Posted: February 2nd, 2022

Unit Code and Title: SBM4303 Enterprise Architecture Assessment Overview

Unit Code and Title: SBM4303 Enterprise Architecture
Assessment Overview
Assessment Task Weighting Due Length ULO
Assessment 1: Quiz
quiz covering delivery material Week 1 –
week 2 and week-3.
10% Week 4 30 mins ULO-1
ULO-2
Assessment 2: Case Study
A case study that covers materials from
week 1 to week 5
20% Week 7 2000 words ULO-4
Assessment 3: Report 1
Write a report covers architecture
function of case study organisation and
determining the Operating Model of a
Multi-Profile Company and EA tools.
30% Week 9 2000 words ULO-1
ULO-2
ULO-3
ULO-4
ULO-5
ULO-6
Assessment 4: Tutorial Participation and
Submission
Submission containing tutorial exercises
and other workshop activities to be
completed in class
10% Week 1, 2, 3,
4, 5, 6, 7, 8, 9,
10
N/A ULO-1
ULO-2
ULO-3
ULO-4
ULO-5
ULO-6
Assessment 5: Report 2
Write a report that covers core concepts
of data and information architecture and
evaluate existing data and information
architecture designs, continuity plans in
the context of EA and role of audit and
compliance standards in EA.
30% Week 12 2000 ULO-2
ULO-5
ULO-6
Assessment Brief
Page | 2
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
Assessment 1: Quiz
Due date: Week 4
Group/individual: Individual
Word count / Time provided: 30 minutes
Weighting: 10%
Unit Learning Outcomes: ULO-1, ULO-2
Assessment Details:
This quiz will assess your knowledge of key content areas (Week 1, 2 and 3 contents) and to identify
further support needs. For successful completion of the quiz, you are required to study the material
provided (lecture slides, tutorials, and reading materials), engage in the unit’s activities, and in the
discussion forums. The prescribed textbook is the main reference along with the recommended
reading material. By completing this assessment successfully, you will be able to identify key aspects
of Enterprise Architecture.
Marking Information: The quiz will be marked out of 100 and will be weighted 10% of the total
unit mark.
Assessment 2: Case Study
Due date: Week 7
Group/individual: Individual
Word count / Time provided: 2000
Weighting: 20%
Unit Learning Outcomes: ULO4
Assessment Details:
This case study will assess your knowledge of key content areas (Week 1, 2, 3, 4, 5, 6 contents) and to
identify further support needs. For successful completion of the case study, you are required to study
the material provided (lecture slides, tutorials, and reading materials), engage in the unit’s activities,
and in the discussion forums. The prescribed textbook is the main reference along with the
recommended reading material. By completing this assessment successfully, you will be able to
identify key aspects of information systems. This will help in achieving ULO4.
The case study will be completed and submitted in week 7.
Assessment Details:
GovDept is a mid-size governmental department providing important services of a social nature to the
population of a large territory. From the technology perspective, the organization can be considered
as a late adopter of innovations and characterized by relative underinvestment in IT, which has certain
implications for both its IT landscape and respective management practices. On the one hand,
GovDept’s IT landscape is very heterogeneous and includes many legacy information systems and
technologies some of which have been in use for decades. On the other hand, its IT-related
Page | 3
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
management practices are also rather archaic. For instance, the relationships between business and
IT leaders in the organization exhibit evident signs of “us and them” mentality, while new investments
in IT are viewed by business mostly as a means to reduce costs of the existing operations.
GovDept has a centralized IT department headed by the CIO and responsible for developing and
supporting information systems for all its business units. The IT department employs around 250
specialists and consists of three main functions: architecture, development and service. The
architecture function includes a few architects focused predominantly on specific IT solutions.
GovDept previously tried to uplift the maturity of its EA practice and extend the scope of architectural
planning beyond separate initiatives, but these attempts did not succeed and respective architects
had been made redundant.
