Assessment Brief: SBM4303 Enterprise ArchitectureTrimester 1, 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, Assessment TaskTypeWeightingDueLengthULOAssessment 1: Case StudyPropose EA artifacts, taxonomy of documentationsthat to be delivered for a particular case study. Inaddition, to discuss the operating model and typesof IT initiatives.Group30% (Report:25%Presentation:5%Week53500words(reportand powerpointslides withembeddedaudio)ULO-1ULO-2ULO-3Assessment 2: ReportWrite a report to examine the architecture functionof a specific organisation and determining theoperating model for a multi-profile company. Thereport should also cover the core concepts of dataand information architecture and evaluate existingdata and information architecture designs,continuity plans in the context of EA and role ofaudit and compliance standards in EA (details in theAssessment Brief).Individual40%Week123600wordsULO-3ULO-4ULO-5ULO-6Assessment 3: QuizEvery quiz will be conducted based on the teachingand learning materials covered in previous twoweeks, for an example, quiz 1 in week 3 will bebased on week 1 and week 2 teaching and learningmaterials (details in the Assessment Brief).Individual30%Week2, 4, 6,8 & 1030Minutesfor eachquizULO-1ULO-2ULO-3ULO-4ULO-5ULO-6 and in the discussion forums. The prescribed textbook is the main reference along with therecommended 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:Data#10 is a mid-size governmental department providing important services of a social nature to thepopulation of a large territory. From the technology perspective, the organization can be consideredas a late adopter of innovations and characterized by relative underinvestment in IT, which has certainimplications for both its IT landscape and respective management practices. On the one hand,Data#10’s IT landscape is very heterogeneous and includes many legacy information systems andtechnologies some of which have been in use for decades. On the other hand, its IT-relatedmanagement practices are also rather archaic. For instance, the relationships between business andIT leaders in the organization exhibit evident signs of “us and them” mentality, while new investmentsin IT are viewed by business mostly as a means to reduce costs of the existing operations.Data#10 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 140specialists and consists of three main functions: architecture, development and service. Thearchitecture function includes a few architects focused predominantly on specific IT solutions.Data#10 previously tried to uplift the maturity of its EA practice and extend the scope of architecturalplanning beyond separate initiatives, but these attempts did not succeed and respective architectshad been made redundant.Then, the CIO decided to undertake another deliberate effort to evolve Data#10’s EA practice with theinvolvement of external consultants. For this purpose, the organization engaged a rather well-knownboutique EA consultancy to help initiate a full-fledged EA practice. The consultancy formed a projectteam consisting of four architects specialized in different subject areas. This consulting team actedaccording to a detailed engagement plan agreed with Data#10’s senior IT leadership. The planstipulated 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 stakeholdersand developed all the EA artifacts specified in the plan. Specifically, they started from analyzingData#10 in terms of current and desired maturity of its business capabilities and mapped existingapplications to respective capabilities. Then, they captured all relevant data entities, documented alltechnologies used in the organization, depicted current and defined target application portfolios andcreated more detailed CRUD (create, read, update and delete) relationship matrices.1. Develop a comprehensive roadmap specifying what projects should be executed in the next12 months. The order of execution is very important, therefore you are also required todevelop a timeline the 12 months.2. Based on your road map, discuss 4 key EA artifacts that would be delivered in first 2-3 months.State 2 reasons why you have chosen to implement the 4 (four) EA artifacts3. Discuss 5 (five) direct benefits and 5 (five) indirect benefits that Data#10 would have if theEnterprise Architecture is successfully implemented in Data#10.4. Discuss 5 (five) key roles that Enterprise Architecture Business Strategy Practice will play inData#10.5. Discuss the operating model that you will implement in Data#10 and why you have chosenthe operating model.6. Discuss the roles of Vision and Standard in implementation of Data#10’s EA?7. Discuss 5 types of IT initiatives that you have considered very important to Data#10’s EAMarking 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(20% marks)Not able to developa comprehensiveroadmap specifyingwhat projectsshould be executedin the next 12monthsDeveloped a roadmapspecifying whatprojects should beexecuted in the next 2– 3 months, providedsolution is acceptablebut details missingMost of theroadmap areidentified but minorpoints are missingAll the road mapidentified, providesvery good solutions,examines the EAclearlyAll the problems areclearly identified,provided excellentsolutions and EA veryclearly.Q2 (10% marks)4 key EA artifactsthat would bedelivered in 2-3months discussedand stated 2reasons whyimplementation ofthe 4 (four) EAartifacts importantin the first 2 – 3months but notproperly discussed.4 key EA artifacts thatwould be delivered in2-3 months discussedand stated 2 reasonswhy implementationof the 4 (four) EAartifacts important inthe first 2 – 3 monthsbut details