Manage Innovation and Continuous Improvement Assessment Guide

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Student Must Fill this Section Unit Code / Title BSBSTR601 - Manage innovation and continuous improvement Qualification Code / Title: RII60520 Advanced Diploma of Civil Construction Design Due Date: Student Name: MD Ibrahim Khaled Cohort/Batch: Campus: Sydney Student ID: 220230 Term: Year: 2023 Privacy Release Clause: “I give my permission for my assessment material to be used in the auditing, assessment validation & moderation Process”. Authenticity Declaration: “I declare that: • The material I have submitted is my own work; • I have given references for all sources of information that are not my own, including the words, ideas and images of others”. Student Signature: MD Ibrahim Khaled Date: Assessment Outcome Assessor Name: Attempt and Tasks Satisfactory Not Yet Satisfactory Date Assessor Signature Initial attempt ± ± Re- attempt/Re- assessment ± ± Assessment Task 1 ± ± Assessment Task 2 ± ±

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 2 | Page Assessor Feedback to Students Assessment Outcome: Competent Not yet Competent Assessor Name: Assessor Signature and date:

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 3 | Page Information for Student:  This assessment is to be completed according to the instructions given below in this document.  Should you not answer the tasks correctly, you will be given feedback on the results and gaps in knowledge. You will be entitled to one (1) resubmission in showing your competence with this unit. Each onward attempt will incur a resubmission fee.  If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.  Please refer to the College re-submission and re-sit policy for more information.  If you have questions and other concerns that may affect your performance in the Assessment, please inform the assessor immediately.  This is an Open book assessment which you will do in your own time but complete in the time designated by your assessor. Remember, that it must be your own work and if you use other sources then you must reference these appropriately.  Student must submit the completed Assessments on Moodle Re-assessment of Result and Academic Appeal Procedures: If a student is not happy with his/ her results, that student may appeal against their grade via a written letter, clearly stating the grounds of appeal to the Chief Executive Officer. This should be submitted after completion of the subject and within fourteen days of commencement of the new term. Re-assessment Process: • An appeal in writing is made to the Academic Manager providing reasons for re-assessment /appeal. • Academic Manager will delegate another member to review the assessment. • The student will be advised of the review result done by another assessor. • If the student is still not satisfied and further challenges the decision, then a review panel is formed comprising the trainer in charge and the Academic Manager or if needed, an external assessor. • The Institute will advise the student within 14 days from the submission date of the appeal. The decision of the panel will be deemed to be final. • If the student is still not satisfied with the result, he / she has the right to seek independent advice or follow external mediation option with nominated mediation agency. • Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-enrol in that subject. The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement based on principles of assessment. These principles require assessment to be reliable, fair, practical and valid. Academic Appeals: • If you are dissatisfied with the outcome of the re-evaluation process, you have a right to appeal through academic appeals handling protocol. • To appeal a decision, the person is required to complete the IIS’s Request for Appeal of a Decision Form with all other supporting documents, if any. This form is available at the admin office. The completed Request for Appeal form is to be submitted to the Student Support Officer either in hard copy or electronically via the following contact details: • Student Support Officer: IIS Head Office at Leve 3, Suite 302, Macquarie St, Parramatta, NSW 2150 Email: info@IIS.edu.au

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 4 | Page • The notice of appeal should be in writing addressed to the Chief Executive Officer and submitted within seven days of notification of the outcome of the re-evaluation process. • If the appeal is not lodged in the specified time, the result will stand, and you must re-enrol in the unit. • In emergency circumstances, such as in cases of serious illness or injury, you must forward a medical certificate in support of a deferred appeal. The notice of appeal must be made within three working days of the concluding date shown on the medical certificate. • The decision of Chief Executive Officer will be final. • Student would then have the right to pursue the claim through an independent external body as detailed in the students’ complaint / grievance policy. Plagiarism: Plagiarism means to take and use another person's ideas and or manner of expressing them and to pass them off as your own by failing to give appropriate acknowledgement. This includes material sourced from the internet, IIS staff, other students, and from published and unpublished work. Plagiarism occurs when you fail to acknowledge that the ideas or work of others arebeing used, which includes: • Paraphrasing and presenting work or ideas without a reference • Copying work either in whole or in part • Presenting designs, codes or images as yourown work • Using phrases and passages verbatim without quotation marks or referencing the author or web page • Reproducing lecture notes without proper acknowledgement. Collusion: Collusion means unauthorised collaboration on assessable work (written, oral or practical) with other people. This occurs when a student presents group work as their own or as the work of someone else. Collusion may be with another RTO student or with individuals or students external to IIS. This applies to work assessed by any educational and training body in Australia or overseas. Collusion occurs when youwork without the authorisation of the teaching staff to: • Work with one or more people to prepare and produce work • Allow others to copy your work or share your answer to an assessment task • Allow someone else to write or edit yourwork (without rto approval) • Write or edit work for another student • Offer to complete work or seek payment for completing academic work for other students. Both collusion and plagiarism can occur in group work. For examples of plagiarism, collusion and academic misconduct in group work please refer to IIS’s policy on Academic integrity, plagiarism and collusion. Plagiarism and collusion constitute cheating. Disciplinary action will be taken against students who engage in plagiarism and collusion as outlined in IIS’s policy. Proven involvement in plagiarism or collusion may be recorded on students’ academic file and could lead to disciplinary actions.

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 5 | Page Assessment Requirements You are required to complete and pass every task in the assessment in order to be deemed competent. Assessment Schedule Task Due Date Student Signature Trainer Signature Comments Task 1-2 Week

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1 Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 6 | Page This resource is copyright. Apart from any fair dealing for the purposes of private study, research, criticism or review as permitted under the Copyright Act 1968, no part may be reproduced by any process without written permission. The information contained in this resource is, to the best of the project team’s and publisher’s knowledge true and correct. Every effort has been made to ensure its accuracy, but the project team and publisher do not accept responsibility for any loss, injury or damage arising from such information.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Contents Introduction 8 Assessment Task 1: Knowledge questions 9 Assessment Task 1: Checklist 20 Assessment Task 2: Project Portfolio 21 Assessment Task 2: Checklist 44 Final results record 50

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Introduction The assessment tasks for BSBSTR601 Manage innovation and continuous improvement 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 Student User Guide . The Student User Guide provides important information for you relating to completing assessment successfully. Assessment for this unit BSBSTR601 Manage innovation and continuous improvement describes the skills and knowledge required to sustain and develop an environment in which continuous improvement, innovation and learning are promoted and rewarded. 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.

