Match ICT Needs with Strategic Direction: Assessment Guide

ICTICT517 Match ICT needs with the strategic direction of the organisation Final Results Record Student name: Assessor name: Date Final assessment results Task Type Result Satisfactor y Unsatisfactory Did not submit Assessment Task 1 Knowledge questions S U DNS Assessment Task 2 Project Portfolio S U DNS Overall unit results C NYC Feedback  My performance in this unit has been discussed and explained to me.  I would like to appeal this assessment decision. Student signature: _________________________________________ Date: _________________  I hereby certify that this student has been assessed by me and that the assessment has been carried out according to the required assessment procedures. Assessor signature: _______________________________________ Date: _________________ Page 1 of 40

ICTICT517 Match ICT needs with the strategic direction of the organisation CONTENTS Introduction ........................................................................................................................................ 3 Assessment Task 1: Knowledge Questions ....................................................................................... 4 Assessment Task 1: Checklist ........................................................................................................... 6 Assessment Task 2: Project Portfolio ................................................................................................ 7 Assessment Task 2: Checklist ......................................................................................................... 10 Page of ICTICT517 Match ICT needs with the strategic direction of the organisation

ICTICT517 Match ICT needs with the strategic direction of the organisation Introduction The assessment tasks for ICTICT517 Match ICT needs with the strategic direction of the organisation are outlined in the assessment plan below. These tasks have been designed to help you demonstrate the skills and knowledge that you have learnt during your course. Please ensure that you read the instructions provided with these tasks carefully. You should also follow the advice provided in the IT Works Student User Guide . The Student User Guide provides important information for you relating to completing assessment successfully. Assessment for this unit ICTICT517 Match ICT needs with the strategic direction of the organisation describes the performance outcomes, skills and knowledge required to ensure information and communications technology (ICT) products and systems match the strategic direction of the organisation. For you to be assessed as competent, you must successfully complete two assessment tasks:  Assessment Task 1: Knowledge questions – You must answer all questions correctly.  Assessment Task 2: Project – You must work through a range of activities and complete a project portfolio. Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Assessment Task 1: Knowledge Questions Information for students Knowledge questions are designed to help you demonstrate the knowledge which you have acquired during the learning phase of this unit. Ensure that you:  review the advice to students regarding answering knowledge questions in the IT Works Student User Guide  comply with the due date for assessment which your assessor will provide  answer all questions completely and correctly  submit work which is original and, where necessary, properly referenced  submit a completed cover sheet with your work  avoid sharing your answers with other students. Assessment information Information about how you should complete this assessment can be found in Appendix A of the IT Works Student User Guide . Refer to the appendix for information on:  where this task should be completed  the maximum time allowed for completing this assessment task  whether or not this task is open-book. Note : You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix C of the Student User Guide. Page of i

ICTICT517 Match ICT needs with the strategic direction of the organisation Questions Provide answers to all of the questions below: 1. List four key sections that should be included in an ICT action plan for ICT projects. 2. A company is having problems with their current IT system and wishes to upgrade to a new system. Describe two methods that can be used to analyse these technical problems, as well as planning an approach to address the problems. 3. Explain how a joint application design approach can assist in implementing a new ICT system within an organisation. 4. Think about all the components of an ICT system including hardware products, software products, data and the Internet. If you were considering upgrading your internal/external systems and products, what methods might you use to evaluate competing and complementary systems and products. Give two examples. 5. Explain two reasons why it is important for a business to keep up to date with IT trends. 6. Review the article at the following link: https://news.microsoft.com/en-au/features/digital-transformation-to-contribute-45-billion-to- australias-gdp-by-2021/ If you were a business owner, what key information does this article give you and how would you use the information to influence your business in the future. Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation Assessment Task 1: Checklist Student’s name: Did the student provide a sufficient and clear answer that addresses the suggested answer for the following? Completed successfully? Comments Yes No Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Task outcome:  Satisfactory  Not satisfactory Assessor signature: Assessor name: Date: Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Assessment Task 2: Project Portfolio Information for students In this task, you are required to demonstrate your skills and knowledge by working through a number of activities and completing and submitting a project portfolio. You will need access to:  a suitable place to complete activities that replicates a business environment including a meeting space and computer and internet access  your learning resources and other information for reference  Project Portfolio template. Ensure that you:  review the advice to students regarding responding to written tasks in the IT Works Student User Guide  comply with the due date for assessment which your assessor will provide  answer all questions completely and correctly  submit work which is original and, where necessary, properly referenced  submit a completed cover sheet with your work  avoid sharing your answers with other students. Assessment information Information about how you should complete this assessment can be found in Appendix A of the IT Works Student User Guide . Refer to the appendix for information on:  where this task should be completed  how your assessment should be submitted. Note : You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix B of the Student User Guide. Page of i

ICTICT517 Match ICT needs with the strategic direction of the organisation Activities Complete the following activities: 1. Carefully read the following: This project requires you to evaluate current ICT systems and products and determine changes that need to be made to achieve strategic objectives. This project can be based on the case study business in the ICT simulation pack or you may like to base this on your own business, or a business you are currently working for or are familiar with. It is important that this business has a Strategic Plan and policies and procedures relating to the implementation of ICT changes. Speak to your assessor to get approval if you want to base this on your own business or one you work for. You will be collecting evidence for this unit in a Project Portfolio. The steps you need to take are outlined below. 7. Planning Make sure you are familiar with the business you are basing this assessment on and have read through the necessary background information, Strategic Plan and policies and procedures. For the case study business, this is all of the documents included in the ICT simulation pack. If it’s your own business or a a business where you are working or are familiar with, it’s important at this step that you have your business or case study approved by your assessor. Complete Page 4 of your Project Portfolio for this unit. Read through the requirements of Section 1 and 2 of your Project Portfolio . 2. Evaluation You are now to complete Sections 1 and 2 of your Project Portfolio . When you complete Section 1, you need to:  Research potential ICT systems/products to explore options  Cost the ICT systems/products by obtaining quotes or document pricing obtained from supplier web sites. You will need to attach evidence of this.  Take into account the case study organisation policy and procedure and report on the process for procuring new ICT systems and products according to the policy and procedure. Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation 8. Round table discussion In a group round-table style discussion with a student group of approximately four or five, you will present the results of your evaluation of the current ICT system and your proposed changes. You are to assume that you are presenting your results to management. Each person will have a turn (10 minutes per person) to talk about their findings as per their project portfolio. Other members of the group are to provide their feedback and approval of ideas. Your assessor will be looking to see that you can present your ideas and recommendations on ensuring ICT products and systems match the strategic direction of the case study organisation or the business that you have selected as documented in your project portfolio. You must also present your ideas and recommendations such that technical terminology can be understood by all. During the roundtable discussion, you are to:  demonstrate effective communication skills including: o Speaking clearly and concisely o Using non-verbal communication to assist with understanding o Asking questions to identify required information o Responding to questions as required o Using active listening techniques to confirm understanding This can either be viewed in person by your assessor or you may like to video record the session for your assessor to watch later. Your assessor can provide you with more details at this step. Make sure you follow the instructions above and meet the timeframes allocated. 9. Submit your completed Project Portfolio Make sure you have completed all sections of your Project Portfolio, answered all questions, provided enough detail as indicated and proofread for spelling and grammar as necessary. Submit to your assessor for marking. Page of i

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ICTICT517 Match ICT needs with the strategic direction of the organisation Assessment Task 2: Checklist Student’s name: Did the student: Completed successfully? Comments Yes No Interpret the organisation’s strategic plan to understand the industry environment and organisational goals? Review a range of information to determine and report on the current state of ICT systems and practices? Compare and report on strategic plan objectives versus the current state of ICT systems and practices and determine and report on ICT gaps, improvement opportunities and recommended changes? Evaluate and report on the impact of proposed changes against strategic objectives? Evaluate and report on the difficulty of implementing recommended changes to the organisation’s ICT systems and products? Prioritise and report on recommended changes and describe opportunities they may present and assist in the organisation’s implementation scheduling? Cost the recommended changes? Report on the ICT evaluation process? Develop an action plan to implement recommended changes and that includes