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BISM1201-无代写
时间：2023-04-17
BISM1201
Transforming Business with Information Systems
Assignment
Semester 1, 2023
Course Coordinator: Keith Harbottle
2 | P a g e
Assignment Specification Semester 1, 2023
There are two parts to this assessment.
Part A consists of three information systems questions (35 marks)
Part B consists of Excel questions to be answered in an Excel worksheet (15 marks)
Worth: 50% of total assessment
Individual Completion: This assignment is to be completed individually by each student. Students
are encouraged to discuss issues that arise in this course together, however, the written work you
submit must be entirely your own. Similarly, you must not help another student to cheat by sharing
assignments (present or past).
Due Dates: The assignment is due by Tuesday 9th May 2023 at 3PM (Brisbane time). Submissions
after this date and time will be considered "Late" and relevant penalties will apply.
Submission
Part A and Part B must be submitted directly to the assessment section on Blackboard using the link
Assignment submission link (PART A and PART B) (see the assessment folder).
• Submit Part A as a PDF file via the submission link.
• Submit a copy of Part A on Turnitin – use the link Turnitin submission for Assignment PART
A. You must ensure that the Part A that you submit to Turnitin matches Part A submitted via
the submission link. We will not mark Part A submissions if there is no matching file on
Turnitin.
• Submit Part B as an Excel workbook file “BISM1201 Assignment Part B Excel S1 2023.xlsx”
(this file is available on course Blackboard site. Your answers should be entered into the
relevant cells of the Excel file, as per the assignment brief.
Your two submission files MUST be named (ALL CHARACTERS IN UPPERCASE) in the following
format: Tutorial number (comprising T followed by the full digit tutorial number i.e., T10, T02). This
tutorial number must then be followed by an underscore character, your full name and Student_ID
e.g., "T10_TIMSMITH_45894125”. (Student tutorial number can be found on Blackboard under Class
Timetable & links)
NOTE: You are allowed multiple attempts to submit (we only mark the last submission). However,
each time you submit using the submission link you should submit both files (PDF and Excel file),
because Blackboard treats each submission as new.
No hardcopy or email submission is required or accepted.
For information on how to submit Part A and Part B on Blackboard via the assignment submission
link, please visit: https://web.library.uq.edu.au/library-services/it/learnuq-blackboard-help/learnuq-
assessment/blackboard-assignments/assignment-submission-instructions
For information on how to submit Part A to Turnitin, please visit:
https://web.library.uq.edu.au/library-services/it/learnuq-blackboard-help/learnuq-
assessment/turnitin-assignments
3 | P a g e
Document Layout Instructions
• For Part A, you must follow the word length requirements (+/-10%).
• Your assignment must be presented using the sections as sub-headings (note: each section does
not need to start on a new page).
• Be sure to use double-spacing, 12-point font, page numbering and 2.5cm margins on all sides of
the page.
• Please proofread your assignment for spelling and grammatical errors.
Referencing and Citing
Part A questions require you to do basic analysis of the cases. You must base your answers and
terminology on the material covered in our weeks of information systems theory.
If you wish to report another author's point of view you should do so in your own words, and
properly reference in accordance with an approved referencing style. Direct quotations should be
used sparingly, form a small part of your work, and must be placed in quotation marks and
referenced.
Part A Question 1 requires you to give a real-world example. Examples are to be sourced from The
UQ Library or Google Scholar – blog posts and marketing material are not considered quality
academic sources. The real-world examples must be referenced using in-text refencing and included
in the reference list at the end of the assignment. For example, “Nike uses a product differentiation
information system strategy because it allows customers to use its online platform to customise its
sneakers. This means that Nike can use information systems to offer a different value proposition
than its competitors (Smith & Chang, 2010)”.
For more information on referencing styles, visit the library or see:
https://web.library.uq.edu.au/research-tools-techniques/referencing/referencing-style-guides. Use
the UQ Harvard style.
