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时间：2021-11-05
1
INFS5885
E-Business
Group Assignment Specification
T3 2021
UNSW Business School
School of Information Systems
and Technology Management
2
REQUEST FOR PROPOSAL
“SME+” & “SME DIRECT”
October 2021
1. PROJECT BACKGROUND
The Southern Medical Centre (SME) is a South Sydney-based premier general practice
established in 2005, providing comprehensive primary healthcare 1 for any presenting
condition, as well as to aid in detecting possible health risks for all their patients. SME has
a dedicated team (general practitioners, nurses, admin staff etc.) working together to offer
a wide range of high-quality general practice services for patients. GPs (general
practitioner) working at SME coordinate their patient’s care in the short and long term,
working with external specialists to help restore and maintain patients’ health. Each GP has
a list of recommended specialists in each specialty area, and GPs will provide a referral
letter for patient if a specialist needs to be visited.
As a mixed billing practice, SME offers bulk billing to all patients with a valid concession
card; otherwise, their out-of-pocket fees are $70.00 for short appointment and $120.00 for
a long appointment, with a Medicare rebate2 of $37.05 and $71.70, respectively. For
overseas visitors with health insurance, they must pay the full fee after every consultation,
and claim any rebates or benefits from their health insurance provider afterwards.
Apparently, SME services have very limited online presence, with only a website listing the
services they offer. They also do not use any social media tools for marketing purposes,
as they have never considered actively marketing its business.
THE LEGACY SYSTEM
While they have a legacy system in place, much of the record-keeping and reporting
essential to SME’s day-to-day operations remains manual. All bookings are still done via
telephone and manually encoded by administrative staff. Meanwhile, SME customers’
visiting history and medical conditions, also stored in its own legacy system, accessible
internally to all GPs and nurses. For the clinical staff, part of their responsibility is to enter
all examination results into the patient’s file after each visit.
This task becomes tedious in the case of patients requiring diagnostic and laboratory tests,
as SME currently does not have the full range of medical facilities. If any test (e.g., blood
test) or image (e.g., x-ray) is required to be taken to assist GPs to make an informed
decision, patients are given a referral letter, which they present to their external pathology
or a medical imaging service centre of choice. Based on their GP’s referral letter, the
1 Primary healthcare is the entry level to the health system and is usually a person’s first encounter with the health system. It
includes a broad range of activities and services that are delivered outside the hospital setting – from health promotion and
disease prevention, to treatment and management of acute and chronic conditions. For more information, check::
https://www.aihw.gov.au/reports-data/health-welfare-services/primary-health-care/overview and
https://www.aihw.gov.au/reports-data/health-welfare-services/primary-health-care/glossary
2 Medicare rebates are only available to Australian citizens and residents who have a valid Medicare card.
3
external service provider reports all examination results to SME, through the referring GP.
These results are sent back via local courier services.
Patients often have no direct and real-time access to these results. The practice of sending
results differs from provider to provider; some send a copy of the results to the patient,
while others do not. As such, in some instances, patients can only make their follow-up
appointment based on a rational guess (e.g., possibly 3 days, as it normally takes that long
until a test result becomes available). Collectively, there is no any integrated online system
to manage information exchange between the SME and other participants in the healthcare
ecosystem, including specialists, third-party service providers (e.g., pathology services,
medical imaging service centres), and even their patients.
Although businesses like SME can provide essential services for patients, they are far from
good enough to meet patients’ needs for timely, personalised, transparent, and effective
care. Given the rise of e-commerce and competition, patients have experienced seamless
customer experience offered by retailers through the right blend of digital convenience and
in-person service. In Australia, unfortunately, getting the same experience from a
healthcare provider is a stretch.
EVOLVING HEALTHCARE LANDSCAPE
The outbreak of COIVD-19 pandemic dramatically changed the landscape, demanding an
immediate widescale shift in how healthcare is provided. Technology-enabled virtual care3
system becomes an integral part of a sustainable healthcare system that delivers outcomes
that matter to patients. It is time for a digital transformation in Australian healthcare
systems. As part of Australia’s long-term health plan, NSW Health recently initiated a new
business strategy of integrated care, aiming to deliver integrated care strategies and plan
to enable transformation of the NSW healthcare systems. Integrated care4 involves the
provision of seamless, effective, and efficient care that reflects the whole of a person’s
health needs. To promote integrated healthcare systems state-wide, several government
grants became available. One initiative of this state-wide integrated care program is called
“Specialist Outreach to Primary Care”, aiming to build the capability of GPs to provide
patients with specialist assessment and care in the community. GPs are linked with medical
specialists to enhance their ability to assess and manage a variety of conditions such as
early onset dementia, heart disease and diabetes to meet the needs of their patients and
the community.
THE INTEGRATED CARE MODEL
In the context of these challenges and changes in the environment, the SME executive
team sees the opportunity to transform SME’s business. To support this initiative, they have
3 Virtual care is any interaction between patients and/or members of their care team occurring remotely, using technology with the
aim of facilitating or maximising the quality and effectiveness of patient care. For more information, check:
https://aci.health.nsw.gov.au/__data/assets/pdf_file/0004/651208/virtual-care-in-practice.pdf
4 For more information, check: https://www.health.nsw.gov.au/integratedcare/Pages/what-is-integrated-care.aspx
4
decided to apply for the available government grant to develop SME’s integrated care
system. The SME management team are also on board and keen to leverage the
opportunity to incorporate “virtual care systems” into SME’s current business model, with
the aim of providing a seamless patient experience.
The purpose of this initiative is three-pronged: first, to integrate its services with all other
external business partners, such as specialists, pathology services, and medical imaging
service centres, in order to improve efficiency and effectiveness; second, to expand their
value beyond existing services, specifically, by providing virtual healthcare services; and,
third, to adopt emerging technologies, such as artificial intelligence (AI) and business
analytics to automate select interactions and services.
The executive and management teams summarise their vision as “SME+” – a new,
transformed medical centre that incorporates and combines both the values of SME’s
physical resources and the advantages of digital technologies and digitally-enabled
products and services. For the SME+ project, SME management team has decided to adopt
the re-seller model. SME aims to become the pioneer of integrated healthcare systems
statewide. Thus, overarching objective of SME+ is to improve value for patients, where
value is defined as the health outcomes that matter to patients relative to the cost of
achieving those outcomes5.
The SME management team has determined that its current setup and limited online
presence are not effective in fulfilling customer needs. They believe that by using current
web technologies and referencing the best practices in e-health worldwide, they can provide
the patients and potential patients with a more seamless customer experience, just as
retailers offer to their consumers.
