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MIS604 Requirement Engineering Assessment Two – Requirement Specification Individual/Group Group

MIS604 Requirement Engineering
Assessment Two – Requirement Specification
Individual/Group Group
Length N/A. There is no length requirement. You are required to sufficiently address all the tasks in this assessment.
Learning Outcomes b, c
Submission Due 23:59 (Sydney time) Friday, end of module 4.2.
Weighting 40%
Total Marks 40 marks
Context:
In the first two Modules, you learnt an overview of requirements engineering, studied the various types of requirements, and a range of requirement elicitation techniques. The subsequent two Modules, Module 3 and 4, introduced you to a number of requirement analysis tools and techniques. The primary focus was on how to model user requirements with UML and document them in a Software Requirement Specification. In particular, you studied the use case approach and a number of other diagramming techniques to visualise requirements and learnt the formality and basic inclusions of a Software Requirement Specification.
In this assessment, you will, as a group, use various of UML diagramming tools to visualise requirement and document a Software Requirement Specification.
Task Instructions:
You, as a group, should first read and understand the following case before proceeding to answer the questions in Assessment Tasks section. Note that every piece of information provided in the following case serves a purpose.
The case
ABC Pty Ltd is a start-up tech company (the ‘Company’) based in Sydney Australia. They are currently seeking to develop a mobile app or a web application (collectively called an ‘app’), which provide ondemand trades & handyman services to their customers. The objective of the app is to connect tradesmen and customers. ABC envisioned that this app will provide a strong revenue stream to the company and other business opportunities from a wide handyman network.
The founder of the Company has envisaged an app that enable customers to find trustworthy tradesmen to get the job done; it is also a platform for tradespersons to find jobs and earn an extra income stream. Typical jobs posted on the platform should include home cleaning, heating and cooling system services, gardening, airport pick up & delivery, IKEA furniture assembly, garbage removal, plumbing, and other tradesmen & handyman jobs. The founder also provided the following very highlevel and rough ideas for the app:
For customers, they can post job(s) on the app, browse through tradespersons’ profile, and contact them through the in-app instant messenger.
For tradespersons, they can put up a profile on the app, browse through jobs available, and contact customers through the in-app instance messenger.
Once the job is completed, payment can be made securely through the app. The customer will also have the opportunity to rate and review the tradesperson.
ABC wants to push this app to the market in the next six months and have secured an investment for this app.
ABC has engaged you (i.e. a group of you) as the requirements analyst in this project.
Assessment tasks
As a group, document a Software Requirement Specification (SRS) for the proposed app. Your submission must, as a minimum, contain the following:
Title page: Subject code and name, assessment number, report title, assessment due date, word count (actual), student names, student IDs, Torrens email address, campus learning facilitator, and Subject coordinator.
Table of Contents (ToC): should list the report topics using decimal notation. Need to include the main headings and subheadings with corresponding page numbers, using a format that makes the hierarchy of topics clear. Because you are including a ToC the report pages should be numbered in the footer as follows: title page has no page number; and main text to have Arabic numerals commencing at 1. Create the ToC using MS Word’s ToC auto-generator rather than manually typing out the ToC. Instructions can be found here https://support.office.com/en-gb/article/Create- a-table-of-contentsor-update-a-table-of-contents-eb275189-b93e-4559-8dd9-c279457bfd72#__create_a_table. 1. Introduction (3 marks)
1.1 Purpose (1 mark) 1.2 Document conventions (1 mark) 1.3 Project Scope (1 mark)
2. Overall description (5 marks)
2.1 Product perspective (1 mark) 2.2 User classes and characteristics (1 mark) 2.3 Operating environment (1 mark) 2.4 Design and implementation constraints (1 mark) 2.5 Assumptions and dependencies (1 mark)
3. System features (12 marks)
3.1 Use case diagram (3 mark). Note you will need to make a decision as to whether a “flat” use case diagram should be included, or a hierarchical organisation of use case diagrams should be included.
3.2 Specification for selected use cases (3 mark). Select n use case where n equals the number of students in your group. Document a detailed specification for the selected use case. The Use case must include the following elements as a minimum
ID and Name
Created by Date Created
Primary Actor Secondary Actors
Description
Trigger
Preconditions
Postconditions
Normal Flow
Alternative Flows
Exceptions
Priority
Frequency of Use
Business Rules
Other information
Assumptions
3.3 Swimlane diagram (2 mark). Choose a process in the proposed app. Draw a Swimlane diagram for that process.
3.4 State-transition diagram (2 mark). Draw a state-transition diagram for a customer job request in the proposed app. A job request is referring to a request initiated by the customer, e.g. “fix water tap leak”. Examine the various states such a request may be moved through.
3.5 Dialog map (2 mark). Choose a use case other than the ones in 3.2. Draw a dialog map for that use case.
4. Data requirement (4 marks)
4.1 Logical data model (2 mark). Include an Entity Relationship Diagram (ERD) for the proposed app. ERD is taught in MIS602.