UQ value academic integrity, referencing others work is a key part of this. Please see this link for
more information on academic integrity: https://my.uq.edu.au/information-and-services/manage-
my-program/student-integrity-and-conduct/academic-integrity-and-student-conduct
4 | P a g e
PART A: Information
Systems Theory
35 marks
5 | P a g e
Question 1. IS strategy and Enterprise Resource Planning (10
marks)
Two restaurant chains – ‘Lord of the Fries’ and ‘Pie In The Sky’ – are both operating in the same
market and trying to gain a competitive advantage. ‘Lord of the Fries’ focuses on cost leadership,
aiming to offer lower prices than its competitors. On the other hand, ‘Pie In The Sky’ differentiates
itself from its competitors by offering superior products. Both companies are entering an expansion
phase and need a system to manage data across their whole operation.
An Enterprise Resource Planning (ERP) is a software system that integrates various business
processes, such as accounting, inventory management, human resources, and customer relationship
management, into a single, unified system. It provides real-time visibility into business operations
and helps streamline processes for increased efficiency and productivity. Specific components in an
ERP can aid towards different competitive advantages by reducing costs, meeting strategic business
objectives, and improving operational efficiency. An effective ERP can help businesses to optimize
their supply chain, improve customer satisfaction, and enhance employee productivity.
To achieve their respective goals, both restaurant chains realize they need an ERP system that can
help them streamline their operations and make data-driven decisions.
Business Brief - Lord of the Fries
This low-cost food chain is focused on providing quick and affordable meals to customers on-the-go.
Their menu consists of classic fast-food items such as burgers, fries, and chicken sandwiches, but
also includes healthier options like salads and wraps. With a streamlined ordering process and
efficient kitchen operations, they can keep prices low while maintaining quality and speed. Each
restaurant only keeps on hand the ingredients needed for the day, ensuring meal orders are made
fresh, and inventory levels are kept low. Stock agreements are kept with local suppliers – delivering
ingredients directly to individual stores. With multiple locations, Lord of the Fries aims to continue
expanding and providing delicious meals at an affordable price point.
Business Brief - Pie In the Sky
This food chain is committed to offering superior quality products to its customers. They prioritize
sourcing ingredients from the best suppliers, ensuring each dish is made with highest-quality
ingredients. Their menu features a variety of options to cater to different dietary preferences and
restrictions, such as vegetarian and gluten-free options. There is a particular emphasis on
understanding their customers special needs and preferences. The chain also invests in its
employees by providing training and opportunities for growth, which results in excellent customer
service. The chain also prioritizes eco-friendly practices such as minimizing food waste and using
recyclable packaging. With a strong focus on quality and sustainability, Pie In The Sky aims to
continue providing exceptional products and service to its customers.
6 | P a g e
Q1.1: Detail what is involved in the two IS Competitive Advantage strategies for each restaurant
chain? What are the key factors that characterise each strategy? (4 Marks)
Q1.2: (a) Describe the role of an ERP system and its impact upon the different strategies? (b) Detail
two components of ERP that support each strategy and a description of their purpose. (6 Marks)
Provide a real-world example1 (with proper referencing) for each information systems strategy you
identified to show how it is applicable to the case. (i.e., one real-world example/reference per
strategy)
(700 words total) (10 marks).
KEY ISSUES AND LEVELS OF ACHIEVEMENT
Question
addressed
comprehensively
and correctly.
100% – 85%
Question mainly
addressed, small
omissions/errors
in the analysis.
84% – 75%
Question
addressed, some
omissions/errors
in the analysis.
74% - 65%
Question partly
addressed,
significant
omissions/errors
across the
analysis.
64% – 50%
Question not
addressed/major
omissions or
errors across the
analysis.
49% - 0%
Q1.1 The two Competitive
Advantages correctly
identified, and their
distinctive
characteristics are well
defined. Two Real-
world references cited.
Two Competitive
Advantages correctly
identified. Distinctions
not clearly defined.
Real-world references
cited.
Two Competitive
Advantages correctly
identified. Distinctions
not clearly defined.
Only one reference
cited.
One Competitive
Advantages mis-
identified. Distinctions
not clearly defined.
No references.
Competitive
Advantages mis-
identified.
Distinctions not
clearly defined. Use
of generative AI text
in the answer. No
references.
Q1.2 ERP’s impact on the
Competitive
Advantages clearly
defined. Each
Competitive
Advantage has two
distinct components of
ERP explained, and
details of how they
support the
Competitive
Advantage.