To prepare this project proposal, SME has engaged the consulting company you work for to
conduct a number of activities required to complete the SME+ project proposal. You and your
team have been assigned to prepare a business proposal for the SME executive team.
2. PROJECT REQUIREMENTS
The scope of work includes research, design, strategy formulation activities for SME+. Your
team is responsible for: 1) conducting a thorough market research to determine patient’s
(customer’s) needs whenever they avail healthcare services in Australia; 2) creating a
proposal, that outlines innovative ideas and recommendations focused on leveraging digital
and emerging technologies to enhance SME’s current service offerings; and, 3) formulating
an expansion strategy for SME+. The overarching objectives are enhancing the patient’s
healthcare experience and fulfilling patient’s needs.
5 Porter, M. and Teisberg, E., “Principles of value-based competition”, Chapter 4 from Redefining Healthcare- Creating Value-Based
Competition on Results, Harvard Business School Press, Boston, Massachusetts, 2006
5
SME’s management team expects the following key activities and success criteria to be
completed with the agreed timeline6 and format7:
1. Needs Analysis and Ideation
1.1. Conduct independent research and analysis to identify how Australia and the rest
of the leading healthcare industry players have incorporated information
technologies to provide a seamless healthcare service to meet patients’ needs.
Your analysis should include technology-enabled mechanisms adopted by these
players to cope with the COVID-19 crisis to continue their services to patients.
[max. 1 page]
1.2. Based on above analysis, identify 6 to 8 specific digital-enabled
products/services (i.e., features) which could help SME gain competitive
advantage and create value for patients (e.g., telemedicine services, etc.). You
should also consider how SME can provide differentiate products/services
leveraged by emerging information technologies, such as artificial intelligence
(AI). It is important that these features should not only resolve patients’ pain
points in the context of the current Australian healthcare system, but also meet
SME’s goals and give them significant advantage to win this grant application.
As such, you are required to provide a clear justification for each proposed
feature. [max. 1 page]
1.3. Identify customer (patient) needs for SME+ through Hierarchical Value Map
(HVM) format (i.e., integrated healthcare services including physical and
telemedicine options). [no page limit for this section, but be mindful and comply
with the page limit for the whole report]
Specific requirement for this section:
Using MEC and laddering interview/analysis techniques you have learned from
the course, interview four (4) people to understand and identify their needs for
integrated healthcare services. The interviewees should be people who have
experience with the Australian healthcare system; and therefore, know its current
procedures and pitfalls. If you have not visited Australia yet, you are encouraged
to interview your peers who are currently studying or have studied in Australia.
The 6 to 8 features you have identified in 1.2 above are the attributes you should
use to start your laddering interviews. To ensure the rigor of your work, here are
minimum activities and requirements to be completed for this section:
a) You are required to provide interviewees’ demographic information (e.g., age,
gender, education, residence, how long they have lived in Australia, etc.)
6 Refer to Section 5 Timeline of this document for Timeline
7 Refer to Section 4 of this document for Submission Requirements
6
b) Conduct the ladder interview with each interviewee in order to generate
ladders. In this step, you should (i) first ask your interviewee to rank the 6 to 8
features you have identified in 1.2, considering how each feature is likely to
fulfil his/her personal needs (most to least); (ii) use the top 5 features based
on the interviewee’s ranking, starting from the highest ranked (Rank 1) to the
lowest (Rank 5) for the ladder interview. In total, you should have 5 ladders
generated from each interviewee.
c) You repeat step (b) above for all your interviewees. Step (b) and (c) together
are used to identify all key benefits and values to be fulfilled, based on the top
5 proposed features.
d) Combine all interview data to generate your overall hierarchical value map
(HVM). Your resulting analysis should determine the key customers’ needs to
be fulfilled through SME+.
1.4. Based on your preliminary research and analysis in Sections 1.1 to 1.3, specify
SME+ value propositions, which should be proposed based on the Theory of
Jobs to be Done. [max. ½ page]
2. Digital Presence Design
2.1. Establish your website/app design framework or criteria that guide your
website/app design for SME+ project (at least 3 criteria if no framework used to
guide your web design). [max. 1/2 page]
You can make use of a suitable framework learned in the course (e.g., loyalty
framework) or otherwise. However, the choice of design framework/criteria
should help you realise the customers’ needs you have identified in the Needs
Analysis and Ideation section.
2.2. Based on your proposed SME+ develop a website and/or app prototype. [there
is no page limit for this section, however you need to comply with overall page
limit rule]
To ensure the quality of your work, here are minimum activities and requirements
to be completed for this section:
a) Use available software such as Wix.com or Shopify to build your prototype
b) Explain the rationale of your prototype design based on the design/framework
identified in 2.1
c) Align your design with the value proposition(s) identified in 1.4. Focus on
implementing your proposed SME+, as described in the Needs Analysis and
Ideation section.
7
d) The site does not have to be fully functional but should convey the key ideas
of your proposed initiative.
3. New Business Model
With infection risks abound under the COVID-19 paradigm, people are increasingly
anxious about going to hospitals, consulting in-person, or even visiting their local
pharmacy. Much like with grocery shopping, consumers are choosing to go online where
they can. Feeding these demands are digital platforms, which primarily facilitate the
interactions between patients and healthcare providers (e.g., GPs or specialists). These
interactions range from booking appointments to doing virtual consultations, etc.
It is predicted that by 2025, such service-focused platforms are expected to take center
stage in the healthcare sector. Other healthcare platforms are also emerging in a more
customer-focused manner, offering innovative healthcare services through their
platforms. As one Senior Partner at Rolan Berger8 Germany forecasts: “Healthcare
platforms are set to become part of the next normal, acting as both gatekeeper and driver
of future health markets”.
Although most successful digital platforms are often operated by technology companies
(e.g., Uber in the transportation industry; Airbnb in hospitality industry), there are
successful stories of digital transformation from pipeline to platform operations, such as
Flipkart.
SME’s senior management team takes cues from businesses like Flipkart, and more
recently Mfine, a widely used healthcare platform in India. They view SME+ as only the
starting point towards a new, integrated business model that captures a larger customer
base. Limited by geography, SME currently offers healthcare services only to locals who
live within a convenient range. Compelled by Mfine’s success in India, in the near future,
SME’s management plans to design and build their own healthcare platform: “SME
Direct”.