4.2 Data dictionary (2 mark)
5. External interface requirements (8 marks)
5.1 User interfaces (4 mark). Including:
5.1.1. References to user interface standards or product line style guides that are to be followed
5.1.2. Standards for fonts, icons, button labels, images, colour schemes, field tabbing sequences, commonly used controls, branding graphics, copyright and privacy notices, and the like
5.1.3. Screen size, layout, or resolution constraints
5.1.4. Standard buttons, functions, or navigation links that will appear on every screen, such as a help button
5.1.5. Shortcut keys
5.1.6. Message display and phrasing conventions
5.1.7. Data validation guidelines (such as input value restrictions and when to validate field contents)
5.1.8. Layout standards to facilitate software localization
5.1.9. Accommodations for users who are visually impaired, colour blind, or have other limitations
5.2 Software interfaces (2 mark) 5.3 Hardware interfaces (2 mark)
6. Quality attributes (4 marks)
6.1 Usability 6.2 Performance 6.3 Security
6.X [any other quality attributes, e.g. reliability, you deem relevant]
7. Other requirements (Bonus: 2 marks for nontrivial and valid requirements)
8. Reference list (4 marks)
9. Appendices if necessary.
General Assessment Requirement
MSVisio or other professional diagramming tools. All UML diagrams must be drawn with MSVisio or other equivalent professional diagramming tools. Hand-drawn diagrams are not accepted. MSPaint is not regarded as a professional diagramming tool and is therefore not accepted.
Incomprehensible submissions. Assessments provide the opportunity for students to demonstrate their knowledge and skills to achieve the required standard. To do this, assessment responses need to be both clear and easy to understand. If not, the University cannot determine that students have demonstrated their knowledge and skills. Assessments will, therefore, be marked accordingly including the potential for 0 (zero) marks where relevant.
Case study. Assessment response must focus on the case study scenario given in the Task Instructions. Any assessment items that do not address the case study scenario may be awarded 0 (zero) marks.
Track changes. If you use Track Changes when writing your assessment, you must ensure that the submitted document is the final and correct version of the document. That is, if your submitted report contains Track Changes or Comments or any other editing marks it may be awarded 0 (zero) marks. It is your responsibility to submit the final and correct version of your report.
Academic language. All submissions should be thoroughly proof-read for spelling, typographical or grammatical errors before being submitted. Do not reply on the ‘spell-check’ function in your word processing program. If, for example, ‘affect’ is substituted for ‘effect’, your program may not detect the error.
Group Assessment Requirement
Group assessment. This assessment is a group assignment for all students. Each group consists of 2 or 3 students. To ensure your success in this group assignment, please read and follow these requirements regarding group formation and administration.
Group Formation
Same group. You must stay in the same group that you formed for Assessment 1, therefore you do not need to for form and register your group for this assessment.
Group Administration
Conflicts. If there is anything that you think you will need to involve your Learning Facilitator, please do not hesitate to do so.
Burden to prove. If you make any allegation against any other group members, you bear the evidential onus to prove your allegation and claims.
Group marks. Everyone in the same group will receive the same mark unless:
• there is an issue brought to the attention of the Learning Facilitator; and
• the Learning Facilitator finds it is fundamentally unfair to give every group member the same mark.
You may be removed from a group. In some circumstances, you may be removed from you group due to your significant and persistent lack of contribution. Once it happens, those being removed from a group will need to undertake all assessment individually from the time they are removed. The marking standard and criteria will remain the same.
Referencing
It is essential that you use appropriate APA style for citing and referencing research. Please see more information on referencing here http://library.laureate.net.au/research_skills/referencing Submission Instructions:
Means of submission. ALL students must submit ONE MSWord document (.doc or .docx) via the Assessment link in the main navigation menu in MIS604: Requirements Engineering. Physical copies/Email submissions are not accepted.
No Zipped files. Students must NOT zip the MSWord document and submit it as one single zip/compressed file.
Complete and correct submission. Assessment, once submitted, are FINAL and therefore cannot be modified. You bear all the onus to ensure that your submissions are final, correct (correct files in correct format) and complete before submitting to Blackboard.
You are expected to begin this assessment when you begin the trimester, especially as you relate the learning activities (formative assessment) in the modules to this and the other (summative) assessments. Be sure to keep several drafts of your work as well as your notes and any sources you used to draw on in preparing your report.
Extensions will be considered only in extenuating circumstances where the student has applied before the due date. At that point, students are required to provide the latest draft, in case the extension is not granted and to demonstrate they have earnestly done everything to avoid lateness.
Students are responsible for keeping appropriate back-ups and drafts of their assignments and to submit the correct version.
Torrens University Australia policies apply to the preparation and submission of this assignment.

