ICT Business Analysis

Assessment 1 – Research (Online)


This is an individual and in-class assessment.

You need to write answer for all the tasks successfully to get “Satisfactory” in this assessment.

Trainer will provide the answer sheet for you.

Access to computers is required for this assessment under Trainer’s supervision.


Trainer will set the duration of the assessment.

Your tasks:

Task 1: Client business domain

Visit the Coca Cola website (www2.coca-cola.com/ourcompany) and read the company’s Welcome statement.

Does it give you a clear idea of the company’s core business? Which of the following business documents can

you find on the site?

  • mission statements
  • strategic goals
  • organisation charts


The welcome statement clearly indicates the goal of manufacturing, marketing and distributing non-alcoholic beverages. There are links to sections such as ‘Our Beliefs’, ‘Our Diversity’, ‘Leadership’, and so on, which would come under the heading of mission statements and strategic goals.

  • mission statements

Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions.

   -To refresh the world…

   -To inspire moments of optimism and happiness…

   -To create value and make a difference.


  • strategic goals
  1. Targeting Disciplined Brand and Growth Investments
  2. Driving Revenue and Profit Growth, with Clear Portfolio Roles Across Markets
  3. Refocusing on Our Core Business Model
  4. Driving Efficiency through More Aggressive Productivity
  5. Streamlining and Simplifying Operations




















Task 2: Organisational structure and business functions

  1. The manager of the purchasing department of a company has now been promoted to director of Finance. Her position has been given to the manager of accounting and in turn, a new staff member has been employed to fill this role. Does this restructure necessitate any change to the company’s structural documentation?

Yes – the organisation chart will need to be redrawn to show the new responsibilities. Any other business documents which reference the name of the person in one of these roles will also need to be changed.




  1. An organisation has produced its statement of strategic goals for the next three years. One of these goals includes a migration to e-business. What business functions would be affected by such a goal?


Basically… all of them! This particular goal will require some careful planning and liaison between all functional departments and the IT department


Task 3: Determine client requirements

Think of two or three different workplaces that deal with clients. For each workplace, find out:

  • the types of client requests they would receive
  • the importance of the request to the client

Alternatively, if you work in a position where you need to service clients, think of three types of requests your  company or department receives.

Answers will vary. Below are some diverse examples of client requests in various workplaces. Notice how important each request is to the client—either to their career, quality of life or financial security.

  • An aspiring model wants to achieve a certain look for a photographic session for his portfolio. He seeks a beautician’s advice and expertise.
  • A young school leaver seeks the help of a college careers advisor. She is interested in a career in child care and would like to know what her options are.
  • A retired man is losing his hearing and needs help in finding out about the latest digital hearing aids.
  • A single mother with a newborn baby needs to find out what financial assistance she is entitled to.
  • A prospective home-owner asks a loans officer to help him choose the right finance for his home loan.







Task 4: Stakeholders analysis

Read the scenario below:

‘Southern Dental Services is a small dental practice in a regional town. There are two dentists, Pamela Jones and Brian Huang. The practice has four support staff to manage the day to day running of the practice – Jane Emerson, who looks after the appointments, Brenda Gale, who handles the accounts, Keith Dickson, who manages the patient details, and Pauline Santoro who organises the ordering of supplies etc. Pauline obtainsmost of the supplies for the clinic from David Andrews, who runs a business selling medical and dental supplies. She orders all of the other office related products from Peter Smith’s business, Office Stuff. The clinic has five hundred patients on its books, some of whom, like Mrs. Mary O’Halloran, have been coming to the clinic since it opened, ten years ago.’

Table: Fill in the different types of stakeholder
Person Type of Stakeholder
Peter smit (c) Supplier
Keith dickson (A) Staff
Mrs. Mary O’ Halloran (B) Client
Brian Andrews (A)staff
David Andrews (C) Supplier
Pauline santoro (A)Staff

Now perform the following activity based on this table:






For each of the people in the list on the left, identify the type of stakeholder as either (a) Staff (b) Client or (c) Supplier


Task 5: Project constraints

Think about the type of constraints that might apply if you were investigating the options for purchasing a new car.

You probably thought of the price of the car.