Given your team’s expertise in digital platforms, SME would like you to conduct an
extended analysis for “SME Direct”, its healthcare platform venture. Consider the
following assumptions in your analysis:
• The SME+ project will be successful.
• SME has established the key relationships and partners required to develop and
implement a digital platform (SME Direct) at this level and scale, including the financial
and political support from government.
• The macro-environment will allow “SME Direct” to thrive. This implies:
o The legal and regulatory frameworks required for a national-level digital
healthcare implementation is in place, including mechanisms for digital
8 Neumann et al. 2020, Digital Platforms Are Transforming Healthcare – It’s Time to Prepare Your Platform Play, Future of Health –
The Rise of Healthcare Platforms, Roland Berger.
8
healthcare financing (including Medicare subsidies), data privacy and security,
among others.
o The physical infrastructure is available and accessible to majority of
stakeholders, including clinicians, patients, etc. (e.g., telecommunications
networks, 24/7 electricity, majority has access to reliable internet, etc.)
Further, you have the option to make any necessary assumptions – in addition to those
already listed – in order to facilitate your analysis and provide context to your
recommendations. Include any relevant assumptions and/or justifications as an appendix
to your report.
For this section, you are required to address the following:
3.1. Describe the design and implementation strategy for SME Direct. [max. 1.5 pages]
a) Based on your knowledge about the healthcare platform users and the healthcare
industry analysis, design the digital platform model for “SME Direct”. You are
required to describe the core interaction(s) and network effect(s) that can occur on
the “SME Direct”. You may present your answer in a diagram.
b) According to your core interaction(s) described in 3.1 (a), identify 2 key challenges
of launching “SME Direct” and provide 1-2 strategies for SME management to
address these two challenges.
3.2. Outline the activities required to transform from a traditional health service provider
to a healthcare platform. As SME used to be a traditional health service provider –
also considered as a pipeline business – you are required to provide
recommendations on how the SME management should shift their mindsets from
operating SME+, a reseller model, to SME Direct, a digital platform model. [max. 1
page]
a) In your analysis, explain the differences between the pipeline and digital platform
businesses in the context of SME as a healthcare service provider. You may present
your answer in a table format for the comparison purpose.
b) Outline two recommendations for SME management, focusing on how they should
adapt their mindsets from running a pipeline business toward the digital platform-
based business.
3.3. Based on the core interactions described in the design of “SME Direct”, develop one
revenue model for your platform. Note the following minimum requirements for this
question: [max. 1 page]
a) Your revenue model should include but not limited to i) your pricing strategy and
ii) sources of income.
9
b) You are required to justify the feasibility of your revenue model by referring to the
information and findings from the previous sections of this proposal.
3. TEAM MANAGEMENT AND WEEKLY MEETING MINUTES
You are required to hold all your group meetings at your group private channel via MS
Teams—Create one to include you team members and your tutor. All groups are required to
keep each meeting minutes, including at least (but not limited to) each meeting’s agenda and
task allocation. You can find a meeting minute template from MS Teams Assignment folder.
These minutes will also be used when a dispute regarding the allocation of work or the
behaviour of group members arises. A confidential self and peer assessment will be available
for you to complete at the end of this assessment.
You are required to upload your weekly meeting minutes (at least one meeting per week) into
your group Microsoft Teams private channel (please having a separate folder under your own
private channel Files tab) before your weekly workshop from week 7 to week 9. Your tutor will
check your group meeting minutes each week. Up to one course mark penalty per week will
apply to any group who fails to provide weekly meeting minutes on time or incomplete minutes
to be provided for each meeting.
4. REFERENCING
It is expected that your report will make use of at least 10 industry/practitioner articles (such
as industry analysis, white papers, news, etc.) and peer-reviewed journal/conference articles.
New/recent sources (2015-2021) are preferred for their relevance.
Your references and in text citations must be formatted as per the Harvard Method as this is
UNSW Business School standard. For information on how to acknowledge your sources and
reference correctly, please refer to: https://student.unsw.edu.au/referencing
10
5. EVALUATION CRITERIA
SME will evaluate all proposals based on the following criteria. To ensure consideration
for this Request for Proposal, your proposal should be complete and include all of the
following criteria:
Assignment Report (Proposal) 80
1: Needs analysis and Ideation
1.1 Industry analysis
1.2 Digital-enabled products/services
1.3 Identifying customer needs and features
1.4 SME+ Value Propositions
30
7
5
12
6
2: Digital presence design
2.1 Design framework
2.2 Prototype
20
5
15
3. New Business Model
3.1 a) Design of “SME Direct” digital platform
3.1 b) 2 Launching challenges and strategies
3.2 a) Difference(s) between pipeline to digital platform operation
3.2 b) Suggestion(s) on shifting from reseller to digital platform model
3.3 a) Revenue model design
3.3 b) Revenue model justification and feasibility analysis
25
4
6
3
4
3
5
Quality of the report (appendix, grammar, spelling, layout, formatting etc.) 5
Team Weekly Meeting Minutes Up to 3-mark deduction
Report File Name Format (refer to section 9 below) Up to 1 mark deduction
Team Presentation (may be moderated based on individual
performance) 20
Quality of the presentation - Content 10
Quality of the presentation - Delivery 5
Cohesiveness and evidence of teamwork 5
6. SUBMISSION REQUIREMENT
The proposal should be in a professional, ‘business proposal’ style (includes academic
references where appropriate). Feel free to make use of tables, figures, and diagrams as
you see fit.
Word Limit
• The maximum word length of the report is 11-pages.
11
• Use tables if necessary, to save space.
• Table of Contents, Executive Summary, References and Additional Assumptions
are excluded from the page limit count.
• Material presented in excess of 11 pages will not be taken into account when
evaluating the proposal.
• Provide the screen shots of the prototypes in the Appendix (max of 5 pages), and
a URL link if the prototype is working.
Report Formatting
• The proposal should be in ‘business report’ style (but includes academic
references where appropriate).
• 11-point font, Arial
• Single spacing
• Normal Margin
• Include page numbers
Lodgment
• Upload your proposal (your group assignment report) via course Moodle
• You can only upload ONE document. If you have multiple documents, you will
need to combine them into one document.
• Name your file using GroupID (refer to Team formation and management section
below).
• Only ONE submission from each group is required.
• You are not required to submit a hardcopy.
• You are advised to keep a copy of your submission.
The document you upload should include:
• A suitable frontpage that will impress the company (maybe your company name
and logo).
• The second page of the assignment must include the assignment declaration
document (coversheet) as provided on the course website – which must be
signed by all group members.