a schedule of priority and is consistent with policy and procedure for implementing ICT changes? Develop an action plan that includes standards, targets and implementation Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation methods? Report on proposed changes, gaps and improvement opportunities, the evaluation process and the action plan at a meeting with management and for feedback and approval? During the roundtable discussion, demonstrate effective communication skills including:  Speaking clearly and concisely  Using plain English to ensure that technical terminology can be understood by all staff  Using non-verbal communication to assist with understanding  Asking questions to identify required information  Responding to questions as required  Using active listening techniques to confirm understanding Task outcome:  Satisfactory  Not satisfactory Assessor signature: Assessor name: Date: Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation Case Study King Edward VII College was established in 2010. The College is based in Melbourne CBD and offers a range of courses in management, marketing, human resources and international business. It currently has around 500 students enrolled across all of its courses. The College is very popular due to its competitive pricing structure, innovative teaching methods and state of the art facilities. Due to its success, the College plans to establish two additional campuses, one in Brisbane and one in Sydney within the next 6 months.. The College currently employs 24 staff members. That includes the CEO, a Marketing Manager and a Marketing Assistant, Human Resources Manager, Finance Manager, Administration Officer, IT Manager, Receptionist, Academic Manager, Student Services Officer and approximately 14 trainers. A new Strategic and Operational Plan has been developed to guide the company’s direction for the next three years. As the newly employed IT Manager, you have been asked to review the Strategic and Operational Plan to identify any possible ICT gaps and improvements that need to be made and that align with the strategic direction. The company’s current ICT situation is as follows: Hardware Number Software Number Server HP/DELL 16 GB Ram 2.5 TB space and 2.5 TB backup 1 Windows Server 2008 R2 1 Computer PC 24 Windows 7 pro Computer monitor 24 Office 2010 Pro 24 Router 1 Enterprises System/ App Specific to company 0 Switch 1 Cloud Server / Online system and websites 0 Cables Bundle Wi-Fi Modems 2 All workstations currently have the software as outlined above. There is no cloud system in place and staff can only access data at work through their computers. A number of staff are expected in the near future to increasingly work in multiple locations due to the establishment of the new campuses. Although the existing campus is state of the art, students often complain about the WiFi being slow or dropping out. King Edward VII College Purchasing Policy and Procedures Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Policy Purpose The purpose of this policy is to provide clear guidelines for the procurement of goods and services, valued at under $150,000. This policy will assist King Edward VII College in ensuring the best value for money, good management practices, legislative compliance, transparency, probity and environmental performance. Policy Objectives This policy applies to all employees of King Edward VII College and to any external entity overseeing, or having any involvement in, the procurement of goods and services for the College. Staff authority to requisition, order and approve purchases is governed by Staff Delegations of Authority made by the CEO. This includes the specific upper limits on purchasing approvals permitted by individual staff positions. No staff must act outside their delegation of authority. Purchasing Principles and Procedures The first consideration in procurement is determining whether or not it is necessary to purchase, or if it is possible to use or share existing resources within the College. Consider:  Have both recycling and surplus stores (if appropriate) been checked to ensure that no comparable product is available internally?  Is it possible to share existing resources with other departments?  Is the quantity requested appropriate and sure to be used?  Will the product be used to the end of its useful life? If not, can it be easily reallocated to another department and how will this cost be borne? If the answer is yes to the all of the above, then proceed. Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation Basic Purchasing Principles Purchasing must be governed by the following principles;  The purchasing system should be designed to provide the best value for money;  The procedures used must be, and must be believed to be, able to withstand public scrutiny;  Purchasing procedures should ensure open competition and no individual supplier should be given advantage over others; and  Purchasing procedures should comply with all of the College’s policies, including sustainability.  When quotations have been requested of suppliers, all unsuccessful bidders will be notified in writing. Value for Money The best way of obtaining value for money is to ensure that there is a strong element of competition in the allocation of orders or awards of contracts. This is ensured by obtaining competitive quotations wherever practicable. The degree of detail with which procurement is performed depends on the value, complexity and sensitivity of the goods and services being purchased. It is not good practice to use excessive time and paperwork on simple purchases of low value. ‘Best value for money’ does not imply that the lowest quotation must be selected uncritically. Other criteria such as the degree of compliance with specified quality standards, known performance and capacity of suppliers as well as maintenance, impact on the environment and whole of life costing must be taken into account. Conflict of interest Staff engaging in procurement, for even small purchases, must be mindful of any conflict of interest. Information provided to the College should be treated as commercial, in confidence, restricted to persons concerned with the specific purchase or contract. Care should be taken that it is not inadvertently displayed or otherwise communicated to competitors in the course of supplier evaluation. Environmental sustainability The College requires that procurement decisions incorporate environmentally sound policies. Staff must carefully consider environmental issues when planning both service levels and the required standards of goods. Expected and desired environmental performance and outcomes is to be documented, where practical, in the specifications and evaluation of contracts. Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation Procedures in procurement by financial category These categories apply to the cost of individual products or services, not the total cost of a group purchase. Goods and Services up to $5,000 Minimum of 2 verbal or internet-based quotations are to be sought except:  Where goods or services are needed immediately in an emergency situation  Where rates are considered reasonable and consistent with normal market rates and these are tested from time to time. The Administration officer will complete a Quotation Record Form which includes:  A description of the goods or services required  A list of organisations submitting quotations, costs, details and delivery details  In any instance where the quotation accepted is other than the lowest received, the reason or reasons for accepting that quotation. The Quotation Record Form must be provided to, and signed by, an approving officer, usually the relevant Manager, with delegated authority to approve purchases at this value. Although it is not obligatory to obtain written quotations when purchasing under the $5,000 threshold, circumstances will arise when it may be advantageous to call written quotations to put the procurement on a more formal footing and/or eliminate any ambiguity about process. Goods and Services over $5,000 and up to $10,000 The following procedures are to be applied when calling for quotations:  Minimum of three written quotations obtained and filed. Where 3 written quotes cannot be obtained the reasons are to be documented.  Quotation Record Form with written quotations attached to be completed by Admin and provided to Manger for approval and then filed.  Reasons for passing over any lower price bids must be documented. The Quotation Record Form must be signed by an approving officer, usually relevant Manager, with delegated authority to approve purchases at this value. Goods and services over $10,000 and up to $50,000 The following procedures are to be applied when calling for quotations:  Minimum of three written quotations obtained and filed. Where 3 written quotes cannot be obtained, the reasons are to be documented.  Specifications must be supplied to persons providing quotations.  Declaration of Interest Form must be completed and signed by staff involved in the procurement process. Staff with an interest in this procurement are to be excluded from the process. Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation  Quotation Record Form with written quotations and associated documentation including specification, process requirements, Declaration of Interest Forms and reasons for passing over any lower price bids to be completed and filed. The Quotation Record Form must be signed by an approving officer with delegated authority to approve purchases at this value, usually the relevant Director. Goods and Services over $50,000 and up to $150,000 The following procedures are to be applied to formal quotation process:  A Purchasing Officer should be identified. This will usually be one of the Senior Managers. A signed Declaration of Interest Form must be completed prior to commencement of the formal quotation process. Staff with an interest in this procurement are to be excluded from the process.  Detailed specifications must be prepared and provided to suppliers. In addition to the specific goods or services requirements, specifications may call for response to organisational capacity and risk management, environmental performance, maintenance, whole of life costing and requests for ‘referees’.  Official “Requests for Written Quotation” may be issued, either selectively to a list of suppliers and/or opened to a broad range of suppliers by advertisement in the local press.  At least 3 written quotations must be received unless this is not possible. If so, the reasons must be documented.  Quotations must be delivered or forwarded to the specified Purchasing Officer and by a specified date. A schedule of quotations received will be prepared.  The quotations are to be evaluated by the Purchasing Officer. Evaluation must be made against the elements included in the specification and fully documented including reasons for passing over any lower price bids.  The evaluating officer or committee will complete a Quotation Record Form and attach associated documentation, including the Schedule of Quotations, signed Declaration of Interest Forms, detailed deliberations and final recommendation. The approving officer (usually the CEO) may either accept or reject the recommendation. If the recommendation is approved, a written offer can be made to the successful supplier. If the recommendation is rejected and an alternative supplier approved, then full justification for the decision of the approving officer must be documented or the process of procurement can recommence. The Quotation Record Form must be signed by an approving officer with delegated authority to approve purchases at this value, usually the relevant Director. Formal tender processes may be used for purchases under $150,000. This is advisable in circumstances where the value of the procurement is reaching the upper limit of $150,000; goods and services being sought are of significant public interest; or where the procurement is complex. In these circumstances the accountability and best value benefits of a formal tender process should be considered. Goods and Services over $150,000 This will be a formal tender process as per the Tender Process Policy and Procedure. Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation Summary of Threshold values Dollar Value Process Documentation Up to $5,000 2 verbal quotes Quotation Record Form $5,000 - $10,000 3 written quotations  Quotation Record Form  3 written quotes $10,000 - $50,000 3 written quotations  Quotation Record Form  3 written quotes  Specification  Declaration of Interest Forms  Process Documentation  Letter notifying suppliers of outcome $50,000 - $150,000 3 written quotations or Formal Tender Process  Quotation Record Form  3 written quotes  Detailed Specification  Declaration of Interest Forms  Schedule of Quotations  Quotation Evaluation  Detailed Process Documentation  Letter notifying suppliers of outcome $150,000 and above Formal Tender Process Tender process Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation STRATEGIC & OPERATIONAL PLAN 20XX – 20XX KING EDWARD VII COLLEGE Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Executive Summary Established in 2010, King Edward VII College is a Registered Training Organisation (college) that provides training to students in business and management. Our principal purpose is to provide high quality training services to satisfy students’ needs. Our training is nationally recognised and accredited to meet vocational and educational standards. Courses are designed by highly qualified staff with extensive industry and training experience to achieve teaching and learning excellence, flexibility and personal satisfaction. We draw on our established relationships with industry and other stakeholders to ensure that our courses are appropriate to the demands of our clients and consistently meet their expectations. Quality is maintained in compliance with the national VET Quality Framework and through our continuous improvement system. A key objective is to develop the required knowledge and skills for clients to be job ready and competently undertake their chosen role in a wide range of business areas. Mission King Edward VII College provides high quality industry training that engenders participation and achievement. Strategic Objectives 1. To be a leader in vocational education and training 2. To establish and maintain high quality infrastructure supporting clients and staff 3. To be well led, high performing, profitable and accountable 4. To develop our people and resources Values The core values underpinning our activities are:  Sustain excellence in training and assessment  Promote innovation across all of our business operations  Be a collaborative and caring community  Embrace difference and diversity  Demonstrate integrity and equality of opportunity in all activities  Operate with openness and accountability Target market for services King Edward VII College has two broad segments to its target market, consisting of people wishing to gain entry to the industry, as well as people already working in business and management who want to formalise or develop their skills. Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation Building effective leadership and management skills of managers has been identified as particularly important. This has informed King Edward VII choice of delivery. We also intend to capitalise on market needs for delivery of blended (classroom and online), as well as on-line courses. There are many training providers in our sector and King Edward VII seeks to offer a point of difference through our competitive pricing structure, innovative teaching methods and state of the art facilities. The Market In 2017, an estimated 4.2 million students were enrolled in VET with an Australian training provider, representing almost a quarter of the Australian population aged 15–64 years. In comparison, in the same year, there were 1.5 million higher education students enrolled with an Australian higher education provider, and 3.8 million school students enrolled in Australia. For domestic students, 65.7% reside in major cities, 31.5% in regional areas, and 2.9% in remote areas. Additionally, the number of international students studying in Australia increases steadily every year. In May 2018 there were over 550,000 international students in Australia, an increase of 11% over the previous May. 31% of these students were from China, and 12% were from India. However, there are approximately 5000 college’s that currently exist within Australia, and this number is increasing also. This means that there is more competition for King Edward VII College. Situation Analysis Strengths Weaknesses  Price, value and quality  Clear understanding of student requirements  Delivery mode suitable for client requirements  High quality learning and assessment materials  Committed to quality ethical practice  Ability to adapt to changing market conditions  Effective and practical policies and procedures  Competitive pricing  Friendly organisational culture  Focus on business and management courses only  Substantial investment in Sydney and Brisbane meaning large financial outlay  Ageing workforce for senior management positions  High staff turnover of trainers  Difficulty in finding skilled trainers and assessors  Lack of leadership and management skills of existing workforce Page of

