
How far can the business plan ahead?
How vulnerable are such plans?
Scenario Analysis
Strategic intent provides an outline framework of basic principles and targets to inform operational planning
- Development Business Strategy
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Business Strategy
The strategic management process
Mission and vision statements
Analyzing strategic drivers and core competencies
SWOT analysis
Scenario planning
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Strategic Management Process
Define the business and its mission. Perform external and internal audits. Translate the mission into strategic goals. Generate and select strategies to reach
strategic goals. Implement the strategy. Evaluate performance.
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Vision and Mission A vision statement tells people
Where we want to goWhat we want to becomeWhat we want to accomplishWhy it is important
Mission expresses the organization’s:Purpose - the needs we exist to addressBusiness - what are we doing to address these Values - what principles or beliefs guide our work
©2004 eventMAP Limited
April 11, 2006
LIS580- Spring 2006 16
Examples of Mission Statements
FIGURE 5–2
APEX ELEVATORTo provide a high-reliability, error-free method for moving people and products up, down, and sideways within a building.
UNITED TELEPHONE CORPORATION OF DADETo provide information services in local-exchange and exchange-access markets within its franchised area, as well as cellular phone and paging services.
JOSEPHSON DRUG COMPANY, INC.To provide people with longer lives and higher-quality lives by applying research efforts to develop new or improved drugs and health-care products.
GRAY COMPUTER, INC.To transform how educators work by providing innovative and easy-to-use multimedia-based computer systems.
G.Dessler, 2003
©2004 eventMAP Limited
April 11, 2006
LIS580- Spring 2006
FIGURE 5–3
Strategies in Brief
Source: Arit Gadiesh and James Gilbert, “Frontline Action,” Harvard Business Review, May 2001, p. 74.
COMPANY STRATEGIC PRINCIPLE
America Online Consumer connectivity first—anytime, anywhere
Dell Be direct
eBay Focus on trading communities
General Electric Be number one or number two in everyindustry in which we compete, or get out
Southwest Airlines Meet customers’ short-haul travel needs at fares competitive with the cost of automobile travel
Vanguard Unmatchable value for the investor-owner
Wal-Mart Low prices, every day
G.Dessler, 2003
©2004 eventMAP Limited
April 11, 2006
LIS580- Spring 2006 18
Checklist 5.2How to Test the Quality of Your Strategy
Does your strategy fit with what’s going on in the environment?
Does your strategy exploit your key resources? Will competitors have difficulty keeping up with
you? Are the elements of your strategy internally
consistent? Do you have enough resources to pursue this
strategy? Can your strategy be implemented?
G.Dessler, 2003
©2004 eventMAP Limited
April 11, 2006
LIS580- Spring 2006 19
FIGURE 7–7
Examples of a Company’s Strengths, Weaknesses, Opportunities, and Threats
G.Dessler, 2003
©2004 eventMAP Limited
April 11, 2006
LIS580- Spring 2006 20
How to Benchmark Focus on a specific problem and define it
carefully Use employees who will actually
implement changes to identify the best-practices companies and to conduct on-site studies.
Be willing to share information with others. Avoid sensitive issues such as pricing, and
don’t look for new product information. Keep information you receive confidential.
G.Dessler, 2003
©2004 eventMAP Limited
April 11, 2006
LIS580- Spring 2006 21
Scenario Planning Principles
inform decision makers and influence decision making.
Alternative projections about a given future must challenge current models by creating tension among ideas, hypotheses, perspectives, and assumptions.
The dialogue and discussion spawned by the consideration of alternative futures should directly affect Idea or Company knowledge
G.Dessler, 2003