• An Executive Summary is required.
• The report (which also include the references used to prepare the report, and
appendices)
• An appendix of max 5 pages providing the screen shots of the prototypes
• The link to website/app prototype (optional if the team uses purely visual tools to
draw the prototype)
Originality Checks
• The originality of the submission will be checked using Turnitin. Please check the
originality report generated by Turnitin during the submission process.
12
7. TIMELINE
Please refer to the table for key dates. All proposals in response to this RFP are due no
later than the date specified. The bidders are invited to a presentation (see Section 8).
Due Date Item Weighting Mode of Submission
Week 10,
9am 15th
November 2021
Assignment
Report
(Proposal)
80% of the marks To be submitted via course
Moodle Turnitin
10 minutes before
your Week 10
workshop/tutorial Team Presentation
Slides
20% of the marks To be submitted via course
MS Teams Private
Workshop Channel
designated folder. You are
not allowed to open other
groups’ slides.
5pm 22nd
November 2021
Peer
Assessment
NA.
Note: Team project
result will only be
released after all
members
submitted the peer
assessment.
Evidence is
required if unequal
contribution is
given.
To be submitted via course
Moodle Review Link
LATE SUBMISSIONS AND PENALTIES
Late assignments without approved extensions will attract a penalty of 10% of the awarded
marks per day of lateness (including weekends and public holidays). General information on
special consideration for postgraduate courses can be found in the Course Outline.
Please note:
• Applications of special consideration can only be made through Online Services in
myUNSW. Applications will not be accepted by teaching staff. The lecturer-in-
charge/course coordinator will be notified when you lodge an online application for
special consideration.
• Extensions are only granted in exceptional circumstances. You will be required to
substantiate your application with appropriate documentary evidence such as
medical certificates, accident reports etc.
• You should note that extensions are not usually granted for computer-related
problems or heavy workloads (at either your job or University).
13
• Students are expected to manage their time to meet deadlines and to request
extensions as early as possible before the deadline.
• Applying for special consideration does not automatically mean that you will be
granted an extension or other concession
8. PRESENTATION
You will be presenting to the executives of SME. The purpose is to convince them the
quality of your services to subsequently secure them as your client.
Time Limit:
Each presentation is to be no longer than 20 minutes. The time limit will be strictly enforced
and presentations will be stopped on once the time limit has been exceeded. Failure to
complete the presentation with the allotted time will impact on the marks the group receives
for the presentation.
Format of Presentation:
• All team members should present.
• You should prepare a slide presentation.
• During your Week 10 workshop session, each group will be invited to present their
work. Participants of online workshop should have their screen sharing and video
camera ready. Other group members, as audiences, have to mute their audio and
video.
• Slides are expected to be of a high quality and may include whatever elements you
deem appropriate.
Marking Guide:
Apart from overall quality of your group presentation, each member will also be marked
individually based on his/her performance.
Will there be Questions?
No – as we have multiple workshops presented at different sessions, there will be no Q&A
portion, to ensure fairness across the workshop streams. Feedback will be provided in your
result.
Attendance at the Presentations:
All workshop members are required to attend all presentations virtually. Standard course
policies on attendance apply.
9. TEAM FORMATION AND MANAGEMENT
Team Formation:
You are to form and manage teams of 4 (min) to 5 (max) members.
You can form a team only with students from the same workshop. For workshops which
have students who are residing in Australia now, these students are required to be allocated
into different groups to maximise each group’s knowledge capability for Australian
14
healthcare system (if there are more than 6 members residing in Australia, two members
can be allocated into one group). This rule is not applicable to workshops which have
everyone from overseas, in which case groups are formed by yourself and tutors.
There will be a fixed number of groups of 4 members and groups of 5 members depending
on the total headcount of each workshop.
When teams are formed, please submit your members information using the Team
formation document in your private workshop channel in MS Teams.
Please note that given that the number of 4/5-member teams are fixed, whether you end up
with 4 or 5 members will be on first-come-first-serve basis. Tutors reserve the right to
make changes to team membership so that the groups are kept within the ideal size.
Team formation must be done in week 5 workshop and finalised latest by the end of week 5
(17th Oct 2021).
You will get a Group ID from your tutor in this format:
--GPID
Where:
is BK, Diya, Rasheed, and Roxanne
is W11A etc.
e.g., Group ID = “BK-W11A-1”
Your submission file will be labelled “.pdf”. Failure to comply with this rule
will result in one mark deduction for your group assignment.
Peer Assessment:
• The mark awarded to the group report will be applied to all group members, but
individual marks may be moderated if the peer assessment and subsequent
investigation have identified an uneven contribution and effort across the group
members. Your mark can only be released when group contribution issue is resolved.
• Each group member must complete a peer assessment form. Peer assessment will be
submitted online, with further instruction provided by your tutor later. Students cannot
change their mind about their original assessment after the submission.
• This peer assessment is conducted on the basis of the contribution and effort each
group member has put into the whole group assignment process, not just the final
report writing.
• When uneven contribution is reported for group work, group members are approached
by tutor and LIC for further investigation. Sometimes you may be required to provide
evidence to support your assessment. Thus, in order to provide a fair assessment,
each group is encouraged to keep your weekly group meeting minutes. Each student
is encouraged to keep all documents you prepare for your group work. Communication
among group members about group assignment should also be kept.
• Thus, MS Teams private space should be used as your team project discussion space.
--GPID
Where:
is BK, Diya, Rasheed, and Roxanne
is W11A etc.
e.g., Group ID = “BK-W11A-1”
Your submission file will be labelled “.pdf”. Failure to comply with this rule
will result in one mark deduction for your group assignment.
Peer Assessment:
• The mark awarded to the group report will be applied to all group members, but
individual marks may be moderated if the peer assessment and subsequent
investigation have identified an uneven contribution and effort across the group
members. Your mark can only be released when group contribution issue is resolved.
• Each group member must complete a peer assessment form. Peer assessment will be
submitted online, with further instruction provided by your tutor later. Students cannot
change their mind about their original assessment after the submission.
• This peer assessment is conducted on the basis of the contribution and effort each
group member has put into the whole group assignment process, not just the final
report writing.
• When uneven contribution is reported for group work, group members are approached
by tutor and LIC for further investigation. Sometimes you may be required to provide
evidence to support your assessment. Thus, in order to provide a fair assessment,
each group is encouraged to keep your weekly group meeting minutes. Each student
is encouraged to keep all documents you prepare for your group work. Communication
among group members about group assignment should also be kept.