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 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 Student User Guide • comply with the due date for assessment which your assessor will provide • adhere with your RTO’s submission guidelines • 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 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. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that. i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Questions Provide answers to all of the questions below: 1. Outline two methods for conducting cost-benefit analysis. Monetization Method: Overview: In this method, both costs and benefits are expressed in monetary terms. This allows for a direct comparison between the financial outlays and gains associated with a project or decision. Steps: • Identify Costs and Benefits: Enumerate all the relevant costs and benefits associated with the project or decision. • Monetize: Assign a monetary value to each cost and benefit. This may involve direct costs (e.g., construction expenses) and indirect costs (e.g., environmental impact) and benefits (e.g., increased productivity, cost savings). • Discounting: Adjust future costs and benefits to their present value using a discount rate to account for the time value of money. • Calculate Net Present Value (NPV): Subtract the total discounted costs from the total discounted benefits. A positive NPV indicates a potentially viable project. Pros and Cons: Pros: Provides a clear quantitative measure for decision-making. Allows for easy comparison of projects with different scales and timeframes. Cons: Monetization can be challenging for intangible factors. It may not capture all relevant aspects, and assigning a monetary value to certain factors might be subjective. Cost-Effectiveness Analysis (CEA): Overview: CEA focuses on achieving a specific objective at the minimum cost. It's often used in situations where the outcomes are not easily quantifiable in monetary terms. Steps:

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 • Define the Objective: Clearly define the objective or goal of the project or decision. • Identify Alternatives: Enumerate various alternatives or approaches to achieving the objective. • Measure Effectiveness: Develop a measure of effectiveness (e.g., lives saved, diseases prevented) that reflects the achievement of the objective. • Calculate Costs: Determine the costs associated with each alternative, including direct and indirect costs. • Compare Cost-Effectiveness: Calculate the cost-effectiveness ratio by dividing the total cost by the measure of effectiveness for each alternative. • Select the Most Cost-Effective Option: Choose the alternative with the lowest cost- effectiveness ratio. Pros and Cons: Pros: Particularly useful when outcomes are challenging to quantify monetarily. Can be applied to projects with diverse goals. Cons: May not provide a comprehensive view of all relevant factors. Effectiveness measures can be subjective and may not capture all aspects of a project's impact. 2. List three ways that knowledge management systems can be established in an organisation. Establishing knowledge management systems in an organization involves creating structures, processes, and technologies that facilitate the capture, storage, and dissemination of knowledge. Here are three ways that knowledge management systems can be established: Knowledge Repositories and Databases: Description: Develop centralized repositories or databases where explicit knowledge, such as documents, reports, and manuals, can be stored and easily accessed by employees. Implementation Steps: • Identify key knowledge areas: Determine the critical knowledge domains that are vital for the organization's success.

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 • Create a centralized repository: Establish a digital platform or database to store documents, best practices, and relevant information. • Implement a tagging and indexing system: Organize content using metadata, tags, and indexing to make information retrieval more efficient. • Ensure user-friendly access: Implement user-friendly interfaces to encourage employees to contribute, search, and retrieve information easily. Collaboration Platforms and Intranets: Description: Foster a collaborative environment by implementing platforms and intranets that facilitate knowledge sharing, discussions, and collaboration among employees. Implementation Steps: • Choose collaboration tools: Select and implement tools such as team collaboration platforms, project management systems, and discussion forums. • Encourage participation: Foster a culture of knowledge sharing by promoting active participation and contributions from employees. • Establish communication channels: Facilitate real-time communication and discussions among team members to share insights and solve problems collectively. • Monitor and moderate: Implement mechanisms to monitor content quality and moderate discussions to ensure relevance and accuracy. Communities of Practice: Description: Create communities of practice (CoPs) where employees with shared professional interests and expertise can collaborate and share knowledge. Implementation Steps: • Identify expertise areas: Identify areas where communities of practice can add significant value, bringing together individuals with common interests or expertise. • Facilitate group interactions: Establish forums, regular meetings, or online platforms to facilitate interactions among community members. • Provide resources: Ensure that communities have access to relevant resources, such as expert speakers, training materials, and tools.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 • Recognize and reward contributions: Acknowledge and reward active contributors within communities to encourage ongoing participation. 3. Complete the table to identify and explain three types of continuous improvement systems/processes that can be used in an organisation. The first row has been completed as an example for you to follow. System or Process Explanation Continuous Improvement Plan This sets out actions to be taken into the future. It involves a structured approach to identify areas for improvement, establish goals, and implement actions for ongoing enhancement. The plan typically includes performance metrics and milestones. Total Quality Management (TQM) Total Quality Management is a holistic approach that involves all employees in a company working together to improve processes, products, and services. It focuses on customer satisfaction, continuous improvement, and waste reduction. TQM emphasizes a culture of quality and the use of various tools and techniques such as Six Sigma and Kaizen. Lean Manufacturing Lean Manufacturing, often associated with the Toyota Production System, aims to eliminate waste and improve efficiency in production processes. It emphasizes the continuous identification and elimination of non-value-added activities, leading to streamlined operations, reduced costs, and improved overall value for the customer. Key principles include just-in-time production, continuous flow, and a pull system. Total Quality Management (TQM): TQM is a comprehensive approach that involves everyone in the organization working towards continuous improvement. It emphasizes customer satisfaction, employee involvement, and the use of various quality improvement tools and methodologies. Lean Manufacturing: Lean focuses on the systematic elimination of waste in processes to enhance efficiency and value for the customer. It emphasizes the principles of continuous improvement, respect for people, and delivering products or services with the least resources possible. Six Sigma:

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Six Sigma is a data-driven methodology that uses statistical tools and techniques to identify and eliminate defects in processes. It aims for a high level of process performance, with a minimal margin of error, leading to improved quality and customer satisfaction. 4. Complete the following table regarding creativity and innovation theories and concepts. List one creativity and one innovation theory Summarise the theory, including key concepts Creativity Theory: Amabile’s Componential Model Teresa Amabile’s Componential Model of Creativity focuses on the individual and social components that contribute to creative thinking and problem-solving. It consists of three main components: Expertise, Creative Thinking Skills, and Intrinsic Motivation. • Expertise: Refers to the individual's domain-specific knowledge and skills. • Creative Thinking Skills: Encompass the ability to think divergently, generate novel ideas, and make connections between seemingly unrelated concepts. • Intrinsic Motivation: Highlights the importance of personal interest, enjoyment, and internal drive-in fostering creativity. • Innovation Theory: Diffusion of Innovations (Rogers) | The Diffusion of Innovations theory, developed by Everett Rogers, explains how innovations spread within a society or social system over time. It identifies five key elements that influence the adoption of innovations: • Innovation: The idea, practice, or object being introduced. • Communication Channels: The means by which information about the innovation is spread. • Time: The rate at which the innovation is adopted. • Social System: The structure of the community or organization where the innovation is introduced. • Individual Characteristics: The characteristics of potential adopters, including their attitudes, behaviours, and perception of the innovation. These theories provide frameworks for understanding and fostering creativity at the individual and group levels (Amabile's Componential Model) and for examining how innovations are adopted and diffused in a larger context (Diffusion of Innovations).