ICTICT517 Match ICT needs with the strategic direction of the organisation  Level of available finance for investment  Lack of diversity in workforce  Outdated ICT system Opportunities Threats  Potential for offshore delivery  Target market experiencing growth  To target other States and Territories  Current portfolio of courses popular in target markets  Potential to apply for Government funding   Changes in Industry legislation affecting students  Possible adverse effects of government policy changes  High level of competition from other training providers in relation to target market plus competition for staff  Instances of other college’s bad practice creating poor perception of training providers to clients  Predicted uncertainties in the world economy impacting level of demand for training  Low price courses offered by competitors  Failing to satisfy clients’ demands  Unskilled trainers  Ageing workforce Operational Priorities The following table identifies the operational priorities we plan to achieve in pursuit of our strategic objectives. Date Priorities Key performance indicators Year 1 April 20XX Upgrade current ICT system to be faster, more efficient and sustainable and to ensure links between the multiple campuses to be established ICT system meets needs of staff and students. Data can be retrieved via cloud access. June 20XX Improve web site information to attract more students 10% increase in students by June 20XX Improve market share by 5% July 20XX Conduct annual internal audit Audit conducted and continuous Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation improvement identified September 20XX Develop and implement workforce plan Workforce plan developed and staff informed of key strategies. Oct 20XX Develop and implement a cultural sensitivity and awareness program for staff All staff trained in cultural awareness November 20XX Implement staff performance management review system Staff advised of new system and performance reviews conducted across the organisation. Dec 20XX Identify suitable location for Sydney campus Location identified and lease taken out Year 2 Jan XX Provide information sessions showcasing the College (Melbourne and Sydney) Fit out Sydney campus ready for student admissions in February. Interview staff for commencement in February. Identify at least 50 potential sign ups Sydney campus ready for operation March XX Develop an on-line learning platform for all courses All courses offered on-line by end 20XX. Increase student numbers by 12% April 20XX Identify suitable location for Brisbane campus Location identified and lease taken out May 20XX Fit out Brisbane campus ready for student admission in June. Interview staff for commencement in June. Brisbane campus ready for operation July 20XX Conduct annual internal audit Audit conducted and continuous improvement identified November 20XX Staff performance reviews All staff performance reviews conducted Year 3 Feb XX Undertake scoping study for possible offshore campus Scoping study completed by June XX and decision made as to whether to proceed July XX Conduct annual internal audit Audit conducted and continuous Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation improvement identified Nov XX Staff performance reviews All staff performance reviews conducted Marketing Strategies Students make their college selection decisions based on the reputation of the organisation, quality of courses, pricing, employment options and personal recommendations, amongst other factors. Our strong vocational emphasis and continual industry consultation will ensure our courses are appropriate to develop the skills and knowledge currently demanded by employers and students. Our market decisions are based on extensive and continuous market research, targeting market segments and clients within industry. We collect our data from a variety of sources, including current and potential clients, VET and business sectors, competitors, media and government along with many others. Market share development We plan to increase our market share by:  Establishing two new campuses  Offering on-line blended learning  Providing face to face information sessions  Improving our web site  Continually improving the quality of service given to clients pre-enrolment, during course delivery and through the provision of support services while remaining price competitive  Focusing on the provision of courses required by industry  maintaining effective communication channels with all stakeholders to ascertain industry requirements and then develop products and manage services accordingly  Continually improving communication channels with all our stakeholders, ensuring a flow of timely and accurate information to facilitate effective planning and decision making  Consistently satisfying individual client needs and demands at the same time as developing the knowledge and skills required by industry  Targeting identified growth markets with planned, market appropriate campaigns, employing a variety of promotional strategies and advertising media  Offering attractive fee structures  Continually improving the skills, knowledge and effectiveness of King Edward VII College management and staff through our commitment to training and development  Regularly reviewing the effectiveness of all our operations and making improvements when and where necessary Risk Management Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation The following section identifies the associated risks in pursuit of our strategic objectives and how we will deal with them. Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Strategic Objectives 1. To be a leader in vocational education and training 5. To establish and maintain high quality infrastructure supporting clients and staff 6. To be well led, high performing, profitable and accountable 7. To develop our people and resources Risk Australian government changing policy in relation to industry  Accepting policy change will be a constant factor to manage  An understanding of this should be instilled in all staff  Develop ability to foresee and react quickly to change  Maintain effective communication channels with stakeholders  Diversification of source markets  Develop product range Related to Strategic Objectives: All Responsibility: CEO & Administration Manager Risk Significant drop in cash flow  Identify operating costs as per future plans and past performance  Identify available finance  Efficient invoicing and debt recovery  Accurate income projections  Close monitoring of expenditure  Arrange overdraft facilities  Scenario planning Related to Strategic Objectives: All Responsibility: CEO & Administration Manager Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Risk Failure to recruit planned number of clients  High quality delivery of all services  Swift reaction to feedback  Skilled, motivated staff  Attractive fee structures  Effective market research  Allocate finance for each market  Monitor performance  Take early corrective action if not meeting targets or expectations  Maintaining effective relationships with clients  Maintaining effective communication channels with all stakeholders Related to Strategic Objectives: 1, 2, 3 Responsibility: CEO Risk The world recession and the domino effect  Diversification of source markets  Target markets with strong growth forecasted  Monitor the economic trends  Regularly review performance in line with anticipated market conditions  Develop culture of accepting continual change  React quickly to change  Scenario planning  Maintaining effective communication channels with all stakeholders Related to Strategic Objectives: 1, 3 Responsibility: CEO Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Risk Over committing resources  Balance activities with the amount of finance available for investment  Financial planning  ICT systems  Monitoring of cash flow  Review invoicing and debt recovery system  Swift response to identified issues  Accessing financial advice Related to Strategic Objectives: 1, 3 Responsibility: CEO & Administration Manager Risk Adverse changes in market conditions  Effective communication channels  Continuous market research  Monitor new markets and overall recruitments trends for all market segments  Scenario planning  Develop working knowledge of potential markets  Networking  Maintaining effective communication channels with all stakeholders Related to Strategic Objectives: 1, 2, 3 Responsibility: CEO Risk Changes to relevant legislation  Emphasis on professional, ethical practices with all stakeholders  Staff training  Leading by example  Policy implementation and monitoring  Effective communication channels with all stakeholders  Ability to manage change Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation  Managing available finance for re-investment Related to Strategic Objectives: All Responsibility: CEO Risk Shortage of, and difficulty in recruiting, appropriate qualified, skilled trainers and assessors and other key staff  Development of workforce plan  Offer attractive salary packages, including full-time contracts to trainers and assessors  Development of further HR policies and procedures  Provide opportunities for career progression  Develop stimulating and enjoyable working environments  Commitment to training and development  Commitment to professional development  Succession planning to deal with ageing workforce Related to Strategic Objectives: 1 & 4 Responsibility : CEO Risk Failure to meet and manage client’s expectations  Accurate and timely communication with potential and current clients  Management of recruitment activities  Up to date ICT system  Continuous improvement system  Regularly review learning and teaching approaches, resources, structure and systems  Client management policies in academic and support services  Industry liaison  Reviewing effectiveness of communication channels with clients  Employing a continuous improvement approach to all operations  Continuous market research and action  Systematic feedback on management performance and personal reflection Related to Strategic Objectives: All Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Responsibility : CEO & Administration Manager Risk Failure to comply with legislation  Consistently implement compliant policies and procedures  Continuous improvement system  Commitment to training and development  Systematic review of policies and procedures  Regular reviews of all operations Related to Strategic Objectives: All Responsibility: CEO & Administration Manager Risk Competitors undercutting prices  Maintain competitive pricing policy  Monitor competitors’ prices and quality  Regularly review financial management models and processes  Continue focusing on quality  Continue strategy of quality brand promotion Related to Strategic Objectives: All Responsibility: CEO Risk Failure to control expenditure  Effective financial planning and review  Co-ordination of activities  Systematic review of practice  Financial management and control systems  Facilities management  Implementation of efficient processes  Efficient procurement of products and services Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation  Cost comparisons prior to purchasing Related to Strategic Objectives: 1, 2, 3 Responsibility: CEO & Administration Manager Risk Only providing business and management courses  Weighing the relative advantages of diversification and specialisation  Monitor recruitment trends in the market  Forecasting  Match new and planned courses to market demand  Cost benefit analysis  Developing reputation for being a specialist in business and management courses  Developing market share for delivery of business and management courses Related to Strategic Objectives: 1 Responsibility: CEO Risk Ineffective planning  Experienced management team  Continuous market research  Planning system  Organisation structure and systems  Regular review of structure, systems and procedures  External liaison  Maintaining effective communication channels with all stakeholders Related to Strategic Objectives: All Responsibility: CEO & Administration Manager Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Risk