• Thus, MS Teams private space should be used as your team project discussion space.
学霸联盟
INFS5885
E-Business
Group Assignment Specification
T3 2021
UNSW Business School
School of Information Systems
and Technology Management
2
REQUEST FOR PROPOSAL
“SME+” & “SME DIRECT”
October 2021
1. PROJECT BACKGROUND
The Southern Medical Centre (SME) is a South Sydney-based premier general practice
established in 2005, providing comprehensive primary healthcare 1 for any presenting
condition, as well as to aid in detecting possible health risks for all their patients. SME has
a dedicated team (general practitioners, nurses, admin staff etc.) working together to offer
a wide range of high-quality general practice services for patients. GPs (general
practitioner) working at SME coordinate their patient’s care in the short and long term,
working with external specialists to help restore and maintain patients’ health. Each GP has
a list of recommended specialists in each specialty area, and GPs will provide a referral
letter for patient if a specialist needs to be visited.
As a mixed billing practice, SME offers bulk billing to all patients with a valid concession
card; otherwise, their out-of-pocket fees are $70.00 for short appointment and $120.00 for
a long appointment, with a Medicare rebate2 of $37.05 and $71.70, respectively. For
overseas visitors with health insurance, they must pay the full fee after every consultation,
and claim any rebates or benefits from their health insurance provider afterwards.
Apparently, SME services have very limited online presence, with only a website listing the
services they offer. They also do not use any social media tools for marketing purposes,
as they have never considered actively marketing its business.
THE LEGACY SYSTEM
While they have a legacy system in place, much of the record-keeping and reporting
essential to SME’s day-to-day operations remains manual. All bookings are still done via
telephone and manually encoded by administrative staff. Meanwhile, SME customers’
visiting history and medical conditions, also stored in its own legacy system, accessible
internally to all GPs and nurses. For the clinical staff, part of their responsibility is to enter
all examination results into the patient’s file after each visit.
This task becomes tedious in the case of patients requiring diagnostic and laboratory tests,
as SME currently does not have the full range of medical facilities. If any test (e.g., blood
test) or image (e.g., x-ray) is required to be taken to assist GPs to make an informed
decision, patients are given a referral letter, which they present to their external pathology
or a medical imaging service centre of choice. Based on their GP’s referral letter, the
1 Primary healthcare is the entry level to the health system and is usually a person’s first encounter with the health system. It
includes a broad range of activities and services that are delivered outside the hospital setting – from health promotion and
disease prevention, to treatment and management of acute and chronic conditions. For more information, check::
https://www.aihw.gov.au/reports-data/health-welfare-services/primary-health-care/overview and
https://www.aihw.gov.au/reports-data/health-welfare-services/primary-health-care/glossary
2 Medicare rebates are only available to Australian citizens and residents who have a valid Medicare card.
3
external service provider reports all examination results to SME, through the referring GP.
These results are sent back via local courier services.
Patients often have no direct and real-time access to these results. The practice of sending
results differs from provider to provider; some send a copy of the results to the patient,
while others do not. As such, in some instances, patients can only make their follow-up
appointment based on a rational guess (e.g., possibly 3 days, as it normally takes that long
until a test result becomes available). Collectively, there is no any integrated online system
to manage information exchange between the SME and other participants in the healthcare
ecosystem, including specialists, third-party service providers (e.g., pathology services,
medical imaging service centres), and even their patients.
Although businesses like SME can provide essential services for patients, they are far from
good enough to meet patients’ needs for timely, personalised, transparent, and effective
care. Given the rise of e-commerce and competition, patients have experienced seamless
customer experience offered by retailers through the right blend of digital convenience and
in-person service. In Australia, unfortunately, getting the same experience from a
healthcare provider is a stretch.
EVOLVING HEALTHCARE LANDSCAPE
The outbreak of COIVD-19 pandemic dramatically changed the landscape, demanding an
immediate widescale shift in how healthcare is provided. Technology-enabled virtual care3
system becomes an integral part of a sustainable healthcare system that delivers outcomes
that matter to patients. It is time for a digital transformation in Australian healthcare
systems. As part of Australia’s long-term health plan, NSW Health recently initiated a new
business strategy of integrated care, aiming to deliver integrated care strategies and plan
to enable transformation of the NSW healthcare systems. Integrated care4 involves the
provision of seamless, effective, and efficient care that reflects the whole of a person’s
health needs. To promote integrated healthcare systems state-wide, several government
grants became available. One initiative of this state-wide integrated care program is called
“Specialist Outreach to Primary Care”, aiming to build the capability of GPs to provide
patients with specialist assessment and care in the community. GPs are linked with medical
specialists to enhance their ability to assess and manage a variety of conditions such as
early onset dementia, heart disease and diabetes to meet the needs of their patients and
the community.
THE INTEGRATED CARE MODEL
In the context of these challenges and changes in the environment, the SME executive
team sees the opportunity to transform SME’s business. To support this initiative, they have
3 Virtual care is any interaction between patients and/or members of their care team occurring remotely, using technology with the
aim of facilitating or maximising the quality and effectiveness of patient care. For more information, check:
https://aci.health.nsw.gov.au/__data/assets/pdf_file/0004/651208/virtual-care-in-practice.pdf
4 For more information, check: https://www.health.nsw.gov.au/integratedcare/Pages/what-is-integrated-care.aspx
4
decided to apply for the available government grant to develop SME’s integrated care
system. The SME management team are also on board and keen to leverage the
opportunity to incorporate “virtual care systems” into SME’s current business model, with
the aim of providing a seamless patient experience.
The purpose of this initiative is three-pronged: first, to integrate its services with all other
external business partners, such as specialists, pathology services, and medical imaging
service centres, in order to improve efficiency and effectiveness; second, to expand their
value beyond existing services, specifically, by providing virtual healthcare services; and,
third, to adopt emerging technologies, such as artificial intelligence (AI) and business
analytics to automate select interactions and services.
The executive and management teams summarise their vision as “SME+” – a new,
transformed medical centre that incorporates and combines both the values of SME’s
physical resources and the advantages of digital technologies and digitally-enabled
products and services. For the SME+ project, SME management team has decided to adopt
the re-seller model. SME aims to become the pioneer of integrated healthcare systems
statewide. Thus, overarching objective of SME+ is to improve value for patients, where
value is defined as the health outcomes that matter to patients relative to the cost of
achieving those outcomes5.