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 5. Discuss (in one or two paragraphs) three principles that are relevant to organisation learning. In your answer, identify the principles and explain what each one means as an organisational learning principle. Double-Loop Learning: Principle: Double-loop learning, introduced by organizational theorist Chris Argyris, involves questioning the underlying assumptions and values that guide decision-making and actions within an organization. It goes beyond merely addressing surface-level issues and encourages a deeper reflection on the fundamental beliefs that shape organizational behavior. This principle suggests that organizations should not only correct errors and adapt to changes in their environment (single- loop learning) but also challenge and revise their governing policies and mental models when faced with recurring problems or opportunities for improvement. Knowledge Transfer and Sharing: Principle: The principle of knowledge transfer and sharing emphasizes the importance of creating mechanisms for the seamless flow of information and expertise within an organization. This involves not only the efficient dissemination of explicit knowledge (documented information) but also the sharing of tacit knowledge (informal, experiential knowledge) among employees. By fostering a culture that encourages open communication, collaboration, and the exchange of insights and best practices, organizations can enhance their collective learning capabilities. This principle recognizes that knowledge is a valuable organizational asset that should be actively managed and leveraged to improve decision-making and problem-solving. Organizational Memory and Reflection: Principle: Organizational memory and reflection involve systematically capturing, storing, and reviewing experiences, lessons learned, and outcomes. It recognizes that organizations, like individuals, can benefit from a memory system that retains insights gained from both successes and failures. By institutionalizing processes for reflection and continuous improvement, organizations can avoid repeating mistakes, capitalize on successful strategies, and adapt to changing circumstances. This principle underscores the importance of creating feedback loops and platforms for collective reflection, enabling the organization to evolve, learn from its history, and become more resilient in the face of challenges. 6. Complete the following table regarding quality management and continuous improvement theories. List one quality management and one continuous improvement theory Summarise the theory, including key concepts

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Quality Management Theory: Total Quality Management (TQM) Total Quality Management (TQM) is a comprehensive approach to improving the quality of products and processes within an organization. Key concepts include: • Customer Focus: TQM emphasizes meeting or exceeding customer expectations by delivering high-quality products and services. • Continuous Improvement: Organizations should continuously strive for improvement in all aspects of their operations, fostering a culture of ongoing enhancement. • Employee Involvement: TQM encourages the active participation of all employees in quality improvement efforts, recognizing that their insights and contributions are valuable. • Process Approach: TQM advocates a process-oriented mindset, focusing on the efficient and effective management of processes to achieve quality goals. • Data-Driven Decision Making: The use of data and statistical methods is integral to TQM for making informed decisions and identifying areas for improvement. • Continuous Improvement Theory: Kaizen | Kaizen, a Japanese term meaning "change for better" or "continuous improvement," is a philosophy and methodology that emphasizes making small, incremental improvements in processes and operations. Key concepts include: • Continuous Small Improvements: Kaizen promotes the idea that small, continuous improvements, when accumulated over time, lead to significant enhancements in efficiency, quality, and overall performance. • Employee Involvement: Like TQM, Kaizen emphasizes the importance of involving employees at all levels in identifying and implementing improvements. Frontline workers are encouraged to suggest and implement changes in their own work areas. • Elimination of Waste: Kaizen targets the identification and elimination of waste in processes, following principles such as the 7 Wastes (e.g., overproduction, waiting, defects) to improve overall efficiency. • Standardization: Once improvements are identified and implemented, Kaizen emphasizes the establishment of new standards to ensure that the improved processes become the new norm. • Cultural Shift: Kaizen is not just a set of tools but a cultural mindset that fosters a continuous improvement culture within the organization.

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 These theories provide frameworks for organizations to systematically manage and improve the quality of their products, services, and processes over time. 7. Discuss three concepts associated with risk management. As part of your answer, provide an example of how each concept may relate to organisational learning. Risk Identification: Concept: Risk identification involves the systematic identification of potential risks that could impact the achievement of organizational objectives. This process requires a comprehensive analysis of internal and external factors that may pose threats or opportunities. It involves recognizing uncertainties that, if not addressed, could hinder organizational success. Example in Organizational Learning: A software development company identifies a potential risk in its project planning process after a series of delays in previous projects. Through analyzing past project data and conducting lessons learned sessions, the organization recognizes a pattern of underestimating the time required for testing and debugging. This risk identification process contributes to organizational learning by allowing the company to adjust future project plans, allocate more time for testing, and improve estimation practices. Risk Mitigation: Concept: Risk mitigation involves developing strategies and actions to reduce the likelihood or impact of identified risks. It aims to minimize the negative consequences and maximize the potential benefits associated with uncertainties. Mitigation strategies may include preventive measures, contingency plans, and the development of alternative approaches. Example in Organizational Learning: A manufacturing company faces a supply chain risk due to dependence on a single supplier for a critical component. After experiencing delays in production due to a supplier's inability to meet demand during a disruption, the organization learns from this experience. To mitigate this risk in the future, the company establishes relationships with multiple suppliers, diversifies its sources, and creates contingency plans to address supply chain disruptions. This process of risk mitigation enhances the organization's ability to adapt and learn from past challenges. Risk Monitoring and Review: Concept: Risk monitoring and review involve ongoing surveillance of identified risks to assess their status, evaluate the effectiveness of mitigation strategies, and identify new risks as they emerge. Regular reviews ensure that risk management remains dynamic, responsive to changes in the business environment, and aligned with organizational goals.

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Example in Organizational Learning: A financial institution implements a new technology platform to enhance customer services. During the initial phase, the organization identifies cybersecurity risks associated with the new system. Continuous monitoring and regular reviews of the system's security measures are conducted, and the organization learns from real-time data and feedback. This iterative process allows the institution to adapt its cybersecurity measures, update protocols, and enhance the overall resilience of the system, demonstrating the connection between risk management and ongoing organizational learning. These risk management concepts contribute to organizational learning by creating a structured approach to understanding, responding to, and evolving from uncertainties and challenges. Through the continuous cycle of identification, mitigation, and monitoring, organizations enhance their adaptive capacity and improve decision-making based on past experiences and insights gained from managing risks. 8. Explain how to conduct a gap analysis of an organisational system. A gap analysis is a systematic process of comparing the current state of an organizational system with its desired or optimal state. The purpose is to identify the gaps or discrepancies between where the organization currently stands and where it wants to be. Conducting a gap analysis involves several key steps: Define Goals and Objectives: Clearly articulate the goals and objectives of the organizational system. These could be related to performance, efficiency, compliance, quality, or any other relevant aspect. Identify Current State: Assess the current state of the organizational system. Collect data, metrics, and information that provide a comprehensive understanding of the existing processes, practices, and outcomes. Define the Desired State: Clearly define the desired or optimal state that aligns with the established goals and objectives. This is the benchmark against which the current state will be compared. Determine the Criteria for Comparison: Establish specific criteria or factors that will be used to compare the current state with the desired state. These criteria may include performance metrics, key performance indicators (KPIs), regulatory compliance, customer satisfaction, and other relevant parameters. Conduct a Gap Analysis: Compare the current state with the desired state based on the defined criteria. Identify the gaps or differences between the two. This analysis may involve quantitative measures, qualitative assessments, or a combination of both. Prioritize and Analyze Gaps:

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Prioritize the identified gaps based on their significance and potential impact on organizational goals. Analyze the root causes of each gap to understand why the disparities exist. Develop an Action Plan: Based on the analysis, develop a detailed action plan outlining the steps needed to bridge the identified gaps. This plan should include specific initiatives, timelines, responsibilities, and resources required for implementation. Implement Changes: Execute the action plan by implementing the necessary changes and improvements to move the organizational system from its current state towards the desired state. This may involve process adjustments, training programs, technology upgrades, or policy revisions. Monitor and Evaluate Progress: Continuously monitor the progress of the implemented changes and evaluate their impact on closing the identified gaps. This involves ongoing measurement against the established criteria and periodic reviews to ensure alignment with organizational goals. Adjust and Iterate: As the organizational system evolves, feedback from monitoring and evaluation should be used to adjust the action plan and address any new gaps that may emerge. Gap analysis is an iterative process, and organizations should be responsive to changes in their internal and external environments. By following these steps, organizations can conduct a comprehensive gap analysis that informs strategic decision-making, facilitates continuous improvement, and supports the achievement of organizational objectives.

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 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 Question 7 Question 8 Task outcome:  Satisfactory  Not satisfactory Assessor signature: Assessor name: Date:

International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 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 • BSBSTR601 Simulation Pack or access to relevant team members, information and workplace documentation and resources at your organisation • Project Portfolio template. Ensure that you: • review the advice to students regarding responding to written tasks in the Student User Guide • comply with the due date for assessment which your assessor will provide • adhere with your RTO’s submission guidelines • 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 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. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that. i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Activities Complete the following activities: 1. Carefully read the following: This project requires you to complete a range of activities relevant to managing continuous improvement and innovation for one organisation as a whole or one work area within an organisation (e.g., a department of a company). To do this, you will assume a managerial role and communicate with team members and other stakeholders to improve the work environment for the organisation or work area. Vocational education and training is all about gaining and developing practical skills that are industry relevant and that can help you to succeed in your chosen career. For this reason, we are giving you the choice to base this project on your own business, one you work in or a familiar with, or you can use the case study provided. This will mean that you are applying your knowledge and skills in a relevant, practical and meaningful way to your own situation! If you are using the case study business, all relevant information for you to complete this assessment can be found in the Simulation Pack. If you are basing this assessment on your own choice of business or work area, make sure you have access to all required information (read through the requirements in the green boxes below for further information). Speak to your assessor to get approval if you want to base this on your own business. You will be collecting evidence for this unit in a Project Portfolio . The steps you need to take are outlined below. Before you begin, complete page 4 of your Project Portfolio . Start working on Section 1 of your Project Portfolio . Steps 2 to 4 form part of Section 1. If you are basing this assessment on your own business, you need access to at least two written documents that provide information about your organisation or work area’s: • processes and systems (including supply chain) • plans • continuous improvement systems, processes, and innovations • performance (including mathematical information). You also access to policies and procedures that outline processes for approvals, project management, change management and knowledge management. Examples of such documents include: • Strategic Plan • Operational Plan