Some others constraints might be:

  • Deadline – you have to have the new car by next weekend so that you can go to the beach.
  • Legal – since you only have a driving licence for automatic cars, you will be restricted to buying an automatic one.
  • Insurance – the cost of insurance varies greatly depending on the age of the driver and the type of car to insure, a Subaru WRX is very expensive to insure compared to a Kia Rio.
  • Funding – how are you going to fund the purchase, will you borrow the money, sell your current car, or maybe you have saved enough to buy it outright


Task 6: Organisational standards and templates

Organisational standards certainly affect your interactions with clients. Think of three areas where you need to follow organisational standards. What do you find useful about using a set design or template?

Examples of organisational standards are:

  • client liaison policy
  • procedures for servicing help desk calls
  • procedures for internal communications
  • staff training policy.


Some advantages of using templates are:

  • you are prompted to include all relevant information
  • the format is an accepted standard
  • documentation across the organisation is consistent
  • hand over of projects in the event of personnel or organisational changes is facilitated.
  • saves time
  • reduces trial and error and gives greater accuracy
  • can reduce costs and save money
  • design and function already tested and proven.


Task 7 – Interface methods

Select a familiar IT process and attempt to document the data capture/input interface methods. What are the positives and negatives of the selected method? In what way could the system be improved?

The common data capture interface methods are:

  • data from one system is printed and re- keyed into another system: This method has inherent risks of errors and fraud, is labour-intensive and costly and is not recommended.
  • data from one system is manually uploaded/downloaded from one system to another: This method reduces the risk of typing errors and fraud, but if data is not uploaded/downloaded in a regular and timely manner there may be risks of inaccuracy in the backend systems.
  • data from one system is uploaded/downloaded in automated batch processing: This method reduces errors and fraud; however, there are still risks of data inaccuracy in the backend systems between the batch uploads/downloads. The duration between batch processing may be specified from minutes, to overnight, to weekly. The greater the frequency of batch processing, the lower the risk of data inaccuracy, but there will also be an increase in network traffic and CPU usage.
  • data from one system is seamlessly interfaced with another system: In this situation a shared database may be used, or systems are dynamically connected. This method reduces the risk of errors associated with data inaccuracy but increases the risk of hacking into backend systems. In addition there may be less control over inappropriate data transfers. Note that the technical requirements and resulting cost for this type of interface system may be significantly different than the above methods.


Task 8 – Off-the-shelf solutions

An important part of preparing technical requirements documentation involves selecting or eliminating prebuilt products. Write a short paragraph detailing the advantages and disadvantages of off-the-shelf software solutions.



Positives (for purchasing off the shelf):

  • generally faster to implement (less development time)
  • generally well-tested (fewer bugs)
  • specialist software (benefits gained from economies of scale)
  • may have more resources and users worldwide, expanding and supporting the software
  • in some cases may be more cost effective.




  • generally less customisable
  • may only work on certain platforms
  • may have many features that will never be used
  • may be forced to upgrade in future (product may not be supported)
  • relying on company name (what happens if company collapses?)
  • product knowledge and intellectual property may reside outside your business (and outside your control).





















Task 9: Library DVD burner

Consider the following scenario:

suppliers product mandatory facturer’s
·        Mwave.com.au

·        Email:sales@mwave.com.au

·        Telephone:

1300 727 446 /02 8705 6000

·        Fax:  02 9648 3980


LG 8x USB Portable External DVD Burner Drive GP60NB50

Model# GP60NB50.AYBE10B


easy to use, performance, high quality,features/settings, style/design


Style evolution fromslimemer to slimmest

Superior data protection wih M-DISCtm support

Quickle and easily connect to TVs,digital photo frames and PCs via USB for the playback


·        Email:service@techbuy.com.au

Telephone: [02] 9648-1818

Fax:  [02] 9648-6988


Postal Address

P.O. Box 6270
Silverwater, NSW Australia

LG BH16NS40 Blu-Ray Writer – SATA, OEM






OPERATING SYSTEMS: Windows XP, Windows Vista™, Windows 7, Windows 8


 Super Multi Blue Internal: SATA 16x Blu-ray Disc Rewriter



-12x BD ROM Reading and Max 16x DVD RW writing speed

Superior data protection with M-DISC™ Support

Experience 3D Blu-ray


-BDXL™ Ultimate Capacity

Dick smih


Telephone: (02) 9262 5799


Address; Basement Tenancy 6, 413-421 George St
NSW 2000



Model #:E5-511-P3YF






– Portable, yet stylishly designed, the Imation Slim External DVD Recorder is ideal for netbook and laptop users wanting to save, view and share digital memories on the go.