Then, the CIO decided to undertake another deliberate effort to evolve GovDept’s EA practice with
the involvement of external consultants. For this purpose, the organization engaged a rather wellknown boutique EA consultancy to help initiate a full-fledged EA practice. The consultancy formed a
project team consisting of four architects specialized in different subject areas. This consulting team
acted according to a detailed engagement plan agreed with GovDept’s senior IT leadership. The plan
stipulated in which sequence and when exactly various EA artifacts will be produced. In total,
consultants worked for 2-3 months, analyzed the organization, interviewed numerous stakeholders
and developed all the EA artifacts specified in the plan. Specifically, they started from analyzing
GovDept in terms of current and desired maturity of its business capabilities and mapped existing
applications to respective capabilities. Then, they captured all relevant data entities, documented all
technologies used in the organization, depicted current and defined target application portfolios and
created more detailed CRUD (create, read, update and delete) relationship matrices.
1. You are required developed a comprehensive roadmap specifying what projects should be
executed in the next 2-3 years.
2. Discuss 5 key roles that IT will play in the GovDept if implemented.
3. Discuss 5 key EA artifacts that would be delivered in 2-3 months.
4. Explain the taxonomy of documentations that you will implement and why you have
considered it important to GovDept.
5. Discuss the operating model that you will implement and why you have chosen the operating
model.
6. Discuss the roles of standard and landscapes in implementation of GovDept’s EA?
7. Discuss 5 types of IT initiatives that you have considered very important to GovDept’s EA
8. Explain considerations as EA Artifacts that will be delivered in GovDept’s EA
9. Discuss 5 subtypes of visions that you used in EA artifacts implementation.
Marking Information: The case study will be marked out of 100 and will be weighted 20% of the
total unit mark.
Page | 4
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
Marking Criteria Not satisfactory
(0-49%) of the
criterion mark)
Satisfactory
(50-64%) of the
criterion mark
Good
(65-74%) of the
criterion mark
Very Good
(75-84%) of the
criterion mark
Excellent
(85-100%) of the
criterion mark
Case Study Q1
(5 marks)
Not able to
developed a
comprehensive
roadmap specifying
what projects should
be executed in the
next 2-3 years
Developed a
roadmap specifying
what projects should
be executed in the
next 2 – 3 months,
provided solution is
acceptable but
details missing
Most of the roadmap
are identified but
minor points are
missing
All the road map
identified, provides
very good solutions,
examines the EA
clearly
All the problems are
clearly identified,
provided excellent
solutions and EA very
clearly
Q2. 5 key roles
that IT will play in
the GovDept if
implemented (3
marks)
5 key roles that IT
will play in the
GovDept if
implemented not
identified properly.
5 key roles that IT
will play in the
GovDept if
implemented
identified but details
missing
5 key roles that IT
will play in the
GovDept if
implemented
presented in detail.
5 key roles that IT
will play in the
GovDept if
implemented
presented in detail,
comprehensively
examine the relation
of EA
5 key roles that IT
will play in the
GovDept if
implemented
presented in detail,
very
comprehensively
examine the relation
of EA
Q3 – Q6 (4 marks) 5 key EA artifacts,
taxonomy of
documentations
operating model, ,
roles of standard and
landscapes identified
properly, provide
wrong solutions
5 key EA artifacts,
taxonomy of
documentations
operating model, ,
roles of standard and
landscapes identified
properly, but missing
points
5 key EA artifacts,
taxonomy of
documentations
operating model, ,
roles of standard and
landscapes properly,
provided
5 key EA artifacts,
taxonomy of
documentations
operating model, ,
roles of standard and
landscapes correct
solutions with
explanation.
Comprehensive
analysis of situation
and Provide correct
solutions with
excellent
explanation.
Q7 – Q9 (6 marks) IT initiative,
considerations as EA
Artifacts and 5
subtypes of visions
identified but with
wrong information
IT initiative,
considerations as EA
Artifacts and 5
subtypes of visions
identified but with
missing information
IT initiative,
considerations as EA
Artifacts and 5
subtypes of visions
identified with good
information
IT initiative,
considerations as EA
Artifacts and 5
subtypes of visions
identified with
excellent information
IT initiative,
considerations as EA
Artifacts and 5
subtypes of visions
identified with
comprehensive and
excellent information
Format (2 marks) Work generally does
not follow the
required professional
report format.