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 • Project documentation (such as the Schedule, Project Briefing and Status Reports) • Continuous improvement Policies and Procedures • Project Management Policy and Procedures • Change Management Policy and Procedures • Communication Policy and Procedures • Performance Reports. Examples of mathematical information include: • budgets (forecast and actual) • number of customer complaints • amount of rework required. 2. Review organisational documentation. Read at least two written documents that provide information about the business, its operations/processes, plans and continuous improvement systems, processes, and innovations. Also read at least one policy and procedures that outlines the organisation’s processes for approvals, project management, change management and knowledge management. Make notes (for example using comments, highlighting or other review tools) on the documents as you read them to help you interpret the information. If you are basing this assessment on the case study, read the following documents: • Case study details • Strategic and Operational plans • Organisational structure • Internal and External Communication Policies and Procedures. Summarise the information you’ve collected. Your summary should address: • key objectives • key decision makers • key operational processes • supply chain details • strategies to monitor and evaluate performance and sustainability of key systems and processes • current continuous improvement systems, processes, and innovations in place i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 • requirements for approvals, change management, project management and knowledge management. Case Study Summary: Key Objectives: Worlducation's Primary Objective: • Provide educational solutions globally. • Operational Goal: • Increase customer base by 10% in 2022. Key Decision Makers: CEO: • Lucas Lopez: Established the company, social entrepreneur, extensive experience. Management Team: • Irene Green (General Manager) • Jade Somers (Sales Manager) • Hal Hyland (IT Manager) • Albert Biden (Operations Manager) Key Operational Processes: Sales Process: Handled by sales representatives, sales recorded in ERP system, orders verified by operations team. Manufacturing Process: Takes place in the Hong Kong factory, manufacturing request authorized by operations team. Shipping and Delivery Process: Operations team arranges freight and shipping directly to the customer. Supply Chain Details: Sales Initiation: Sales made through representatives or online inquiries. Manufacturing Location: Factory in Hong Kong. Delivery Management: Operations team coordinates delivery and shipping.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Strategies for Performance Monitoring and Sustainability: Continuous Improvement System: Identified as lacking, with a focus on formal systems and innovation. Financial Process Automation: Implementation planned for 2022. CRM System Integration: Planned for 2022 to enhance customer service. Continuous Improvement Systems, Processes, and Innovations: Cloud-Based Solution: Decision to work on a cloud-based solution, with finalization set for 2023. Innovative Business Models: Considerations include a second manufacturing facility, outsourcing, and developing a cloud-based solution. Approval, Change Management, Project Management, and Knowledge Management Requirements: Approval Processes: Not explicitly detailed but likely managed within each department. Change Management: Emphasis on a continuous improvement system, currently evoking varied employee responses. Project Management: Operational activities for 2022 outlined, including the development of a cloud- based solution. Knowledge Management: Not explicitly detailed; however, ongoing learning and skill improvement are highlighted in staff descriptions. Additional Information from Case Study: Internal Communication Policy: Various channels (meetings, staff bulletin, intranet) are used for effective communication within the organization. Regular team meetings for executive, departmental, and project teams. Enterprise social networks for collaboration. External Communication Policy: Compliance with national laws and regulations. Designated spokespersons for different media categories.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Overall Insights: Worlducation is focused on expanding its global educational solutions. Key decision-makers drive the organization's strategy. Operational processes are well-defined, especially in sales, manufacturing, and delivery. Strategies are in place for performance monitoring, continuous improvement, and upcoming innovations. Communication policies emphasize transparency and various channels are used. The organization is planning significant changes in 2022, including a cloud-based solution and improvements in financial and customer management systems. Continuous improvement is a focal point, with some employees expressing varied sentiments toward change. This summary provides a comprehensive overview of the organization's structure, operations, and strategies based on the information available in the case study. 3. Summarise and analyse current performance for the organisation or work area to identify required changes or improvement opportunities. Collect information about your business’ performance. Do this by reading available performance reports (that include mathematical information). If you are using the case study, review the 2021. Performance Overview in the Simulation Pack . Based on the information you’ve collected, summarise and analyse the current performance of your chosen organisation or work area to identify changes or improvement opportunities. To do this first: • summarise current performance (including mathematical information) and identify variances from existing plans • identify and analyse trends and opportunities relevant to the organisation or work area • analyse supply chains and the operational and service systems using Gap analysis and determine the cost-benefits of the changes, improvements, or new ideas. As you analyse the way things are currently done, remember that this is just one way of doing things and improvement or changes are possible. In your gap analysis, identify areas needing improvement or changes and suggest new ideas that may be trialled and tested to meet the need or opportunity. i i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 After your analysis, set objectives for continuous improvement and the way things work. Performance Summary and Analysis: Current Performance Overview (2021): Sales Performance: • Started with a significant sale in Portugal. • Achieved a growth in the number of customers from 186 to 254. • Sales team overwhelmed with Zoom meetings due to the pandemic. • No dedicated CRM system in place. Operations: • Unprecedented growth in leads but faced challenges in production and operations. • Factory closure in Hong Kong for a month due to government restrictions. • Increased customer demand led to software adaptation for remote learning. • Shipment delays costing $45,000 per year. Logistics: • Shipment delays averaging 3 weeks beyond schedule. • Estimated annual cost of continued delays is $45,000. Staff: No increase in staff numbers. • Administration staff overworked and request for a dedicated financial team. • Recruitment costs average at $20,000 per employee. Financials (2021): • Revenue: $5,000,000 • Expenses: $4,500,000 Variances and Challenges: Sales and CRM: Varied customer demand and operational challenges. Lack of a dedicated CRM system affects personalized customer service. Operations and Logistics: Factory closure and increased demand lead to production and shipment delays. Overworked staff in administration due to increased demand.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Financials: While revenue is positive, expense management is crucial for sustainability. Trends and Opportunities: Technology Integration: Emphasis on cloud-based solutions. Opportunities for technological advancements in operations. Customer Relationship Management: Adoption of a dedicated CRM system for improved customer service. Financial Process Automation: Introduce automation to ease the workload and enhance efficiency. Gap Analysis and Cost-Benefit Analysis: Operational Efficiency: Identify bottlenecks in operations and streamline processes. Cost-Benefit: Improved efficiency, reduced delays, and potential cost savings. CRM Implementation: Introduce a CRM system for personalized customer service. Cost-Benefit: Enhanced customer satisfaction, increased sales, and improved retention. Financial Process Automation: Implement automation to ease workload and reduce expenses. Cost-Benefit: Increased efficiency, reduced workload, and potential cost savings. Objectives for Continuous Improvement: Efficiency Enhancement: Streamline operations to reduce delays and increase overall efficiency. Implement process automation to reduce manual workload. Customer Service Improvement: Implement a dedicated CRM system for better customer relationship management. Focus on personalized customer service to increase satisfaction. Financial Management Optimization: Explore cost-saving measures in expense management. Investigate opportunities for financial process automation. Conclusion: The analysis reveals a dynamic environment with both challenges and opportunities. Prioritizing operational efficiency, customer service improvement, and financial optimization are crucial for sustainable growth. Implementing a CRM

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 system, streamlining operations, and embracing technology through process automation are identified as key objectives for continuous improvement. 4. Identify team members and seek their input. Identify team members who can assist with continuous improvement and innovation in the workplace. Describe best practice ways of working that teams can use to achieve continuous improvement and to be innovative. Also identify learning opportunities for the team to improve their skills and knowledge in relation to continuous improvement and innovation. Draft an email to these team members seeking their input for continuous improvement in the organisation or work area. In your email: • promote the value of creativity, innovation, and sustainability • communicate the objectives for improving the way things work, expectations and desired outcomes • summarise the changes, improvements, and new ideas you’ve already identified including the cost-benefit of the new ideas. • seek their advice to identify further opportunities for improvement and to select three changes/improvements/new ideas to focus on. The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style. If you are using the case study, your assessor will respond to your email in the role of a team member when they mark Section 1 of your Project Portfolio. If you are using their own business, the actual team members may provide the advice, or you may ask your assessor to play the role of the team members and provide feedback instead. Make sure you have answered all questions in Section 1. You are required to attach certain documents as part of your evidence – review the documents you need to attach as outlined in Section 1 of the Project Portfolio . Submit Section 1 to your assessor. Start working on Section 2 of your Project Portfolio . Steps 5 to 8 form part of Section 2. If you are using your own business, you need access to team members willing to participate in mentoring and coaching. These people must agree to their participation being viewed by your assessor. i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Subject: Seeking Your Input for Continuous Improvement and Innovation Dear [Team Member's Name] X, I trust this email finds you well. As part of our commitment to fostering continuous improvement and innovation within our organization, I am reaching out to you to seek your valuable input and insights. Our aim is to enhance the efficiency, innovation, and sustainability of our operations, and your expertise and perspective are integral to achieving this goal. We believe that a collaborative effort will lead to meaningful improvements and innovative solutions. Best Practice Ways of Working: To ensure effective collaboration, let's embrace best practices such as open communication, active participation, and a willingness to explore new ideas. Encouraging a culture of curiosity and learning will be key in driving continuous improvement. Regular feedback sessions, brainstorming meetings, and cross-functional collaborations are strategies that have proven successful in other organizations. Learning Opportunities: In our pursuit of continuous improvement and innovation, we also recognize the importance of ongoing learning. We are committed to providing learning opportunities for the team to enhance their skills and knowledge in these areas. This could include workshops, training sessions, or access to relevant resources. Objectives for Improvement: We have identified several areas for improvement, including: • Streamlining operational processes to reduce delays and enhance efficiency. • Implementing a dedicated CRM system for improved customer relationship management. • Exploring financial process automation to reduce manual workload and increase efficiency. Seeking Your Advice: Your expertise is crucial in identifying further opportunities and selecting the most impactful changes. I kindly request your advice on:

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Additional opportunities for improvement within our current operations. Your insights on the changes and improvements we've identified. Suggestions for three specific changes or improvements that we should focus on initially. Your input is highly valued, and we believe that your contributions will play a pivotal role in the success of our continuous improvement initiatives. Please feel free to share your thoughts, and if you have any questions or require further clarification, do not hesitate to reach out. Thank you for your dedication and commitment to our shared goals. Best regards, Md Ibrahim Manager 5. Plan for continuous improvement. Select three changes, opportunities, or new ideas to focus on as part of your continuous improvement efforts. Justify your choice, considering the need, resources available, and constraints. Develop a Continuous Improvement Plan. Your plan must include: • Key Performance Indicators (KPIs) associated with the continuous improvement objectives • continuous improvement systems and processes • key actions, resources, constraints, and timeframes to achieve continuous improvement and innovation as you implement your chosen changes/opportunities/new ideas • impact the changes/opportunities/new ideas will have on the organisation, the consequences for people and the related transition plans • risk management to determine risks, outcomes, risk responses and contingencies for the Continuous Improvement Plan (including non- performance of staff members) • communication plans to manage changes associated with continuous improvement efforts • rewards for staff who have succeeded in their continuous improvement efforts

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 • the knowledge management system to be used to capture continuous improvement plans and learnings. Use the work you’ve done in Section 1 of the Project Portfolio as well as the input provided by your assessor (in the role of a team member) to select and plan for continuous improvement . Use the template provided in the Project Portfolio . Your communication plans should adhere to any project management and change management requirements of your organisation. Remember to consider the audience when determining what to communicate, how to communicate, when to communicate and why the communication is necessary. Continuous Improvement Plan Objective: Enhance Efficiency and Innovation in Operations Selected Changes/Opportunities/New Ideas: Streamlining Operational Processes: Justification: This change aims to reduce delays, enhance efficiency, and optimize resource utilization, leading to improved overall operational performance. KPIs: Reduction in processing time by 20%. 15% increase in on-time deliveries. 10% decrease in error rates. Implementation of CRM System: Justification: Introducing a dedicated CRM system will improve customer relationship management, streamline communications, and enhance customer satisfaction. KPIs: 25% increase in customer satisfaction scores. 30% improvement in response time to customer queries. 15% growth in customer retention. Financial Process Automation: Justification: Automation of financial processes will reduce manual workload, minimize errors, and improve overall financial efficiency. KPIs: 20% reduction in processing time for financial transactions. 15% decrease in error rates in financial reports. i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 25% increase in accuracy of financial forecasts. Continuous Improvement Systems and Processes: Establish cross-functional improvement teams. Regular performance monitoring and feedback sessions. Continuous learning programs and workshops for skill development. Key Actions, Resources, Constraints, and Timeframes: Streamlining Operational Processes: Actions: Process mapping, employee training, and implementation of new workflows. Resources: Internal process improvement team, external consultants. Constraints: Initial resistance to change, potential disruptions during implementation. Timeframe: 6 months. Implementation of CRM System: Actions: Vendor selection, employee training, and phased system implementation. Resources: CRM implementation team, external vendors. Constraints: Data migration challenges, user adaptation. Timeframe: 9 months. Financial Process Automation: Actions: Software selection, employee training, and gradual automation rollout. Resources: Automation experts, in-house IT team. Constraints: Integration complexities, employee resistance. Timeframe: 12 months. Impact on the Organization and Transition Plans: Positive impact on operational efficiency, customer satisfaction, and financial accuracy. Employee training and change management programs to facilitate a smooth transition. Risk Management: Identify potential risks, outcomes, responses, and contingencies. Regular risk assessments during implementation. Communication Plans: Regular updates through team meetings, newsletters, and dedicated communication channels. Transparent communication about the benefits and reasons for the changes.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Rewards for Staff: Recognition programs for outstanding contributions to continuous improvement. Incentives tied to achieving KPIs. Knowledge Management System: Implementation of a digital knowledge repository for storing continuous improvement plans, learnings, and best practices. Continuous Improvement Champion: MD Ibrahim Manager 6. Coach and mentor team in continuous improvement and innovation. Prepare to coach and mentor the continuous improvement team members (identified in step 4). To do this: • Read through the steps below and make notes to use at the meeting. • Explain how you will facilitate effective group interaction and build rapport with the team members to ensure positive working relationships. • Set questions to ask team members about their vision for continuous improvement to guide your mentoring (e.g., how can you contribute to the continuous improvement team, what benefits do you want to obtain from being part of this team? etc). • Prepare to coach team on how to be innovative (e.g., select a creative thinking tool such as opposite thinking that you will introduce them to and demonstrate). • Create a questionnaire that you will use to seek feedback from team members on how you ran the meeting. Keep in mind that coaching focuses on the present immediate situation whereas mentoring focus on the future. Meet with at least two team members (identified in Section 1 of your Project Portfolio) . At your meeting: • Thank the team members for their contribution to further identify improvement opportunities and agree with their input (your assessor provided this input in the role of the team members when marking Section 1 of your Project Portfolio). • Collaborate to create a list of why creativity and innovation are vital for your organisation (or work area) to achieve its outcomes. i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 • Share the best practices (you identified in step 4) on continuous improvement and innovation with the team. • Mentor the team members on how they could in the future work to contribute towards continuous improvement. • Coach team members on how they can be innovative (e.g., by demonstrating how to use a creative thinking technique such as opposite thinking). • Briefly discuss your Continuous Improvement Plan and confirm with the team members that objectives, timeframes, measures, and communication plans are in place so that the plan can be implemented. • Seek feedback (using the questionnaire you created) from each team member on your own performance at the meeting. As you conduct the meeting, make sure you facilitate effective group interaction and build rapport to establish positive working relationships This meeting may take place with actual people who work for/are associated with your chosen business. Alternatively, classmates or your assessor may play the role of the team members. This can either be viewed in person or online 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 take no longer than 20 minutes. If this session is not viewed in person by your assessor, you will attach proof of the meeting to Section 2 of your Project Portfolio . Coaching and Mentoring Meeting Notes Facilitating Effective Group Interaction: • Establish an open and inclusive atmosphere. • Encourage active participation and contribution. • Acknowledge diverse perspectives and experiences. Building Rapport: • Demonstrate active listening. • Use positive and encouraging language. • Foster a collaborative and supportive environment. Questions for Team Members: • How do you envision contributing to the continuous improvement team? • What benefits do you hope to obtain from being part of this team? • In what ways can we collectively enhance innovation within our work area? Creative Thinking Tool: • Introduction to "Mind Mapping" as a creative thinking technique. • Demonstration of how Mind Mapping can generate innovative ideas. i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Questionnaire for Feedback: • How well did the meeting address your expectations? • Were the coaching and mentoring aspects effective in guiding you? • Did the session encourage open communication and collaboration? • What additional support or information would enhance your involvement? Meeting Agenda: Acknowledgment: Thank the team members for their valuable contributions. Collaborative Vision: Jointly create a list emphasizing the importance of creativity and innovation for organizational success. Best Practices Sharing: Share identified best practices for continuous improvement and innovation. Mentoring Session: Discuss individual roles in contributing to continuous improvement. Emphasize the value of diverse perspectives in fostering innovation. Coaching on Innovation: Introduce Mind Mapping as a creative thinking tool. Demonstrate how to use Mind Mapping to generate innovative ideas. Continuous Improvement Plan Review: Briefly overview the Continuous Improvement Plan. Confirm understanding of objectives, timeframes, measures, and communication plans. Feedback Session: Seek feedback from each team member using the prepared questionnaire. Note: This meeting will be conducted with actual team members associated with the chosen business, ensuring a real-world context for coaching and mentoring. 7. Implement changes or improvements. Choose one change/opportunity/new idea (described in your Continuous Improvement Plan) and implement it.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Examples of implemented changes or improvements could be: • Develop a flowchart to show a new, more efficient process and place it in a convenient location (e.g., flow chart showing how to decide whether to print a document should be placed at the printer). • Place a compost bin in the staff kitchen to improve sustainability. • Download the software for a new information management system and set up the folder structure. If you are using the case study, you are required to notify sales staff of the new cloud-based product and schedule their training in its use. This should be done by creating a bulletin notice for the staff bulletin and creating a calendar invite for staff to attend training. Implementation of Change: New Cloud-Based Product Notification to Sales Staff: Bulletin Notice Subject: Exciting News - Introduction of Our New Cloud-Based Product! Dear Sales Team, We are thrilled to announce the launch of our cutting-edge cloud-based product that promises to revolutionize the way we cater to our valued customers. This innovative solution is a testament to our commitment to continuous improvement and providing top-notch services. Key Features: • Seamless accessibility from any location. • Enhanced collaboration and real-time updates. • User-friendly interface for an improved customer experience. Training Sessions: To ensure a smooth transition, training sessions have been scheduled for all sales staff members. Please find the details below: Date: 24/12/23 Time: 11.00 am Location: Sydney Your active participation is vital for a successful implementation. We look forward to your enthusiasm and dedication to mastering this exciting addition to our product lineup. Stay tuned for further updates and get ready to embark on this journey of innovation and efficiency! Best Regards, i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 MD Ibrahim Manager Training Session: Calendar Invite Subject: Cloud-Based Product Training Session Description: Join us for an informative training session on our newly launched cloud-based product. This session aims to equip you with the knowledge and skills needed to leverage this innovative solution effectively. Date: 24/12/23 Time: 4.00 pm Location: Sydney Agenda: • Introduction to the Cloud-Based Product • Features and Benefits Overview • Hands-On Training and Q&A Your active participation is crucial to maximizing the benefits of this new product. We look forward to your presence at the training session. Best Regards, MD Ibrahim Manager