MIS604 Assessment One Page 7 of 7

MBA717 – Strategic Development Essay 1 – Brief Learning Objective 1:

MBA717 – Strategic Development
Essay 1 – Brief
Learning Objective 1: be able to critically apply a range of strategic tools, frameworks
and concepts in the strategic development of an organization.
TASK
Develop a Strategic Business Plan for a New Venture
Start-up companies are more important in bringing products and services to market. In
response to new technology, new and innovative businesses are taking over the
markets of those older companies too slow to move with changing customer demands.
Following this line of thought, for this task you are an administrative officer at the
corporate level of an offshore organization and, you are assigned to develop a
strategic business plan for a new venture in a sector of your choice. This Strategic
Management Process should contain whatever is necessary to start-up a company
from scratch, including the new company’s philosophy, mission, objectives, strategies
and tactics, CSR, an analysis of the firm’s internal and external environment,
organizational structure, leadership and, an one-page financial report justifying the
firm’s survival for at least a year. You should justify your choices in terms of the
chosen industry/sector on the grounds of innovation, competitive advantage and,
company’s sustained growth and survival. Your budged is $150,000 (US).
Assignment Specifics:
• THIS IS AN INDIVIDUAL PIECE OF WORK
• For the assignment’s requirements, if necessary contact local authorities for
licensing and/ or legal issues.
• Your report should be grounded in relevant theory – use the core and
recommended reading – at the same time you should consider exploring a
new/ innovative idea/venture.
1
• Reference all sources appropriately, using the APA Referencing
System.
• The word count of your report is 3000 words (-/+10%).
• The Assignment should be accomplished by week 4 Sunday 11:59pm (23:59
hours) VLE (UTC) time
• The assignment counts 50% towards your final grade.
DIRECTIONS AND HELP FOR YOUR ASSIGNMENT
You are expected to discuss a number of components that appear in the ‘Strategic
Management Process’ in relation to an innovative idea/ new venture. However, in the
same way that businesses vary in the processes they use to formulate and direct their
strategic management activities, you may include different components in your
strategic process. In other words, although the basic components of the models used to
analyze strategic management operations are very similar, you may develop an
eclectic strategic analysis. Despite the differences, nevertheless, your strategic
analysis should be representative of the foremost thought in the strategic management
area. Your strategic management process may include all, or most of the following
key components (source: Pearce and Robinson, 2010):
Company Mission
Form a company mission for your new venture. The mission of a company is the
unique purpose that sets it apart from other companies of its type and identifies the
scope of its operations. In short, the company mission describes the company’s
product, market, and technological areas of emphasis in a way that reflects the values
and priorities of the strategic decision makers.
Internal Analysis
The company analyzes the quantity and quality of the company’s financial, human,
and physical resources. It also assesses the strengths and weaknesses of the
company’s management and organizational structure. You are expected to proceed to
a similar analysis, using appropriate tools such as SWOT analysis.
External Environment
A firm’s external environment consists of all the conditions and forces that affect its
strategic options and define its competitive situation. The strategic management
model shows the external environment as three interactive segments: the remote,
industry, and operating environments. You should present and discuss a similar
analysis about the external environment of their new venture.
3
Strategic Analysis and Choice
Simultaneous assessment of the external environment and the company profile
enables a firm to identify a range of possibly attractive opportunities. These
opportunities are possible avenues for investment. However, you must be screened
through the criterion of the company mission to generate a set of possible and desired
opportunities. This screening process results in the selection of options from which a
strategic choice is made. The process is meant to provide the combination of longterm
objectives and generic and grand strategies that optimally position the firm in its
external environment to achieve the company mission.
Long-Term Objectives
In your analysis, you are expected to emphasize the importance of long-term
objectives. The results that an organization seeks over a multiyear period are its longterm
objectives. Such objectives typically involve some or all of the following areas:
profitability, return on investment, competitive position, technological leadership,
productivity, employee relations, public responsibility, and employee management.
Generic and Grand Strategies
Many businesses explicitly and all implicitly adopt one or more generic strategies
characterizing their competitive orientation in the marketplace. Low cost,
differentiation, or focus strategies define the three fundamental options. Although
every grand strategy is a unique package of long-term strategies, 15 basic approaches
can be identified. You are expected to present and discuss the generic and grand
strategy/ies that are suitable for their new venture, how are to be achieved, and their
roles towards achieving the organization’s long-term objectives.
Short-term objectives
Short-term objectives are the desired results that a company seeks over a period of one
year or less. They are logically consistent with the firm’s long-term objectives.
Companies typically have many short-term objectives to provide guidance for their
functional and operational activities. Thus there are, among others, short-term
marketing activity, raw material usage, employee turnover, and sales objectives. You
should discuss their short-term objectives, and their role in supporting generic and
grand strategies.
Functional tactics
You are expected to suggest a number of functional tactics and how these short-term
activities are used to achieve short-term objectives and establish competitive
advantage. Within the general framework created by the business’s generic and grand
strategies, each business function needs to undertake activities that help build a
sustainable competitive advantage. These short term, limited scope plans are called
tactics. A radio ad campaign, an inventory reduction, and an introductory loan rate are
examples of tactics. Functional tactics are detailed statements of the ‘means’ or
activities that will be used to achieve short-term objectives.
4
Policies that empower action
Speed is a critical necessity for success is today’s competitive, global marketplace.
One way to enhance speed and responsiveness is to force/allow decisions to be made
whenever possible at the lower level in organizations. Policies are broad, precedentsetting
decisions that guide or substitute for repetitive or time-sensitive managerial
decision-making. Creating policies that guide and ‘preauthorize’ the thinking,
decisions and actions of operating managers and their subordinates in implementing
the business’s strategy is essential for establishing and controlling the ongoing
operating process of the firm in a manner consistent with the firm’s strategic
objective.
Strategic Control and Continuous Improvement
Strategic control is concerned with tracking a strategy as it is being implemented,
detecting problems or changes it its underlying premises, and making necessary
adjustments. In contrast to post-action control, strategic control seeks to guide action
on behalf of the generic and grand strategies as they are taking place and when the end
results are still several years away. The rapid, accelerating change of the global
marketplace of the last 10 years has made continuous improvement another aspect of
strategic control.
Conclusion
As it has been mentioned earlier, you are expected to use all or a number of
components towards synthesizing a Strategic Management Process for their new
venture. Each component is a central theme in different chapters of their core
textbook. At the same time, students are expected to present a one-page analysis of
their financial highlights, illustrating expected money inflow/outflow for a year.