Many departures
from the required
professional report
format.
Report format is
generally consistent
throughout including
heading styles, fonts,
margins, white
space, etc.
Report format is at
least 80% consistent
throughout including
heading styles, fonts,
margins, white
space, etc.
Report format is
consistent
throughout including
heading styles, fonts,
margins, white
space, etc.
Page | 5
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
Assessment 3: Report
Due date: Week 9
Group/individual: Individual
Word count / Time provided: 2000 words
Weighting: 20%
Unit Learning Outcomes: ULO-1, ULO-2, ULO-3, ULO-4, ULO-5, ULO-6
Course Learning Outcomes: CLO-1, CLO-2, CLO-4, CLO-7, CLO-9
Assessment Details:
This assessment is designed to assess develop your skills in Enterprise Architecture (EA). You are
required to develop knowledge on EA methodology, EA Framework, data model and emerging EA. In
completing this assessment successfully, you will be able to know major widely accepted Enterprise
Architecture (EA) domains, layers, frameworks and governance, which will help in achieving ULO-1,
ULO-2, ULO-3, ULO-4, ULO-5, and ULO-6, this in turn will help you in achieving CLO-1, CLO-2, CLO-4,
CLO-7, and CLO-9, which collectively with other unit learning outcomes will help in achieving GA-2,
GA-3, and GA-12.
Report 1.1 (Case Study)
SteelCo is a large steel manufacturing company established several decades ago. Historically, SteelCo
grew largely via mergers and acquisitions of smaller companies occupying adjacent or complementary
market niches and underwent a number of corporate restructurings. Presently, at the highest level
the company is split into two major divisions: Division Alpha and Division Beta. Both divisions are
governed from the lean central head office and report their quarterly financial indicators to top
business executives for their consideration. However, operationally these divisions represent
essentially independent businesses with non-overlapping suppliers, products, customers and markets.
Each division is managed by an appointed executive director reporting directly to C-level corporate
leadership. Divisions are free to set their own agendas, pursue their own competitive strategies and
make their own investment decisions, though major investments must seek approval at the corporate
level.
Division Alpha is an established and large-scale, but highly centralized manufacturing shop. It
specializes on fabricating a single line of products, which are distributed directly to a narrow circle of
wholesale customers over stable supply chain network arrangements. The division has a rather
conservative IT investment strategy intended primarily to achieve better automation of existing
operations and enable smooth, uninterrupted and efficient business processes. It has a central
division-wide IT department employing around 150-180 in-house specialists and also involving about
100-120 external contractors working on a full-time basis. The IT department is responsible for
providing necessary IT support across all activities of Division Alpha’s value chain, e.g. production,
warehousing, sales and delivery as well as various supporting activities including HR, finance and legal
services.
Division Beta has a more complex, dynamic and diversified business model. It offers three core lines
of products focused largely on different market segments and customer groups. These product lines
require substantially different manufacturing processes, distribution channels, sales approaches and
marketing campaigns. However, all products are fabricated from similar raw materials and
Page | 6
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
components procured from the same suppliers. Moreover, customer bases of these products also
partially overlap and the department’s leadership is planning to leverage cross-selling opportunities
more actively in the future. Organizationally, Division Beta is structured into three major units aligned
to its three product lines and an additional supporting unit providing shared division-wide services to
the main business, e.g. HR, finance, accounting and IT. Its IT department employs around 450-500 IT
staff qualified in different technologies used in the division’s IT landscape. To accommodate with the
quickly changing market conditions, Division Beta invests a significant share of its profits in new IT
systems and infrastructure. It has an aggressive IT investment strategy aimed at enabling innovative
ways of working.
Questions
1. Write a report on how should SteelCo structure its architecture function in terms of
necessary architecture positions?