ERP’s impact on the
Competitive
Advantages clearly
defined. Missing 1
distinct components of
ERP or its explanation.
Details of how they
support the
Competitive
Advantage.
ERP’s impact on the
Competitive
Advantages clearly
defined. Missing 1
distinct components of
ERP or its explanation.
Details of how they
support the
Competitive
Advantage not clear.
ERP impact
superficially explained.
Missing components of
ERP or its explanation.
Details of how they
support the
Competitive
Advantage not clear or
vague.
ERP impact
superficially
explained. Distinct
ERP components not
identified. Details of
how the ERP not
explained in how
they support the
Competitive
Advantages. Use of
generative AI text in
the answer.
1 You should reference your examples. Examples should not be from the course textbook (or seminar/tutorial
material). The examples can come from any context, that is they do not have to be about food.
7 | P a g e
Question 2. Entity Relationship Diagram (ERD) (10 marks)
Both restaurant chains – ‘Lord of the Fries’ and ‘Pie In The Sky’ – require an application to manage
food wastage. The Application Architect has analysed both sets of requirements and found a
common application will work for both companies. You have been commissioned to draw the Entity
Relationship Diagram (ERD) for the application.
The Architect as analysed the requirements and rationalised the entities for the core data of the
application. The core data will store Recipes, Shopping Lists, and record what Food a restaurant
currently has on hand in the Refrigerator, Freezer and Pantry. The companies have multiple places
they shop for food, so separate Shopping Lists need to be catered for. The application will then work
with this data to help manage the food wastage in the restaurants.
Architect Notes:
The central Entity is Food. It requires a Primary Key – FoodID – that will be used in the relationships
to the other Entities. The Food Entity requires an Attribute for the Name as well as ContainsGulten,
ContainsDairy and ContainsNuts to record possible allergies.
The second Entity is Recipe. It requires a Primary Key – RecipeID – for use in the relationships to
other Entities. A Recipe has Attributes for Name, Description, CookingDuration and ServingSize. A
Recipe can have Many steps to describe how to prepare a meal, so an Entity RecipeMethod is
required. RecipeMethod has a composite Primary Key, the RecipeID for which the method belongs
AND a RecipeMethodID. The RecipeMethod also requires an Attribute for Method. Each Recipe has
at least one Method.
There is a Many-to-Many relationship between the Food and Recipe Entitles. Resolve this with an
Entity called RecipeIngredient. The RecipeIngredient needs to also record Quantity and the Units of
the Food used in the Recipe. (For example, 3 Cups of Flour). Each Recipe has at least one Ingredient,
but not every Food is in a Recipe – some Food is sold as-is (ie soft drink).
Instead of making separate entities for Refrigerator, Freezer and Pantry, a single entity Storage will
be used. It requires a Primary Key – StorageID – and an attribute for Name (e.g. Refrigerator,
Freezer, Pantry). There is a Many-to-Many relationship between Food and Storage. Resolve this with
StorageItem and appropriate composite Primary and Foreign Keys. Attributes for Quantity, Units
and ExpiryDate are required. Each Storage has at least one Item.
Instead of making separate lists for different shopping locations, a single entity ShoppingList with a
Primary Key and Description attribute is required. The Many-to-Many relationship with the Food
Entity needs to be resolved with ShoppingListItem and appropriate Primary and Foreign Keys.
Attributes for Quantity, Units and IsPurchased are required. A ShoppingList starts empty.
8 | P a g e
Q2.1: Draw the Entity Relationship Diagram based on the requirements above. Generate the ERD
diagram with whatever method you are most comfortable with – Pen and Paper is an acceptable
option. Submit a signed and dated version of your diagram. The Data types for the attributes is NOT
REQUIRED.
Make sure your diagram has a good, clean layout and clearly indicates the Primary and Foreign Keys
in the entities. Consider well the relationships between the entities and draw the appropriate Crows
Foot notation required. Make sure you note the other Attributes for the Entities in your diagram (ie
RecipeMethod entity has a Method attribute) (10 marks).
KEY ISSUES AND LEVELS OF ACHIEVEMENT
ERD drawn
comprehensively
and correctly.
100 – 85%
Missing some
Attributes, but
otherwise all
Entities and Keys
detailed
84% – 75%
Attributes and
Crows foot
notation in error
or missing.