Non-payment of course fees  Effective recruitment policies  Review of recruitment policies and market segments  Efficient invoicing  Attractive payment structures  Payment plans  Cash flow management  Timing of collecting fees Related to Strategic Objectives: 4 Responsibility: CEO & Administration Manager Risk Rate of growth in client numbers  Systematic review of systems and practice  Buying in knowledge and skills  Sourcing reliable market information  Strategic and operational planning  Review and, if indicated, amend management structure  Develop policies and procedures  Regular reviews of capacity and operation of all functional and curriculum areas  Good communication channels with stakeholders  Recruitment policy  Finance available for expansion Related to Strategic Objectives: 1, 3 & 4 Responsibility: CEO & Administration Manager Risk Unethical or unprofessional practices of staff (when employed)  Staff selection processes  Staff monitoring systems  Previous experience of managing staff Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation  Swift reaction to feedback  Termination of agreements  Maintain currency of market recruitment trends  Maintain relationships with HR organisations Related to Strategic Objectives: All Responsibility: CEO & Administration Manager Risk Small staff team  Identify and source potential casual staff to call on in times of sickness and holidays  Planning for holidays and leave  Maintain relationships with HR organisations  Offer incentivised pay structure for casual staff Related to Strategic Objectives: All Responsibility: CEO & Administration Manager Workforce Development Over the duration of this plan it is projected that student enrolments will increase at least 10% per annum. It is anticipated that the increase in enrolments will be accommodated by employing extra human resources. Appropriately qualified and experienced training and assessment as well as support and administration staff will be appointed. Enrolments will be monitored on an ongoing basis and a formal review of this plan will be undertaken every six months. During review the management will decide if the levels of human resources are appropriate for the level of enrolments. Trainers and assessors as well as administrative and support staff will be employed part time on casual contracts initially. However, as it has been difficult to find appropriately skilled trainers and assessors, it is hoped to offer at least two full-time contracts in the near future. Lack of skilled trainers and assessors is a key issue. Key skills required are high level knowledge and skills in adult learning and the design and development of assessment tools. The following criteria will be employed as a guide for deciding the level of human resources compared to enrolments. These projections are a guide only and may be adjusted through time. Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Enrolments per month Number of training and assessment staff (FTE) Number of administration and support staff (FTE) 1-50 1 0.5 51-100 1.5 1 101-150 2 1.25 151-200 2.5 1.5 Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Page of PROJECT PORTFOLIO ICTICT517 Match ICT needs with the strategic direction of the organisation produce and serve food for buffets SITHCCC038 PORTFOLIO Student Version ICTICT517 Match ICT needs with the strategic direction of the organisation

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ICTICT517 Match ICT needs with the strategic direction of the organisation CONTENTS Section 1: ICT system and products upgrade ........................................................................................... 38 Section 2: Action Plan ............................................................................................................................... 40 Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Student name: Assessor: Date: Business this assessment is based on: Documentation reviewed as preparation: Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Section 1: ICT system and products upgrade About the business Provide an overview of the business and its operations and objectives as well as the industry within which it operates. Current ICT systems and practices Provide an outline of current ICT systems and practices as per the scenario information. ICT gaps Based on a comparison of strategic plan objectives versus the current state of ICT systems and practices, determine ICT gaps, improvement opportunities and recommended changes. Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation ICT improvement opportunities and recommended changes Based on the ICT gaps, document the improvement opportunities and recommended changes. Include costings for your recommended changes. Provide evidence to support costings, for example, quotes or screenshots of websites with pricing. Impact of changes Evaluate and report on the impact of proposed changes Difficulty of implementing changes Evaluate and report on the difficulty of implementing proposed changes Action plan (complete this section as part of developing your action plan in the next section) Describe how the actions included in your action plan are consistent with the organisation’s policy and procedure for implementing ICT changes. You should explain purchasing procedures relevant to your Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation proposed costing. Page of

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ICTICT517 Match ICT needs with the strategic direction of the organisation Section 2: Action Plan Include actions in order of priority. Page 40 of 40 What How Who When Responsibility Key Performance indicators Actions for implementation How each of the actions will be achieved Resources and support requirements Time frames/ deadlines Who will undertake or be responsible for the process Standards/targets

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