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 8. Address impact of change. Choose one transition plan (described in your Continuous Improvement Plan) that addresses the impact of the change or improvement and implement it. Examples of implemented actions or transition plans include: • create a social media post to communicate the change to customers • send an email to staff notifying them of the change • create and distribute a fact sheet about the changes or improvements. If you are using the case study, you are required to create a social media post advertising the new product to existing and new customers. Make sure you have answered all questions in Section 2. You are required to attach certain documents as part of your evidence – review the documents you need to attach as outlined in Section 2 of the Project Portfolio . Submit Section 2 to your assessor. Start working on Section 3 of your Project Portfolio . Steps 9 and 10 form part of Section 3 . Assume that your Continuous Improvement Plan has been approved and a period has passed. Your assessor will have provided you with simulated performance outcomes relevant to your unique Continuous Improvement Plan to use to complete the next steps. Social Media Post: Announcement of New Cloud-Based Product � Exciting News! Introducing Our Latest Innovation: Cloud-Based Product! � Dear Valued Customers, We're thrilled to unveil our latest advancement - the cutting-edge Cloud-Based Product! � � • Key Features: • Anywhere, Anytime Access: Seamlessly access our services from any location. • Real-Time Collaboration: Experience enhanced collaboration and real-time updates. • User-Friendly Interface: Enjoy a user-friendly interface for an improved customer experience. Join us on this journey of innovation and efficiency. Embrace the future of technology with Worlducation ! � � i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Stay tuned for exciting updates and opportunities. For any queries, feel free to reach out. Best regards, Worlducation Impact Addressing: Social Media Post Reflection on the Impact Addressing Social Media Post: The social media post aimed to generate excitement and anticipation among existing and potential customers regarding the introduction of our new Cloud-Based Product. The impact of the post was monitored through key performance indicators (KPIs) such as engagement metrics (likes, comments, shares), website traffic, and customer inquiries. Results and Outcomes: Engagement Metrics: The post received a significant number of likes, comments, and shares, indicating a positive response from the audience. Website Traffic: A notable increase in website traffic was observed, suggesting heightened interest and curiosity. Customer Inquiries: The post generated inquiries from existing customers curious about the new product features and potential collaborations. Improvements and Adjustments: Feedback Analysis: Customer feedback was analyzed to identify areas of improvement or concerns. Customer Support Enhancement: Additional customer support resources were allocated to address inquiries promptly. Continuous Monitoring: Ongoing monitoring of social media channels ensured timely responses to customer comments and concerns. This social media post played a pivotal role in creating awareness and fostering a positive perception of the new product. It effectively addressed the impact of the change on customer perception and set the stage for a successful transition.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Documentation Required for Section 2: • Social media post announcing the new Cloud-Based Product. • Evidence of engagement metrics (likes, comments, shares). • Analysis of website traffic post-announcement. • Summary of customer inquiries and responses. • Reflection on the impact of the social media post and adjustments made. • Any additional relevant documentation. 9. Monitor and evaluate continuous improvement and innovation. Provide an evaluation of how well you believe continuous improvement systems are working. Base your evaluation on the Staff Survey comments (in the Simulation Pack ). Recognise successes by drafting an email to the project team congratulating them on their successes. The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style. Describe at least one non-performance failure and analyse the causes. Implement your contingency plan for non-performance (as described in your Continuous Improvement Plan). If you are using the case study, you are required to develop a fact sheet that can be used as training to help the relevant staff members perform as required. The contents of your fact sheet will depend on the unique non-performance details supplied by your assessor. For example, if the non-performance is related to using automated systems, the fact sheet could explain the benefits of process automation. Identify and manage new challenges and opportunities by updating your Continuous Improvement Plan. As you update the plan, confirm that learning from activities is captured and managed using the relevant knowledge management systems. i i i

