CSC3023 BIT Final Year Project

1. CSC3023 BIT Final Year Project

2. Overview of Lecture • 2014 Structure • Review of Assessment • Group Presentations • System Demonstrations • Final Report • Development Diary

3. 2014 Structure • Group Presentations • Lectures • Business Strategy • Business Modelling • Web Bases Issues • Technology Development • Business Meetings (Tutorials)

4. Assessment

5. 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 presentation • to allow students to gain feedback from each other

6. Group Presentations • Monday 17thFeb • Groups 1-3 • Monday 25thFeb • Groups 4-6 • Monday 3rd March • Groups 7-9 • Monday 10th March • Groups 10

7. 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

8. 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

9. 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

10. Achievement • Interim Business Plan • - Expansion • Project plane • - Business Development Plan • - Measurement • Outline Software Development Plan • - Methodology (prototype) • - Delivery (e.g. methodology, timing, testing, team)

11. Advice • Regroup and Organise • Maximise Team Work • Appreciate Work Load • Focus on Prototype Development • Background Research • Fully Prepared for Business Meetings • Check Project Timetable

12. 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

13. Business Strategy • The strategic management process • Mission and vision statements • Analyzing strategic drivers and core competencies • SWOT analysis • Scenario planning

14. 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.

15. Vision and Mission • A vision statement tells people • Where we want to go • What we want to become • What we want to accomplish • Why it is important • Mission expresses the organization’s: • Purpose - the needs we exist to address • Business - what are we doing to address these • Values - what principles or beliefs guide our work

16. LIS580- Spring 2006 Examples of Mission Statements 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. FIGURE 5–2 G.Dessler, 2003

17. LIS580- Spring 2006 Strategies in Brief 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 every industry 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 Source: Arit Gadiesh and James Gilbert, “Frontline Action,” Harvard Business Review, May 2001, p. 74. FIGURE 5–3 G.Dessler, 2003

18. LIS580- Spring 2006 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

19. LIS580- Spring 2006 Examples of a Company’s Strengths, Weaknesses, Opportunities, and Threats FIGURE 7–7 G.Dessler, 2003

20. LIS580- Spring 2006 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

21. LIS580- Spring 2006 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