missing5 4 key EA artifactsthat would bedelivered in 2-3months discussedand stated 2reasons whyimplementation ofthe 4 (four) EAartifacts importantin the first 2 – 3months presentedin detail.4 key EA artifacts thatwould be delivered in2-3 months discussedand stated 2 reasonswhy implementationof the 4 (four) EAartifacts important inthe first 2 – 3 monthspresented in detail,comprehensivelyexamine the relationof EA4 key EA artifacts thatwould be delivered in 2-3 months discussed andstated 2 reasons whyimplementation of the 4(four) EA artifactsimportant in the first 2 –3 months presented indetail, verycomprehensivelyexamine the relation ofEAQ3 (10% marks5 (five) directbenefits and 5 (five)indirect benefitsthat Data#10 wouldhave if theEnterpriseArchitecture issuccessfullyimplemented inData#10 discussedbut lots of missinginformation5 (five) direct benefitsand 5 (five) indirectbenefits that Data#10would have if theEnterpriseArchitecture issuccessfullyimplemented inData#10 but detailsmissing5 (five) directbenefits and 5 (five)indirect benefitsthat Data#10 wouldhave if theEnterpriseArchitecture issuccessfullyimplemented inData#10 discussedin details.5 (five) direct benefitsand 5 (five) indirectbenefits that Data#10would have if theEnterpriseArchitecture issuccessfullyimplemented inData#10comprehensivelyexamine the relationof EA5 (five) direct benefitsand 5 (five) indirectbenefits that Data#10would have if theEnterprise Architectureis successfullyimplemented in Data#10discussed in details, verycomprehensivelyexamine the relation ofEA Q4 (10% marks5 (five) key rolesthat EnterpriseArchitectureBusiness StrategyPractice will play inData#10 discussedbut lots of missinginformation5 (five) key roles thatEnterpriseArchitecture BusinessStrategy Practice willplay in Data#10 butdetails missing5 (five) key rolesthat EnterpriseArchitectureBusiness StrategyPractice will play inData#10 discussedin details.5 (five) key roles thatEnterpriseArchitecture BusinessStrategy Practice willplay in Data#10comprehensivelyexamine the relationof EA5 (five) key roles thatEnterprise ArchitectureBusiness StrategyPractice will play inData#10 discussed indetails, verycomprehensivelyexamine the relation ofEAQ5 (10% marksOperating modelthat that the groupwill implement inData#10 and whythe group haschosen theoperating modeldiscussed but lots ofmissing informationOperating model thatthat the group willimplement in Data#10and why the grouphas chosen theoperating modeldiscussed but fewdetails missingOperating modelthat that the groupwill implement inData#10 and whythe group haschosen theoperating modeldiscussed in detail.Operating model thatthat the group willimplement in Data#10and why the grouphas chosen theoperating modeldiscussed andcomprehensivelyexamine the relationof EAOperating model thatthat the group willimplement in Data#10and why the group haschosen the operatingmodel discussed indetails, verycomprehensivelyexamine the relation ofEAQ6 (10% marksRoles of Vision andStandard inimplementation ofData#10’s EA notproperly discussedRoles of Vision andStandard inimplementation ofData#10’s EAidentified properly,but missing pointsRoles of Vision andStandard inimplementation ofData#10’s EAproperly discussed,providedRoles of Vision andStandard inimplementation ofData#10’s EAdiscussed anddetailed explanation.Roles of Vision andStandard inimplementation ofData#10’s EA discussedand with excellentexplanation.Q7 (10% marks5 types of ITinitiatives that youhave consideredvery important toData#10’s EAdiscussed but withwrong information5 types of IT initiativesthat you haveconsidered veryimportant toData#10’s EAdiscussed but withmissing information5 types of ITinitiatives that youhave consideredvery important toData#10’s EAdiscussed with goodinformation5 types of IT initiativesthat you haveconsidered veryimportant toData#10’s EAdiscussed withexcellent information5 types of IT initiativesthat you haveconsidered veryimportant to Data#10’sEA discussed withcomprehensive andexcellent informationStructure,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, grammarand 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, grammarand 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)InnoTech is a large steel manufacturing company established several decades ago. Historically,InnoTech grew largely via mergers and acquisitions of smaller companies occupying adjacent orcomplementary market niches and underwent a number of corporate restructurings. Presently, at thehighest level the company is split into two major divisions: Division Alpha and Division Beta. Bothdivisions are governed from the lean central head office and report their quarterly financial indicatorsto top business executives for their consideration. However, operationally these divisions representessentially independent businesses with non-overlapping suppliers, products, customers and markets.Each division is managed by an appointed executive director reporting directly to C-level corporateleadership. Divisions are free to set their own agendas, pursue their own competitive strategies andmake their own investment decisions, though major investments must seek approval at the corporatelevel.Division Alpha is an established and large-scale, but highly centralized manufacturing shop. Itspecializes on fabricating a single line of products, which are distributed directly to a narrow circle ofwholesale customers over stable supply chain network arrangements. The division has a ratherconservative IT investment strategy intended primarily to achieve better automation of existingoperations and enable smooth, uninterrupted and efficient business processes. It has