2. How many architects does the company need for each of these positions? Provide
detailed explanation.
Report 1.2 (Determining the Operating Model of a Multi-Profile Company)
MultiCorp is a diversified, multi-profile company. Essentially, it is a conglomerate company
consisting of three diverse strategic units acting as independent businesses under separate brands in
different industry sectors: Unit Alpha, Unit Beta and Unit Gamma. MultiCorp is governed from the
central head office, which oversights the three subsidiary business units and their financial
performance indicators, though without any operational interventions. Each strategic business unit
has its own managing director with full discretion and responsibility over its competitive strategy,
investment priorities, budget allocation and ensuing yearly profits.
Unit Alpha is in the food manufacturing business. The unit produces and distributes a variety of
goods including, but not limited to, vegetables, groceries, meat and dairy products. Each of these
product lines requires unique production processes, storage arrangements, transportation
approaches and underlying equipment and is organizationally implemented by a separate
specialized product department. However, these products are delivered largely to the same circle of
customers, including both major retailers and local food shops. All product lines are also served by a
number of common unit-wide functions, e.g. HR, finance, accounting, logistics, legal, marketing and
sales support.
Unit Beta competes in the restaurant business. Specifically, the unit controls a chain of small fastfood restaurants occupying the low-cost market niche. In total, the chain includes more than 80
restaurants located in different geographies and more restaurants are planned to be opened in the
foreseeable future. All restaurants offer same interiors, menus, prices, meals and services to their
customers and imply standardized policies, working procedures and supporting equipment.
However, each restaurant is run separately by a chief manager responsible for its overall financial
well-being and all necessary business processes, e.g. recruiting, training, procurement, cooking,
servicing, cleaning and complaints management. With the exception of Unit Beta’s lean central
office, where chain-wide branding, marketing and other strategic decisions are made, the
Page | 7
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
restaurants operate independently from each other and even have their own profit and loss
statements.
Finally, Unit Gamma runs a chain of resort hotels. These hotels gravitate towards the high-end price
segment and offer premium-quality services to their customers. Unit Gamma’s competitive strategy
implies improving its brand recognition and achieving consistent customer experience. For this
purpose, the unit’s leadership plans to standardize all customer-facing and, to a lesser extent, backoffice processes across all hotels of the chain as well as all its suppliers and service providers.
Moreover, Unit Gamma also intends to become “closer” to its customers and build lifelong customer
relationships. This strategy requires collecting more information about customers, their individual
preferences and transaction histories, aggregating this information globally and leveraging it for
providing customized services, launching loyalty programs, developing special offers and promoting
personalized discounts.
Questions
1. What is an operating model of MultiCorp and each of its three strategic business units?
2. What particular business processes are standardized company-wide and within each of its
business units?
3. What specific types of data are integrated across the whole company and each of its
business units?
4. What is the highest-level structure of the IT landscape in the company and in each of its
business units?
Report 1.3
FinCorp is a mid-size financial company. A couple of years ago FinCorp decided to establish a fullfledged EA practice to accommodate with the growing problems around non-transparency of its IT
investments and poor business and IT alignment in general. In order to boost its EA initiative, the
company decided to purchase a specialized software tool for enterprise architecture. For this purpose,
its IT leaders studied the available offerings on the EA tool market, contacted most promising vendors,
organized meetings with vendor representatives and listened to their presentations. As a result,
FinCorp had selected and acquired a rather powerful and expensive tool for enterprise architecture
from a well-known vendor. Then, the company had installed and configured the tool, established a
central repository for storing architectural information and sent its architecture team to a special
training supplied by the tool vendor. After the training, architects had documented most areas of the
organizational IT landscape and associated business processes in the EA repository and started to
update this information to keep it current. Architects were also impressed with the modeling,
visualization and analytical capabilities offered by their new EA tool.