The SME management team has determined that its current setup and limited online
presence are not effective in fulfilling customer needs. They believe that by using current
web technologies and referencing the best practices in e-health worldwide, they can provide
the patients and potential patients with a more seamless customer experience, just as
retailers offer to their consumers.
To prepare this project proposal, SME has engaged the consulting company you work for to
conduct a number of activities required to complete the SME+ project proposal. You and your
team have been assigned to prepare a business proposal for the SME executive team.
2. PROJECT REQUIREMENTS
The scope of work includes research, design, strategy formulation activities for SME+. Your
team is responsible for: 1) conducting a thorough market research to determine patient’s
(customer’s) needs whenever they avail healthcare services in Australia; 2) creating a
proposal, that outlines innovative ideas and recommendations focused on leveraging digital
and emerging technologies to enhance SME’s current service offerings; and, 3) formulating
an expansion strategy for SME+. The overarching objectives are enhancing the patient’s
healthcare experience and fulfilling patient’s needs.
5 Porter, M. and Teisberg, E., “Principles of value-based competition”, Chapter 4 from Redefining Healthcare- Creating Value-Based
Competition on Results, Harvard Business School Press, Boston, Massachusetts, 2006
5
SME’s management team expects the following key activities and success criteria to be
completed with the agreed timeline6 and format7:
1. Needs Analysis and Ideation
1.1. Conduct independent research and analysis to identify how Australia and the rest
of the leading healthcare industry players have incorporated information
technologies to provide a seamless healthcare service to meet patients’ needs.
Your analysis should include technology-enabled mechanisms adopted by these
players to cope with the COVID-19 crisis to continue their services to patients.
[max. 1 page]
1.2. Based on above analysis, identify 6 to 8 specific digital-enabled
products/services (i.e., features) which could help SME gain competitive
advantage and create value for patients (e.g., telemedicine services, etc.). You
should also consider how SME can provide differentiate products/services
leveraged by emerging information technologies, such as artificial intelligence
(AI). It is important that these features should not only resolve patients’ pain
points in the context of the current Australian healthcare system, but also meet
SME’s goals and give them significant advantage to win this grant application.
As such, you are required to provide a clear justification for each proposed
feature. [max. 1 page]
1.3. Identify customer (patient) needs for SME+ through Hierarchical Value Map
(HVM) format (i.e., integrated healthcare services including physical and
telemedicine options). [no page limit for this section, but be mindful and comply
with the page limit for the whole report]
Specific requirement for this section:
Using MEC and laddering interview/analysis techniques you have learned from
the course, interview four (4) people to understand and identify their needs for
integrated healthcare services. The interviewees should be people who have
experience with the Australian healthcare system; and therefore, know its current
procedures and pitfalls. If you have not visited Australia yet, you are encouraged
to interview your peers who are currently studying or have studied in Australia.
The 6 to 8 features you have identified in 1.2 above are the attributes you should
use to start your laddering interviews. To ensure the rigor of your work, here are
minimum activities and requirements to be completed for this section:
a) You are required to provide interviewees’ demographic information (e.g., age,
gender, education, residence, how long they have lived in Australia, etc.)
6 Refer to Section 5 Timeline of this document for Timeline
7 Refer to Section 4 of this document for Submission Requirements
6
b) Conduct the ladder interview with each interviewee in order to generate
ladders. In this step, you should (i) first ask your interviewee to rank the 6 to 8
features you have identified in 1.2, considering how each feature is likely to
fulfil his/her personal needs (most to least); (ii) use the top 5 features based
on the interviewee’s ranking, starting from the highest ranked (Rank 1) to the
lowest (Rank 5) for the ladder interview. In total, you should have 5 ladders
generated from each interviewee.
c) You repeat step (b) above for all your interviewees. Step (b) and (c) together
are used to identify all key benefits and values to be fulfilled, based on the top
5 proposed features.
d) Combine all interview data to generate your overall hierarchical value map
(HVM). Your resulting analysis should determine the key customers’ needs to
be fulfilled through SME+.
1.4. Based on your preliminary research and analysis in Sections 1.1 to 1.3, specify
SME+ value propositions, which should be proposed based on the Theory of
Jobs to be Done. [max. ½ page]
2. Digital Presence Design
2.1. Establish your website/app design framework or criteria that guide your
website/app design for SME+ project (at least 3 criteria if no framework used to
guide your web design). [max. 1/2 page]
You can make use of a suitable framework learned in the course (e.g., loyalty
framework) or otherwise. However, the choice of design framework/criteria
should help you realise the customers’ needs you have identified in the Needs
Analysis and Ideation section.
2.2. Based on your proposed SME+ develop a website and/or app prototype. [there
is no page limit for this section, however you need to comply with overall page
limit rule]
To ensure the quality of your work, here are minimum activities and requirements
to be completed for this section:
a) Use available software such as Wix.com or Shopify to build your prototype
b) Explain the rationale of your prototype design based on the design/framework
identified in 2.1
c) Align your design with the value proposition(s) identified in 1.4. Focus on
implementing your proposed SME+, as described in the Needs Analysis and
Ideation section.
7
d) The site does not have to be fully functional but should convey the key ideas
of your proposed initiative.
3. New Business Model
With infection risks abound under the COVID-19 paradigm, people are increasingly
anxious about going to hospitals, consulting in-person, or even visiting their local
pharmacy. Much like with grocery shopping, consumers are choosing to go online where
they can. Feeding these demands are digital platforms, which primarily facilitate the
interactions between patients and healthcare providers (e.g., GPs or specialists). These
interactions range from booking appointments to doing virtual consultations, etc.
It is predicted that by 2025, such service-focused platforms are expected to take center
stage in the healthcare sector. Other healthcare platforms are also emerging in a more
customer-focused manner, offering innovative healthcare services through their
platforms. As one Senior Partner at Rolan Berger8 Germany forecasts: “Healthcare
platforms are set to become part of the next normal, acting as both gatekeeper and driver
of future health markets”.
Although most successful digital platforms are often operated by technology companies
(e.g., Uber in the transportation industry; Airbnb in hospitality industry), there are
successful stories of digital transformation from pipeline to platform operations, such as
Flipkart.
SME’s senior management team takes cues from businesses like Flipkart, and more
recently Mfine, a widely used healthcare platform in India. They view SME+ as only the
starting point towards a new, integrated business model that captures a larger customer
base. Limited by geography, SME currently offers healthcare services only to locals who
live within a convenient range. Compelled by Mfine’s success in India, in the near future,
SME’s management plans to design and build their own healthcare platform: “SME
Direct”.