a centraldivision-wide IT department employing around 150-180 in-house specialists and also involving about100-120 external contractors working on a full-time basis. The IT department is responsible forproviding necessary IT support across all activities of Division Alpha’s value chain, e.g. production,warehousing, sales and delivery as well as various supporting activities including HR, finance and legalservices.Division Beta has a more complex, dynamic and diversified business model. It offers three core linesof products focused largely on different market segments and customer groups. These product linesrequire substantially different manufacturing processes, distribution channels, sales approaches andmarketing campaigns. However, all products are fabricated from similar raw materials andcomponents procured from the same suppliers. Moreover, customer bases of these products alsopartially overlap, and the department’s leadership is planning to leverage cross-selling opportunitiesmore actively in the future. Organizationally, Division Beta is structured into three major units alignedto its three product lines and an additional supporting unit providing shared division-wide services tothe main business, e.g. HR, finance, accounting and IT. Its IT department employs around 450-500 ITstaff qualified in different technologies used in the division’s IT landscape. To accommodate with thequickly changing market conditions, Division Beta invests a significant share of its profits in new ITsystems and infrastructure. It has an aggressive IT investment strategy aimed at enabling innovativeways of working.Questions1. How many architects does the InnoTech needs for each of the positions described above?Provide detailed explanation to justify the needs.2. Discuss 5 (five) major general skills requirements for architecture positions3. Describe 5 role of the Architecture Manager in InnotechReport: Part-II (Determining the Operating Model of a Multi-Profile Company)ComTech is a diversified, multi-profile company. Essentially, it is a conglomerate company consistingof three diverse strategic units acting as independent businesses under separate brands in differentindustry sectors: Unit Alpha, Unit Beta and Unit Gamma. ComTech 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. Specifically, the unit controls a chain of small fastfood restaurants occupying the low-cost market niche. In total, the chain includes more than 80restaurants located in different geographies and more restaurants are planned to be opened in theforeseeable future. All restaurants offer same interiors, menus, prices, meals and services to theircustomers and imply standardized policies, working procedures and supporting equipment.However, each restaurant is run separately by a chief manager responsible for its overall financialwell-being and all necessary business processes, e.g. recruiting, training, procurement, cooking,servicing, cleaning and complaints management. With the exception of Unit Beta’s lean centraloffice, 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.Questions1. What is an operating model of ComTech on each of its three strategic business units?2. What business processes are standardized ComTech within each of its business units?3. What specific types of data are integrated across ComTech within each of its businessunits?4. What is the highest-level structure of the IT landscape in ComTech in each of its businessunits?5. Recommend operating model that should be implement in ComTech. Provide 3 reasons foryour recommendationReport: Part-IIIMoneyInvectors is a mid-size financial company. 5 years ago MoneyInvectors 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 2 year. Due to recent advancement in technologies,MoneyInvectors wants to implement Big Data technologies that would empower their staff andcustomers for example, implementation of analytical Big Data Technologies would enableMoneyInvestors staff to approve credit card application within 30 minutes of the submission of theapplication.However, MoneyInvectors’s CIO is pretty skeptical towards the implementation of Big Datatechnologies. He believes that the company is only wasting money on the Big Data technologies as itis essentially nothing more than a sophisticated collection of data.As a newly promoted IT manager at MoneyInvestors, you are required to write a report that discussesthe following:1. 5 (five) major difference between Big Data and EA.2. 5 (five) challenges that MoneyInvestors may have with implantation of Big DataTechnologies and how the challenges should be resolved.3. 5 (five) major difference between Big Data and Ordinary Data.4. 5 (five) ways that MoneyInvestors would benefits from Big Data disruptive technologiesimplementation.5. What do you under with the term ‘cloud computing’? Discuss the important of cloudcomputing in Enterprise architecture.Marking 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(15% 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 veryclearly Report 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 onOperating modelidentification,comparisonpresented in detail,comprehensivelyexamine the relationof EAShows fullknowledge onOperating modelidentification,comparisonpresented in detail,verycomprehensivelyexamine the relationof EAReport Part-III:(30% marks)Big data, cloudcomputing notdiscussed properly,Provide wrongsolutionsBig data, cloudcomputing discussedbut missing pointsMore than adequatedesign, most of thesolutions areproperly, providedComprehensiveanalysis 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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