However, FinCorp’s CIO is pretty skeptical towards the chosen EA tool. He believes that the company
is only wasting money on the tool as it is essentially nothing more than a sophisticated repository of
Page | 8
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
current-state information. Furthermore, the tool is used by only 4-5 people in the entire organization
(all architects), does not facilitate informed decision-making among business stakeholders in any
sense and does not contribute to achieving the original objectives of the EA initiative to improve
business and IT alignment.
Questions
1. What is wrong with the installed EA tool?
2. Is the tool adding value to FinCorp?
3. How can the tool be used to facilitate business and IT alignment?
4. What should be done to maximize the value of the tool for the company?
Report Presentation Style and Writing
Consolidate and compile all your previous efforts from Report 1.1 to 1.2 into a DOC or DOCX
report. You should attempt at your best to reflect this quality in the preparation of the
report.
All diagrams and figures should be embedded as part of the report.
The format of your report should be as follows: A4 size paper, 2.5cm margins on all sides,
single-sided, Time Romans or New Time Romans font, 12pt font size, DOC or DOCX format.
What to Submit
Submit one DOC or DOCX file to the OLS course site online submission portal for this course.
Submit this file with Portfolio.
Please name this file as Your ID_Report.DOC or Your ID_ Report.DOCX.
Marking Criteria and Rubric: The assessment will be marked out of 100% and will be weighted 20%
of the total unit mark
Marking Criteria Not satisfactory
(0-49%) of the
criterion mark)
Satisfactory
(50-64%) of the
criterion mark
Good
(65-74%) of the
criterion mark
Very Good
(75-84%) of the
criterion mark
Excellent
(85-100%) of the
criterion mark
Case Study
(20 marks)
Not identifying the
problems, provided
solution is very weak.
Problems are
identified very
briefly, provided
solution is acceptable
but details missing,
briefly examine the
EA
Most of the
problems are
identified, provide
good solutions,
examine the EA but
major points are
missing
All the problems are
identified, provides
very good solutions,
examines the EA
clearly
All the problems are
clearly identified,
provided excellent
solutions and EA very
clearly
Page | 9
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
Determining the
Operating Model
of a Multi-Profile
Company (50
marks) (10 marks
for each question))
Operating model is
not identified
properly,
Comparison is
presented very
briefly,
Poorly examine the
relation of EA
Operating model is
identified but details
missing, comparison
presented briefly,
very briefly examine
the relation of EA
Operating model is
identified
adequately,
comparison
presented in detail,
briefly examine the
relation of EA
Shows sound
knowledge on
Operating model
identification,
comparison
presented in detail,
comprehensively
examine the relation
of EA
Shows full
knowledge on
Operating model
identification,
comparison
presented in detail,
very
comprehensively
examine the relation
of EA
Report 1.3
(25 marks)
Situations are not
identified properly,
Provide wrong
solutions
Situation are
identified properly,
but missing points
More than adequate
design, most of the
solutions are
properly, provided
Comprehensive
analysis of situation
and Provide correct
solutions with
explanation.
Comprehensive
analysis of situation
and Provide correct
solutions with
excellent
explanation.
Report
Presentation Style
and Writing
(5 marks)
Work generally does
not follow the
required professional
report format.
Many departures
from the required
professional report
format.
Report format is
generally consistent
throughout including
heading styles, fonts,
margins, white
space, etc.
Report format is at
least 80% consistent
throughout including
heading styles, fonts,
margins, white
space, etc.
Report format is
consistent
throughout including
heading styles, fonts,
margins, white
space, etc.
Assessment 4: Tutorial Participation and Submission
Due date: Week 1, 2, 3, 4, 5, 6, 7, 8, 9, 10
Group/individual: Individual
Word count / Time provided: N/A
Weighting: 10%
Unit Learning Outcomes: ULO-1, ULO-2, ULO-3, ULO-4, ULO-5, ULO-6
Course Learning Outcomes: CLO-1, CLO-2, CLO-3, CLO-4, CLO-5, CLO-7
Assessment Details:
Different exercises assess students’ ability to understand theoretical materials on a weekly basis.
Students will be given simple activities each week and will be required to provide answers and
achieve identified outcomes.