Recording and sharing is a cinch thanks to the product’s integrated easy save function and auto-detect software.



·        SLIM DESIGN – A slim and portable design is ideal for netbook and laptop users on the go.

·        AUTO DETECT SOFTWARE – Recording and sharing is a breeze thanks to the product’s integrated easy save function and auto detect software.

·        FREE SOFTWARE INCLUDED – The slim recorder includes Nero Express 7 Essentials, Nero Photoshow Express and InCD 5 Essentials.









Task 10: Installation tasks and resources


You’ve been asked to install a Cisco Catalyst 500 Express network switch. The switch will connect four 100Mb UTP workstations to an ADSL uplink. The switch will be screwed on to a wall. It is assumed you have done the prior tasks of reviewing client requirements and investigating the existing environment. You will find the product installation guide and the Cisco Systems web site. Use the site search for ‘getting started Cisco catalyst express 500 switches’ at www.cisco.com Read the guide and make a list of resources required and a list of tasks that need to be done for the installation.

You’ve been asked to install a Cisco Catalyst 500 Express network switch. The switch will connect four 100Mb


UTP workstations to an ADSL uplink. The switch will be screwed on to a wall. It is assumed you have done the prior tasks of reviewing client requirements and investigating the existing environment.


You will find the product installation guide and the Cisco Systems web site. Use the site search for ‘getting started Cisco catalyst express 500 switches’ at www.cisco.com


Read the guide and make a list of resources required and a list of tasks that need to be done for the installation.


You have limited information for this activity so concentrate on what the technical install tasks will be. The idea here is to develop the actual install tasks and a list of resources.


  • A PC with Windows 2000 or XP installed
  • A web browser (Internet Explorer 5.5, 6.0, Netscape 7.1 or later) with JavaScript enabled. You should disable any pop-up blockers or proxy settings in your browser software and any wireless client running on your PC.
  • A category 5 ethernet cable to connect your PC to the switch. Does the switch ports require straight-through or crossover connections?
  • A Phillips head screwdriver
  • The required number of appropriate wall fasteners
  • Drill and other necessary equipment to install wall fasteners
  • A 240v power point near the switch mounting location
  • The required number of UTP cables from workstations and ADSL router to switch mounting location.

Tasks: From reading the install documentation your tasks might be:

  1. Unpack the box and check switch for physical damage
  2. Install the mounting brackets on the switch
  3. Mount the switch on the wall
  4. At this stage make sure there are no data connections to the switch.
  5. Connect 240v power to the switch and turn on.
  6. Wait for the switch SETUP LED to blink green
  7. Press the SETUP button
  8. When a switch port LED blinks green, connect your PC to that port.
  9. When the SETUP LED turns green, start a browser session on the PC.
  10. Enter the network settings as follows:



Network settings described for Cisco Catalyst 500 Express network switch
Network settings Description
Management interface (VLAN) VLAN 1
IP assignment mode Static
IP address For example (you would have determined this address from your investigations of the client’s existing network)
Subnet mask For example, (you would have determined this address from your investigations of the client’s existing network)
Default gateway For example, (you would have determined this address from your investigations of the client’s existing network)
Username For example, Admin (you would have determined this name from your investigations of the client’s existing network)
Password You would have determined this password from your investigations of the client’s existing network.


  1. Click Submit to save changes and finish basic configuration
  2. Apply Smartports roles as followsPorts 1 to 6 DESKTOP, Uplink port ROUTER (you have determined this from your prior investigations into the client’s existing network)
  3. Connect devices
  4. Test connectivity.


Estimated time for tasks based on your experience and vendor recommendations
Task Time in hours
1 0.1
2–10 0.5
11–12 0.5
13–14 1.5
Total 2.6 hours (2 hours and 40 minutes)


Task 11: Determine client requirements

  1. An important statutory requirement is that all financial documents of a business must be kept for a minimum of seven years. What requirements would this place on any new system?

1.Should be making sure the system cater enough storage for at least seven years

  1. Need future references. There would also need to be methods provided for easy access of this historical information if required.
  2. It would be important to check what level of financial detail was required to be retained, i.e. are all of the details necessary or only summary documents.


