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CSC3023
BIT Final Year Project
Dr Barry McCollum
3 Feb 2014
© 2002 IBM Corporation
Overview of Lecture
 2014 Structure
 Review of Assessment
 Group Presentations
 System Demonstrations
 Final Report
 Development Diary
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2014 Structure
 Group Presentations
 Lectures
Business Strategy
Business Modelling
Web Bases Issues
Technology Development
 Business Meetings (Tutorials)
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Assessment
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Element
Percentage
Type
Interim Report
30%
Group / Individual
Group Presentation
5%
Group
System Demonstration
20%
Group
Dissertation
25%
Group
Development Diary
20%
Individual
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Group Presentation
 Begin 2nd week of Semester 2
 15 minute presentation of ideas and approach to the project
 peer assessed
 purpose of this is
Involved in a presentation
to allow students to gain feedback from each other
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Group Presentations
 Monday 17th Feb
Groups 1-3
 Monday 25th Feb
Groups 4-6
 Monday 3rd March
Groups 7-9
 Monday 10th March
Groups 10
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Group Presentations
 The idea was clearly described
 The steps involved with producing a product were clearly
defined
 A clear understanding of the issues involved was shown
 The project was realistic
 The market was clearly defined
 The overall delivery was effective
 The overall Idea of product / service /approach was
innovative
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System Demonstration

Date to be announced
Dissertation – May (week 11)
 Project scope / title / abstract
 Business Case
All relevant sections
 Solution Specification
 Solution Design
 Solution Implementation
 Solution Demo
 Conclusions
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Development Diary
 work carried out and individual contribution
 make notes on minutes of meetings
 reflect on the roles and responsibilities of the other group
members
 allows the peer assessment of the System Demonstration to
be validated
 chance to show their level of research and activity
 Outside speakers

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Case studies
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Achievement
 Interim Business Plan

- Expansion
 Project plane

- Business Development Plan

- Measurement
 Outline Software Development Plan
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
- Methodology (prototype)

- Delivery (e.g. methodology, timing, testing, team)
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Advice
 Regroup and Organise
 Maximise Team Work
 Appreciate Work Load
 Focus on Prototype Development
 Background Research
 Fully Prepared for Business Meetings
 Check Project Timetable
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How far can the business go?
 How far can the business plan ahead?
 How vulnerable are such plans?
 Scenario Analysis
 Strategic intent


provides an outline framework of basic principles and
targets to inform operational planning
 - Development Business Strategy
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Business Strategy
 The strategic management process
 Mission and vision statements
 Analyzing strategic drivers and core competencies
 SWOT analysis
 Scenario planning
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Strategic Management Process




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
Define the business and its mission.
Perform external and internal audits.
Translate the mission into strategic goals.
Generate and select strategies to reach
strategic goals.
Implement the strategy.

Evaluate performance.
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Vision and Mission
 A vision statement tells people
Where we want to go
What we want to become
What we want to accomplish
Why it is important
 Mission expresses the organization’s:
Purpose - the needs we exist to address
Business - what are we doing to address these
Values - what principles or beliefs guide our work
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Examples of Mission Statements
APEX ELEVATOR
To provide a high-reliability, error-free method for moving people and
products up, down, and sideways within a building.
UNITED TELEPHONE CORPORATION OF DADE
To provide information services in local-exchange and exchange-access
markets within its franchised area, as well as cellular phone and paging
services.
JOSEPHSON DRUG COMPANY, INC.
To provide people with longer lives and higher-quality lives by applying
research efforts to develop new or improved drugs and health-care
products.
GRAY COMPUTER, INC.
To transform how educators work by providing innovative and easy-to-use
multimedia-based computer systems.
FIGURE 5–2
April 11, 2006
LIS580- Spring 2006
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G.Dessler, 2003
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Strategies in Brief
COMPANY
STRATEGIC PRINCIPLE
America Online
Consumer connectivity first—anytime, anywhere
Dell
Be direct
eBay
Focus on trading communities
General Electric
Be number one or number two in every
industry in which we compete, or get out
Southwest Airlines
Meet customers’ short-haul travel needs at fares
competitive with the cost of automobile travel
Vanguard
Unmatchable value for the investor-owner
Wal-Mart
Low prices, every day
Source: Arit Gadiesh and James Gilbert, “Frontline Action,” Harvard Business Review, May 2001, p. 74.
FIGURE 5–3
G.Dessler, 2003
April 11, 2006
LIS580- Spring 2006
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Checklist 5.2
How to Test the Quality of Your
Strategy
 Does your strategy fit with what’s going on in
the environment?
 Does your strategy exploit your key resources?
 Will competitors have difficulty keeping up with
you?
 Are the elements of your strategy internally
consistent?
 Do you have enough resources to pursue this
strategy?
 Can your strategy be implemented?
G.Dessler, 2003
April 11, 2006
LIS580- Spring 2006
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Examples of a Company’s Strengths,
Weaknesses, Opportunities, and
Threats
FIGURE 7–7
G.Dessler, 2003
April 11, 2006
LIS580- Spring 2006
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How to Benchmark

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Focus on a specific problem and define it
carefully
Use employees who will actually
implement changes to identify the bestpractices companies and to conduct onsite studies.
Be willing to share information with others.
Avoid sensitive issues such as pricing, and
don’t look for new product information.
Keep information you receive confidential.
G.Dessler, 2003
April 11, 2006
LIS580- Spring 2006
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©2004 eventMAP Limited
Scenario Planning Principles

inform decision makers and influence decision
making.

Alternative projections about a given future
must challenge current models by creating
tension among ideas, hypotheses,
perspectives, and assumptions.

The dialogue and discussion spawned by the
consideration of alternative futures should
directly affect Idea or Company knowledge
G.Dessler, 2003
April 11, 2006
LIS580- Spring 2006
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