Students will not be assessed on work that the tutor has not seen them produce in class so that
attendance is required as part of this assessment. Students are required to submit the work that
they have completed during the tutorial session. The details of the tutorial work and requirements
are provided on the online learning system.
Page | 10
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
Marking Criteria and Rubric: The assessment will be marked out of 100 and will be weighted 10%
of the total unit mark
Marking Criteria Not satisfactory
(0-4) mark
Satisfactory
(5-8) mark
Excellent
(9-10) mark
Week-1 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-2 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-3 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-4 (marked 0 – 10)
(10%)
submission satisfactory
submission
excellent submission
Week-5 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-6 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-7 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-8 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-9 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Week-10 (marked 0 – 10)
(10%)
Attendance and no
submission
Attendance and
satisfactory
submission
Attendance and
excellent submission
Assessment 5: Report 2
Due date: Week 9
Group/individual: Individual
Word count / Time provided: 2000 words
Weighting: 30%
Unit Learning Outcomes: ULO-2, ULO-5, ULO-6
Course Learning Outcomes: CLO-1, CLO-2, CLO-4, CLO-7, CLO-9
Page | 11
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
Assessment Details:
In this assessment, students are required to write a report. The report covers the topics covered
ULO-2, ULO-5 and ULO-6 from week 1 to week 10 inclusive. The students need to study the lectures
slides and the chapters associated for the weekly lecture along with the tutorial material. The aim of
this report is to assess the students’ understanding of the key concepts of the topics explained from
week 1 to week 10. The report will be submitted to moodle.
Report 2
FinCorp is a mid-size financial company. A couple of years ago FinCorp decided to establish a fullfledged EA practice to accommodate with the growing problems around non-transparency of its IT
investments and poor business and IT alignment in general. In order to boost its EA initiative, the
company decided to purchase a specialized software tool for enterprise architecture. For this purpose,
its IT leaders studied the available offerings on the EA tool market, contacted most promising vendors,
organized meetings with vendor representatives and listened to their presentations. As a result,
FinCorp had selected and acquired a rather powerful and expensive tool for enterprise architecture
from a well-known vendor. Then, the company had installed and configured the tool, established a
central repository for storing architectural information and sent its architecture team to a special
training supplied by the tool vendor. After the training, architects had documented most areas of the
organizational IT landscape and associated business processes in the EA repository and started to
update this information to keep it current. Architects were also impressed with the modeling,
visualization and analytical capabilities offered by their new EA tool.
However, FinCorp’s CIO is pretty skeptical towards the chosen EA tool. He believes that the company
is only wasting money on the tool as it is essentially nothing more than a sophisticated repository of
current-state information. Furthermore, the tool is used by only 4-5 people in the entire organization
(all architects), does not facilitate informed decision-making among business stakeholders in any
sense and does not contribute to achieving the original objectives of the EA initiative to improve
business and IT alignment.
Write a report with 2000 word count that would be presented to FinCorp’s CIO that would address
the CIO concerns on the following:
1. The core concepts of data and information architecture and how the newly implemented EA
is the best option for FinCorp.
2. In your report discuss how the news installed specialized software tool for enterprise
architecture would support continuity plans in the context of EA
3. In your report discuss the role of audit and compliance standards in EA and how the newly
implemented software tool would facilitate informed decision-making among business
stakeholders in FinCorp.
4. Discuss how the newly installed tool would contribute to achieving the original objectives of
the EA initiative to improve business and IT alignment.
Page | 12
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
What to Submit
Submit one DOC or DOCX file to the OLS course site online submission portal for this course.
Submit this file with Portfolio.
Please name this file as Your ID_Report2.DOC or Your ID_ Report2.DOCX.