Important
Essential Reading (E-Book): Thompson, Gamble, Peteraf, Strickland (2016) ‘Crafting and Executing Strategy: Concepts and Readings (20th Edition) USA, McGraw-Hill Higher Education.

Integrated Resort Management

Report Format like the following below:
Executive summary – Intelligent summary placed at start of report
Table of contents
1. introduction – Background of report, purpose
senior manager’s background
2. Overview destination, destination analysis- use relevant concepts & theories ( TALC,Doxey’s Irridex
Model)
3. Overview of resort industry – STEEPLE framework, Porter 5 forces, SWOT model
4. Implication of resort industry – LT strategic planning, new product development, etc
5. Identification of challenges in contemporary management – use appropriate framework
6. conclusion – summary. Link back to introduction
7. References – Harvard referencing
8. Appendices

Note:
* citation should be from journal article. Max. 10 citation from website
* the attach file is a sample of the report.

Effective feature extraction and representation for robust face recognation

2) Over the past two decades several attempts have been made to address the problem of face
recognition and a voluminous literature has been produced. Current face recognition systems are able to perform very well in controlled environments e.g. frontal face recognition, where face images are acquired under frontal pose with strict constraints as defined in related face recognition standards. However, in unconstrained situations where a face may be captured in outdoor environments, under arbitrary illumination and large pose variations these systems fail to work. With the current focus of research to deal with these problems, much attention has been devoted in the facial feature extraction stage. Effective feature extraction and representation is the most important for the problem of face recognition.

MBA717 – Strategic Development Essay 1 – Brief Learning Objective 1: be able to critically apply a range of strategic tools, frameworks