Given your team’s expertise in digital platforms, SME would like you to conduct an
extended analysis for “SME Direct”, its healthcare platform venture. Consider the
following assumptions in your analysis:
• The SME+ project will be successful.
• SME has established the key relationships and partners required to develop and
implement a digital platform (SME Direct) at this level and scale, including the financial
and political support from government.
• The macro-environment will allow “SME Direct” to thrive. This implies:
o The legal and regulatory frameworks required for a national-level digital
healthcare implementation is in place, including mechanisms for digital
8 Neumann et al. 2020, Digital Platforms Are Transforming Healthcare – It’s Time to Prepare Your Platform Play, Future of Health –
The Rise of Healthcare Platforms, Roland Berger.
8
healthcare financing (including Medicare subsidies), data privacy and security,
among others.
o The physical infrastructure is available and accessible to majority of
stakeholders, including clinicians, patients, etc. (e.g., telecommunications
networks, 24/7 electricity, majority has access to reliable internet, etc.)
Further, you have the option to make any necessary assumptions – in addition to those
already listed – in order to facilitate your analysis and provide context to your
recommendations. Include any relevant assumptions and/or justifications as an appendix
to your report.
For this section, you are required to address the following:
3.1. Describe the design and implementation strategy for SME Direct. [max. 1.5 pages]
a) Based on your knowledge about the healthcare platform users and the healthcare
industry analysis, design the digital platform model for “SME Direct”. You are
required to describe the core interaction(s) and network effect(s) that can occur on
the “SME Direct”. You may present your answer in a diagram.
b) According to your core interaction(s) described in 3.1 (a), identify 2 key challenges
of launching “SME Direct” and provide 1-2 strategies for SME management to
address these two challenges.
3.2. Outline the activities required to transform from a traditional health service provider
to a healthcare platform. As SME used to be a traditional health service provider –
also considered as a pipeline business – you are required to provide
recommendations on how the SME management should shift their mindsets from
operating SME+, a reseller model, to SME Direct, a digital platform model. [max. 1
page]
a) In your analysis, explain the differences between the pipeline and digital platform
businesses in the context of SME as a healthcare service provider. You may present
your answer in a table format for the comparison purpose.
b) Outline two recommendations for SME management, focusing on how they should
adapt their mindsets from running a pipeline business toward the digital platform-
based business.
3.3. Based on the core interactions described in the design of “SME Direct”, develop one
revenue model for your platform. Note the following minimum requirements for this
question: [max. 1 page]
a) Your revenue model should include but not limited to i) your pricing strategy and
ii) sources of income.
9
b) You are required to justify the feasibility of your revenue model by referring to the
information and findings from the previous sections of this proposal.
3. TEAM MANAGEMENT AND WEEKLY MEETING MINUTES
You are required to hold all your group meetings at your group private channel via MS
Teams—Create one to include you team members and your tutor. All groups are required to
keep each meeting minutes, including at least (but not limited to) each meeting’s agenda and
task allocation. You can find a meeting minute template from MS Teams Assignment folder.
These minutes will also be used when a dispute regarding the allocation of work or the
behaviour of group members arises. A confidential self and peer assessment will be available
for you to complete at the end of this assessment.
You are required to upload your weekly meeting minutes (at least one meeting per week) into
your group Microsoft Teams private channel (please having a separate folder under your own
private channel Files tab) before your weekly workshop from week 7 to week 9. Your tutor will
check your group meeting minutes each week. Up to one course mark penalty per week will
apply to any group who fails to provide weekly meeting minutes on time or incomplete minutes
to be provided for each meeting.
4. REFERENCING
It is expected that your report will make use of at least 10 industry/practitioner articles (such
as industry analysis, white papers, news, etc.) and peer-reviewed journal/conference articles.
New/recent sources (2015-2021) are preferred for their relevance.
Your references and in text citations must be formatted as per the Harvard Method as this is
UNSW Business School standard. For information on how to acknowledge your sources and
reference correctly, please refer to: https://student.unsw.edu.au/referencing
10
5. EVALUATION CRITERIA
SME will evaluate all proposals based on the following criteria. To ensure consideration
for this Request for Proposal, your proposal should be complete and include all of the
following criteria:
Assignment Report (Proposal) 80
1: Needs analysis and Ideation
1.1 Industry analysis
1.2 Digital-enabled products/services
1.3 Identifying customer needs and features
1.4 SME+ Value Propositions
30
7
5
12
6
2: Digital presence design
2.1 Design framework
2.2 Prototype
20
5
15
3. New Business Model
3.1 a) Design of “SME Direct” digital platform
3.1 b) 2 Launching challenges and strategies
3.2 a) Difference(s) between pipeline to digital platform operation
3.2 b) Suggestion(s) on shifting from reseller to digital platform model
3.3 a) Revenue model design
3.3 b) Revenue model justification and feasibility analysis
25
4
6
3
4
3
5
Quality of the report (appendix, grammar, spelling, layout, formatting etc.) 5
Team Weekly Meeting Minutes Up to 3-mark deduction
Report File Name Format (refer to section 9 below) Up to 1 mark deduction
Team Presentation (may be moderated based on individual
performance) 20
Quality of the presentation - Content 10
Quality of the presentation - Delivery 5
Cohesiveness and evidence of teamwork 5
6. SUBMISSION REQUIREMENT
The proposal should be in a professional, ‘business proposal’ style (includes academic
references where appropriate). Feel free to make use of tables, figures, and diagrams as
you see fit.
Word Limit
• The maximum word length of the report is 11-pages.
11
• Use tables if necessary, to save space.
• Table of Contents, Executive Summary, References and Additional Assumptions
are excluded from the page limit count.
• Material presented in excess of 11 pages will not be taken into account when
evaluating the proposal.
• Provide the screen shots of the prototypes in the Appendix (max of 5 pages), and
a URL link if the prototype is working.
Report Formatting
• The proposal should be in ‘business report’ style (but includes academic
references where appropriate).
• 11-point font, Arial
• Single spacing
• Normal Margin
• Include page numbers
Lodgment
• Upload your proposal (your group assignment report) via course Moodle
• You can only upload ONE document. If you have multiple documents, you will
need to combine them into one document.
• Name your file using GroupID (refer to Team formation and management section
below).
• Only ONE submission from each group is required.
• You are not required to submit a hardcopy.
• You are advised to keep a copy of your submission.
The document you upload should include:
• A suitable frontpage that will impress the company (maybe your company name
and logo).