  1. A spare parts business has identified the ability of customers to order parts online as an added–value requirement. What sort of added value will this provide to the business?

There will be many possibilities that you might identify, including:

  • improved customer satisfaction due to the ability to order from home or their business
  • increased productivity due to faster turnaround time for the customer and less time required by the spare parts staff to answer phone queries and fill in order forms
  • financial benefits for the business associated with a possible reduction in the number of order entry staff needed





Task 12: identify transitional issues


Wash–a–Pooch is a Sydney–wide chain of pet groomers. They want to implement a computer system. The project brief requires the following:

  • records bookings


  • gives quotes based on the type of dog and service required (this should be available for customers on the Internet also)


  • generates reports


  • links to the accounting system.


What transitional issues do you think there will be?


  1. Internet connection (web site)
  2. Training how to use system
  3. The accounting system will be impacted.
  4. Support













Task 13: Design a sample sign off form



Task 14: Implementation issues Briefly list some of the environmental or cultural aspects to changes in the workplace that you might need to take into account when implementing your project.

Changing your workplace culture is one of the hardest tasks you’ll have to do. Human nature instinctively rejects change of any sort, even if the change will be beneficial in the long run.

Step 1.

Identify and attack the root problems in the existing corporate culture.

Step 2.

Get people to come to your side. Understand there are many obstacles to change in the workplace

Step 3

Start the change with management. There is a trickle-down theory that exists in organizational culture. When management changes their ways, they develop respect and camaraderie with their staff members.

Step 4

Jazz up the environment for the common worker.

Step 5

Provide incentives for change.


Task 15: Software Audit

Name of software Licence type Licence no. Version I use this Order of
    software importance
 Microsoft Word      2010  Y  1
 Microsoft Excel     2010  N 3
 Adobe Reader X     10.1.0  Y 1
 Google Chrome     2015  Y  1







Task 16: Implication of change

Database client–server technology describes the relationship of cooperating programs in an application. The server component provides a function or service to one or many clients, which initiate requests for such services.

Benefits are:

Centralized Computing : The client–server model does not dictate that server-hosts must have more resources than client-hosts.

Comparison with peer to peer technology

In the client–server model, the server is often designed to be a centralized system that serves many clients. The computing power, memory and storage requirements of a server must be scaled appropriately to the expected work load, i.e. the number of clients connecting simultaneously



Task 17: Testing technical solution

A prerequisite to good network design is to discuss the client’s networking needs, as this will enable you to analyse the various issues the network needs to address. To do this you will need to arrange several meetings with the client.

Initially these meetings will probably focus on fairly broad managerial type issues, but as you obtain more and more information about the client’s needs you can then arrange meetings to discuss specific issues.


Task 18: Elicitation

The major task of elicitation are:

  1. to draw forth or bring out (something latent or potential)
  2. to call forth or draw out (as information or a response)


General Techniques: Refer to each technique below for unique elements of conducting that particular technique.

  • Brainstorming
  • Document Analysis
  • Focus Groups
  • Interface Analysis
  • Interviews
  • Observation
  • Prototyping
  • Requirements Workshops
  • Survey/Questionnaire



Task 19: Stakeholder requirement analysis

The Requirements Analysis Knowledge Area describes the tasks and techniques used by a business analyst to analyse stated requirements in order to define the required capabilities of a potential solution that will fulfil stakeholder needs.



Task 20: Stakeholder requirement validation

A requirement can be of value to a stakeholder and still not be a desirable part of a solution. A requirement that is not aligned with the business case should be defined and approved in a separate business case, or considered for removal from the solution scope. Ultimately, each requirement must be traceable to the objectives in the business case, and should also minimize the opportunity cost of implementation.

At the project level, opportunity cost refers to the benefits that could have been achieved with an alternative investment rather than this one. In other words, it is the cost of what you cannot do or have because you chose to invest in this project instead of another one. This concept can also be applied to decisions made within a project. For example, if a project team spends time and energy implementing a feature in a software application, that effort cannot be applied towards additional testing, training for the users, bug fixes, or other project work. That lost work represents the opportunity cost of the decision. The opportunity cost of any decision is equal to the value of the best alternative use of those resources.