MBA717 – Strategic Development
Essay 1 – Brief
Learning Objective 1: be able to critically apply a range of strategic tools, frameworks
and concepts in the strategic development of an organization.
TASK
Develop a Strategic Business Plan for a New Venture
Start-up companies are more important in bringing products and services to market. In
response to new technology, new and innovative businesses are taking over the
markets of those older companies too slow to move with changing customer demands.
Following this line of thought, for this task you are an administrative officer at the
corporate level of an offshore organization and, you are assigned to develop a
strategic business plan for a new venture in a sector of your choice. This Strategic
Management Process should contain whatever is necessary to start-up a company
from scratch, including the new company’s philosophy, mission, objectives, strategies
and tactics, CSR, an analysis of the firm’s internal and external environment,
organizational structure, leadership and, an one-page financial report justifying the
firm’s survival for at least a year. You should justify your choices in terms of the
chosen industry/sector on the grounds of innovation, competitive advantage and,
company’s sustained growth and survival. Your budged is $150,000 (US).
Assignment Specifics:
 THIS IS AN INDIVIDUAL PIECE OF WORK
 For the assignment’s requirements, if necessary contact local authorities for
licensing and/ or legal issues.
 Your report should be grounded in relevant theory – use the core and
recommended reading – at the same time you should consider exploring a
new/ innovative idea/venture.
1
 Reference all sources appropriately, using the APA Referencing
System.
 The word count of your report is 3000 words (-/+10%).
 The Assignment should be accomplished by week 4 Sunday 11:59pm (23:59
hours) VLE (UTC) time
 The assignment counts 50% towards your final grade.
DIRECTIONS AND HELP FOR YOUR ASSIGNMENT
You are expected to discuss a number of components that appear in the ‘Strategic
Management Process’ in relation to an innovative idea/ new venture. However, in the
same way that businesses vary in the processes they use to formulate and direct their
strategic management activities, you may include different components in your
strategic process. In other words, although the basic components of the models used to
analyze strategic management operations are very similar, you may develop an
eclectic strategic analysis. Despite the differences, nevertheless, your strategic
analysis should be representative of the foremost thought in the strategic management
area. Your strategic management process may include all, or most of the following
key components (source: Pearce and Robinson, 2010):
Company Mission
Form a company mission for your new venture. The mission of a company is the
unique purpose that sets it apart from other companies of its type and identifies the
scope of its operations. In short, the company mission describes the company’s
product, market, and technological areas of emphasis in a way that reflects the values
and priorities of the strategic decision makers.
Internal Analysis
The company analyzes the quantity and quality of the company’s financial, human,
and physical resources. It also assesses the strengths and weaknesses of the
company’s management and organizational structure. You are expected to proceed to
a similar analysis, using appropriate tools such as SWOT analysis.
External Environment
A firm’s external environment consists of all the conditions and forces that affect its
strategic options and define its competitive situation. The strategic management
model shows the external environment as three interactive segments: the remote,
industry, and operating environments. You should present and discuss a similar
analysis about the external environment of their new venture.
3
Strategic Analysis and Choice
Simultaneous assessment of the external environment and the company profile
enables a firm to identify a range of possibly attractive opportunities. These
opportunities are possible avenues for investment. However, you must be screened
through the criterion of the company mission to generate a set of possible and desired
opportunities. This screening process results in the selection of options from which a