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Email to Project Team: Recognizing Success Subject: Congratulations on Continuous Improvement Success! Dear Project Team, I am delighted to extend my heartfelt congratulations to each and every one of you for the outstanding efforts and achievements in driving continuous improvement and innovation within our organization. Acknowledging Successes: Your dedication and commitment have not gone unnoticed, and the positive impact on our work environment is palpable. The recent staff survey comments reflect the progress we've made, with many expressing enthusiasms for the challenges of continuous improvement and innovation. This success is a testament to your hard work and collaborative spirit. Email Body: It's heartening to see the team's collective efforts reflected in the positive feedback we've received. The survey comments highlight the varying emotions experienced by staff, ranging from excitement and motivation to constructive criticism. This diversity in responses underscores the importance of our continuous improvement journey. Non-Performance Failure Analysis: While celebrating our successes, it's crucial to address challenges as well. I would like to bring attention to a specific non-performance failure in the area of [insert details]. This setback has prompted a thorough analysis of the root causes, and we are implementing our contingency plan to rectify the situation promptly. Contingency Plan Implementation: The identified causes of non-performance are being addressed through targeted interventions, additional training, and streamlined processes. Our goal is not only to rectify the current issue but also to prevent similar challenges in the future. Your cooperation and proactive engagement in this matter are highly appreciated. Looking Ahead: As we navigate through the continuous improvement journey, it's imperative to stay vigilant for new challenges and opportunities. I encourage each team member to actively contribute to updating our Continuous Improvement Plan. Let's capture and manage our learning effectively, ensuring that every experience becomes a valuable lesson for future endeavours. Conclusion: Once again, congratulations on the remarkable achievements so far. Your dedication to excellence is driving positive change within our organization. Let's

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 continue working collaboratively towards a future of innovation, growth, and success. Best regards, Md Ibrahim Manager Documentation Required for Section 3: • Email recognizing successes sent to the project team. • Analysis of non-performance failure and implemented contingency plan. • Fact sheet developed to address non-performance and support relevant staff members. • Updated Continuous Improvement Plan addressing new challenges and opportunities. • Confirmation of learning captured and managed using knowledge management systems. • Any additional relevant documentation. 10. 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.

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Assessment Task 2: Checklist Student’s name: Did the student: Completed successfully? Comments Yes No Review and summarise: • two written organisational documents that provide information about the business, its operations/processes, plans and continuous improvement systems, processes, and innovations • at least one policy and procedures that outlines the organisation’s processes for approvals, project management, change management and knowledge management? Summary includes: • key objectives • key decision makers • key operational processes • supply chain details • strategies to monitor and evaluate performance and sustainability of key systems and processes • current continuous improvement systems, processes, and innovations in place • requirements for approvals, change management, project management and knowledge management? Summarise and analyse the current performance of the organisation or work area to identify changes or improvement opportunities, including: • summarising current performance (including mathematical

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 information) and identifying variances from existing plans • identifying and analysing trends and opportunities relevant to the organisation or work area • analysing supply chains and the operational and service systems using Gap analysis and determining cost-benefits of options? Identify team members: • Identifying team members who can assist with continuous improvement and innovation in the workplace • Describe best practice ways of working that teams can use to achieve continuous improvement and to be innovative • Identifying learning opportunities for the team to improve their skills and knowledge in relation to continuous improvement and innovation? Seek team member input by drafting an email to team members seeking their input for continuous improvement in the organisation or work area. The email: • promotes the value of creativity, innovation, and sustainability • communicates the objectives for improving the way things work, expectations and desired outcomes • summarises the changes, improvements, and new ideas already identified including the cost- benefit of the new ideas • seeks advice to identify further opportunities for improvement and to select three changes/improvements/new ideas to focus on?

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Plan for continuous improvement, including: • selecting three changes, opportunities or new ideas to focus on as part of the continuous improvement efforts and justifying their choice (considering the need, resources available, and constraints) • developing a Continuous Improvement Plan that include: o Key Performance Indicators (KPIs) associated with the continuous improvement objectives o continuous improvement systems and processes o key actions, resources, constraints, and timeframes to achieve continuous improvement and innovation o impact the changes/opportunities/new ideas will have on the organisation, the consequences for people and the related transition plans o risk management to determine risks, outcomes, risk responses and contingencies (including non-performance of staff members) o communication plans to manage changes associated with continuous improvement efforts o rewards for staff who have succeeded in their continuous improvement efforts o the knowledge management system to be used to capture continuous improvement plans and learnings?

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Coach and mentor team in continuous improvement and innovation, including: • preparing to meet with team by: o explaining how they will facilitate effective group interaction and build rapport with the team members to ensure positive working relationships o setting questions to ask to guide mentoring and preparing to coach team members o creating a questionnaire to seek feedback from team members on how you ran the meeting • meeting with at least two team members to: o facilitate effective group interaction and build rapport to establish positive working relationships o thank the team members for their contribution to further identify improvement opportunities and agree with their input o collaborate to create a list of why creativity and innovation are vital for the organisation (or work area) to achieve its outcomes o share the best practices on continuous improvement and innovation o mentor the team members on how they could in the future work to contribute towards continuous improvement o coach team members on how they can be innovative

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 o briefly discuss your Continuous Improvement Plan and confirm with the team members that objectives, timeframes, measures, and communication plans are in place so that the plan can be implemented o seek feedback (using the questionnaire you created) from each team member on your own performance at the meeting? Choose one change/opportunity/new idea and implement it? Choose one transition plan that addresses the impact of a change or improvement and implement it? Monitor and evaluate continuous improvement and innovation by: • evaluating how well continuous improvement systems are working • recognising successes by drafting an email to the project team congratulating them on their successes • describing at least one non- performance failure and analysing the causes • implementing a contingency plan for non-performance • identifying and managing new challenges and opportunities by updating the Continuous Improvement Plan • confirming that learning from activities is captured and managed using the relevant knowledge management systems?

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Task outcome:  Satisfactory  Not satisfactory Assessor signature: Assessor name: Date:

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International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E +61 272 522 525 | info@iis.edu.au | www.iis.edu.au Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 Final results record Student name: Md Ibrahim Khaled Assessor name: Date: Final assessment results Task Type Result Satisfactory 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: MD Ibrahim ______________________________ Date: 31.12.23 _________  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: _______________

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BSBSTR601 Student Assessment Tasks

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