Marking Criteria and Rubric: The assessment will be marked out of 100% and will be weighted 30%
of the total unit mark
Marking Criteria Not satisfactory
(0-49%) of the
criterion mark)
Satisfactory
(50-64%) of the
criterion mark
Good
(65-74%) of the
criterion mark
Very Good
(75-84%) of the
criterion mark
Excellent
(85-100%) of the
criterion mark
The core concepts of
data and information
architecture and how
the newly
implemented EA is
the best option for
FinCorp. (25 marks)
Not identifying the core
concepts of data and
information
architecture and how
the newly implemented
EA is the best option for
FinCorp, provided
solution is very weak
and poorly examine the
core concepts
the core concepts of
data and information
architecture are
identified very briefly,
but details missing,
briefly examine the EA
Most of the core
concepts of data and
information
architecture are
identified, provide good
solutions, examine the
EA but major points are
missing
All the core concepts of
data and information
architecture are
identified, provides very
good solutions,
examines the EA clearly
All the core concepts
are clearly identified,
provided excellent
solutions and EA very
clearly
Continuity plans in
the context of EA (20
marks )
Continuity plans in the
context of EA is not
identified properly,
some information
missing
Continuity plans in the
context of EA is
identified but details
missing.
Continuity plans in the
context of EA is
identified adequately,
discussion presented in
detail, briefly examine
the relation of EA
Shows sound
knowledge on
Continuity plans in the
context of EA
Shows full knowledge
on Continuity plans in
the context of EA
identification,
comparison presented
in detail, very
comprehensively
examine the relation of
EA
Role of audit and
compliance
standards in EA and
how the newly
implemented
software tool would
facilitate informed
decision-making
among business
stakeholders in
FinCorp.
(25 marks)
Role of audit and
compliance standards in
EA and how the newly
implemented software
tool would facilitate
informed decisionmaking among business
stakeholders in FinCorp.
are not identified and
discussed.
Role of audit and
compliance standards in
EA and how the newly
implemented software
tool would facilitate
informed decisionmaking among business
stakeholders in FinCorp
are identified properly,
but missing points
Role of audit and
compliance standards in
EA and how the newly
implemented software
tool would facilitate
informed decisionmaking among business
stakeholders in FinCorp
are properly discussed
and presented.
Comprehensive analysis
of Role of audit and
compliance standards in
EA and how the newly
implemented software
tool would facilitate
informed decisionmaking among business
stakeholders in FinCorp
and Provide correct
solutions with
explanation.
Comprehensive analysis
of situation Role of
audit and compliance
standards in EA and
how the newly
implemented software
tool would facilitate
informed decisionmaking among business
stakeholders in FinCorp
and Provide correct
solutions with excellent
explanation.
Discuss how the
newly installed tool
would contribute to
achieving the original
objectives of the EA
initiative to improve
business and IT
alignment. (25
marks)
Poorly discussion of the
newly installed tool
would contribute to
achieving the original
objectives of the EA
initiative to improve
business and IT
alignment
Good discussion of the
newly installed tool
would contribute to
achieving the original
objectives of the EA
initiative to improve
business and IT
alignment but with
missing details
Good discussion of the
newly installed tool
would contribute to
achieving the original
objectives of the EA
initiative to improve
business and IT
alignment
Excellent discussion of
the newly installed tool
would contribute to
achieving the original
objectives of the EA
initiative to improve
business and IT
alignment
Excellent discussion of
the newly installed tool
would contribute to
achieving the original
objectives of the EA
initiative to improve
business and IT
alignment and with
excellent explanations
Page | 13
Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College
55 Regent Street, Chippendale, Sydney 2008: 02-9318 8111
PRV12007; CRICOS 03048D
Approved: 14/02/2019, Version 1
Report Presentation
Style and Writing
(5 marks)
Work generally does
not follow the required
professional report
format.
Many departures from
the required
professional report
format.
Report format is
generally consistent
throughout including
heading styles, fonts,
margins, white space,
etc.
Report format is at least
80% consistent
throughout including
heading styles, fonts,
margins, white space,
etc.
Report format is
consistent throughout
including heading
styles, fonts, margins,
white space, etc.

Check Price Discount

More Assignment Samples: NUR251 Assessment 1 »ASSESSMENT BRIEF I MOBILE COMMUNICATIONS essay