• The second page of the assignment must include the assignment declaration
document (coversheet) as provided on the course website – which must be
signed by all group members.
• An Executive Summary is required.
• The report (which also include the references used to prepare the report, and
appendices)
• An appendix of max 5 pages providing the screen shots of the prototypes
• The link to website/app prototype (optional if the team uses purely visual tools to
draw the prototype)
Originality Checks
• The originality of the submission will be checked using Turnitin. Please check the
originality report generated by Turnitin during the submission process.
12
7. TIMELINE
Please refer to the table for key dates. All proposals in response to this RFP are due no
later than the date specified. The bidders are invited to a presentation (see Section 8).
Due Date Item Weighting Mode of Submission
Week 10,
9am 15th
November 2021
Assignment
Report
(Proposal)
80% of the marks To be submitted via course
Moodle Turnitin
10 minutes before
your Week 10
workshop/tutorial Team Presentation
Slides
20% of the marks To be submitted via course
MS Teams Private
Workshop Channel
designated folder. You are
not allowed to open other
groups’ slides.
5pm 22nd
November 2021
Peer
Assessment
NA.
Note: Team project
result will only be
released after all
members
submitted the peer
assessment.
Evidence is
required if unequal
contribution is
given.
To be submitted via course
Moodle Review Link
LATE SUBMISSIONS AND PENALTIES
Late assignments without approved extensions will attract a penalty of 10% of the awarded
marks per day of lateness (including weekends and public holidays). General information on
special consideration for postgraduate courses can be found in the Course Outline.
Please note:
• Applications of special consideration can only be made through Online Services in
myUNSW. Applications will not be accepted by teaching staff. The lecturer-in-
charge/course coordinator will be notified when you lodge an online application for
special consideration.
• Extensions are only granted in exceptional circumstances. You will be required to
substantiate your application with appropriate documentary evidence such as
medical certificates, accident reports etc.
• You should note that extensions are not usually granted for computer-related
problems or heavy workloads (at either your job or University).
13
• Students are expected to manage their time to meet deadlines and to request
extensions as early as possible before the deadline.
• Applying for special consideration does not automatically mean that you will be
granted an extension or other concession
8. PRESENTATION
You will be presenting to the executives of SME. The purpose is to convince them the
quality of your services to subsequently secure them as your client.
Time Limit:
Each presentation is to be no longer than 20 minutes. The time limit will be strictly enforced
and presentations will be stopped on once the time limit has been exceeded. Failure to
complete the presentation with the allotted time will impact on the marks the group receives
for the presentation.
Format of Presentation:
• All team members should present.
• You should prepare a slide presentation.
• During your Week 10 workshop session, each group will be invited to present their
work. Participants of online workshop should have their screen sharing and video
camera ready. Other group members, as audiences, have to mute their audio and
video.
• Slides are expected to be of a high quality and may include whatever elements you
deem appropriate.
Marking Guide:
Apart from overall quality of your group presentation, each member will also be marked
individually based on his/her performance.
Will there be Questions?
No – as we have multiple workshops presented at different sessions, there will be no Q&A
portion, to ensure fairness across the workshop streams. Feedback will be provided in your
result.
Attendance at the Presentations:
All workshop members are required to attend all presentations virtually. Standard course
policies on attendance apply.
9. TEAM FORMATION AND MANAGEMENT
Team Formation:
You are to form and manage teams of 4 (min) to 5 (max) members.
You can form a team only with students from the same workshop. For workshops which
have students who are residing in Australia now, these students are required to be allocated
into different groups to maximise each group’s knowledge capability for Australian
14
healthcare system (if there are more than 6 members residing in Australia, two members
can be allocated into one group). This rule is not applicable to workshops which have
everyone from overseas, in which case groups are formed by yourself and tutors.
There will be a fixed number of groups of 4 members and groups of 5 members depending
on the total headcount of each workshop.
When teams are formed, please submit your members information using the Team
formation document in your private workshop channel in MS Teams.
Please note that given that the number of 4/5-member teams are fixed, whether you end up
with 4 or 5 members will be on first-come-first-serve basis. Tutors reserve the right to
make changes to team membership so that the groups are kept within the ideal size.
Team formation must be done in week 5 workshop and finalised latest by the end of week 5
(17th Oct 2021).
You will get a Group ID from your tutor in this format:
Where:
e.g., Group ID = “BK-W11A-1”
Your submission file will be labelled “
will result in one mark deduction for your group assignment.
Peer Assessment:
• The mark awarded to the group report will be applied to all group members, but
individual marks may be moderated if the peer assessment and subsequent
investigation have identified an uneven contribution and effort across the group
members. Your mark can only be released when group contribution issue is resolved.
• Each group member must complete a peer assessment form. Peer assessment will be
submitted online, with further instruction provided by your tutor later. Students cannot
change their mind about their original assessment after the submission.
• This peer assessment is conducted on the basis of the contribution and effort each
group member has put into the whole group assignment process, not just the final
report writing.
• When uneven contribution is reported for group work, group members are approached
by tutor and LIC for further investigation. Sometimes you may be required to provide
evidence to support your assessment. Thus, in order to provide a fair assessment,
each group is encouraged to keep your weekly group meeting minutes. Each student
is encouraged to keep all documents you prepare for your group work. Communication
among group members about group assignment should also be kept.
• Thus, MS Teams private space should be used as your team project discussion space.
Where:
e.g., Group ID = “BK-W11A-1”
Your submission file will be labelled “
will result in one mark deduction for your group assignment.
Peer Assessment:
• The mark awarded to the group report will be applied to all group members, but
individual marks may be moderated if the peer assessment and subsequent
investigation have identified an uneven contribution and effort across the group
members. Your mark can only be released when group contribution issue is resolved.
• Each group member must complete a peer assessment form. Peer assessment will be
submitted online, with further instruction provided by your tutor later. Students cannot
change their mind about their original assessment after the submission.
• This peer assessment is conducted on the basis of the contribution and effort each
group member has put into the whole group assignment process, not just the final
report writing.
• When uneven contribution is reported for group work, group members are approached
by tutor and LIC for further investigation. Sometimes you may be required to provide
evidence to support your assessment. Thus, in order to provide a fair assessment,
each group is encouraged to keep your weekly group meeting minutes. Each student
is encouraged to keep all documents you prepare for your group work. Communication
among group members about group assignment should also be kept.
• Thus, MS Teams private space should be used as your team project discussion space.
学霸联盟