strategic choice is made. The process is meant to provide the combination of longterm
objectives and generic and grand strategies that optimally position the firm in its
external environment to achieve the company mission.
Long-Term Objectives
In your analysis, you are expected to emphasize the importance of long-term
objectives. The results that an organization seeks over a multiyear period are its longterm
objectives. Such objectives typically involve some or all of the following areas:
profitability, return on investment, competitive position, technological leadership,
productivity, employee relations, public responsibility, and employee management.
Generic and Grand Strategies
Many businesses explicitly and all implicitly adopt one or more generic strategies
characterizing their competitive orientation in the marketplace. Low cost,
differentiation, or focus strategies define the three fundamental options. Although
every grand strategy is a unique package of long-term strategies, 15 basic approaches
can be identified. You are expected to present and discuss the generic and grand
strategy/ies that are suitable for their new venture, how are to be achieved, and their
roles towards achieving the organization’s long-term objectives.
Short-term objectives
Short-term objectives are the desired results that a company seeks over a period of one
year or less. They are logically consistent with the firm’s long-term objectives.
Companies typically have many short-term objectives to provide guidance for their
functional and operational activities. Thus there are, among others, short-term
marketing activity, raw material usage, employee turnover, and sales objectives. You
should discuss their short-term objectives, and their role in supporting generic and
grand strategies.
Functional tactics
You are expected to suggest a number of functional tactics and how these short-term
activities are used to achieve short-term objectives and establish competitive
advantage. Within the general framework created by the business’s generic and grand
strategies, each business function needs to undertake activities that help build a
sustainable competitive advantage. These short term, limited scope plans are called
tactics. A radio ad campaign, an inventory reduction, and an introductory loan rate are
examples of tactics. Functional tactics are detailed statements of the ‘means’ or
activities that will be used to achieve short-term objectives.
4
Policies that empower action
Speed is a critical necessity for success is today’s competitive, global marketplace.
One way to enhance speed and responsiveness is to force/allow decisions to be made
whenever possible at the lower level in organizations. Policies are broad, precedentsetting
decisions that guide or substitute for repetitive or time-sensitive managerial
decision-making. Creating policies that guide and ‘preauthorize’ the thinking,
decisions and actions of operating managers and their subordinates in implementing
the business’s strategy is essential for establishing and controlling the ongoing
operating process of the firm in a manner consistent with the firm’s strategic
objective.
Strategic Control and Continuous Improvement
Strategic control is concerned with tracking a strategy as it is being implemented,
detecting problems or changes it its underlying premises, and making necessary
adjustments. In contrast to post-action control, strategic control seeks to guide action
on behalf of the generic and grand strategies as they are taking place and when the end
results are still several years away. The rapid, accelerating change of the global
marketplace of the last 10 years has made continuous improvement another aspect of
strategic control.
Conclusion
As it has been mentioned earlier, you are expected to use all or a number of
components towards synthesizing a Strategic Management Process for their new
venture. Each component is a central theme in different chapters of their core
textbook. At the same time, students are expected to present a one-page analysis of
their financial highlights, illustrating expected money inflow/outflow for a year.

Important
Essential Reading (E-Book): Thompson, Gamble, Peteraf, Strickland (2016) ‘Crafting and Executing Strategy: Concepts and Readings (20th Edition) USA, McGraw-Hill Higher Education.