Entities and Keys
are correct.
74% - 65%
Entity(ies) missing,
Keys incorrect or
missing, Crows
foot notation in
error. Attributes
missing.
64% – 50%
Question not
addressed/major
omissions or
errors across the
ERD.
49% - 0%
Q2.1 All Entities correctly
identified. All Primary
and Foreign Keys
identified. All Crows
Foot Notation correctly
drawn. All Attributes
correctly identified
All Entities correctly
identified. All Primary
and Foreign Keys
identified. All Crows
Foot Notation correctly
drawn. Some
Attributes missing.
All Entities correctly
identified. All Primary
and Foreign Keys
identified. Some Crows
Foot Notation
incorrectly drawn.
Some Attributes
missing.
Entities incorrectly
identified. Most
Primary and Foreign
Keys identified. Some
Crows Foot Notation
incorrectly drawn.
Some Attributes
missing.
Some Entities
missing. Primary and
Foreign Keys missing.
Crows Foot Natation
missing or incorrect.
Attributes missing
9 | P a g e
Question 3. Information systems development (15 marks)
In February 2005, the Surrey Integrated Reporting Enterprise Network (SIREN) ICT Project was
commissioned for emergency services in the UK, then just four years later it was discontinued. In this
time just under £15m had been spent on training, hardware and software, staff costs and
consultancy, and yet very little is reported to be left to show for all this investment. The project was
intended to create a centralized system that would enable different emergency services to share
information seamlessly during a crisis, thereby improving the response time and efficiency of
emergency services.
The project management was by the Surrey Police Force (the Force) and chosen supplier, Memex
Technology Ltd (Memex), and involved a large team of experts from different fields, including
government officials, emergency services personnel, and IT specialists. The project was divided into
several phases, each of which had specific deliverables and timelines. The project management team
was responsible for ensuring that the project was delivered on time, within budget, and to the
required quality standards.
Due to the complex nature of the requirements an Agile Project methodology was adopted at the
project outset, even though the Force had little experience with the method. This contributed to the
scope being poorly controlled for a significant period of the project, delays, and shortfalls in funding
(resulting from missing scope or skill shortages) were identified late in the process.
A fundamental factor in the project's failure was the lack of acceptance of delivered modules from
very early in the project. Despite this, subsequent modules continued to be delivered. Neither
Memex nor the Force sought to resolve this issue at an early stage. This meant the project
accumulated excessive risk and became out of control. This was compounded by the lack of control
of scope, which allowed the project to move forward on very unsound foundations and extended
significantly the original timelines. When the Force eventually moved to the 'Waterfall' methodology
(a more traditional approach to delivering projects of this nature) late in the process, it became
apparent that there was still a substantial amount of work required to integrate each of the modules
and that much of the work carried out prior to this point was of limited or no use without
integration.
There were several reasons for the project's failure, including:
• Poor planning: The project management team failed to adequately plan and identify the risks
associated with the project. As a result, the project was beset with problems and delays from
the outset.
• Inadequate communication: Communication between the different stakeholders involved in the
project was poor. This led to misunderstandings, delays, and conflicts, which ultimately
contributed to the project's failure.
• Technical difficulties: The development of an integrated ICT system for use by emergency
services is a complex and challenging task. The project team encountered several technical
difficulties, including problems with data integration, interoperability, and cybersecurity.
• Changing requirements: The project's requirements changed frequently, making it difficult for
the project team to keep up with the changes and deliver a cohesive and integrated system.
10 | P a g e
Overall, the failure of the SIREN ICT project highlights the importance of effective project
management, risk management, and communication in large-scale, complex projects. It also
underscores the need for a clear understanding of the project's objectives, requirements, and
stakeholders, as well as the technical expertise required to deliver the project successfully.
The text is adapted from “Termination of the SIREN ICT project” by Grant Thornton, Public Interest
Report, 19th June 2014 (available from: https://www.surrey-pcc.gov.uk/wp-
content/uploads/2014/06/SIREN-PUBLIC-INTEREST-REPORT.pdf)
Q3.1: Detail two Agile ceremonies that appear were mis-managed throughout the first part of the
SIREN ICT project? (Refer to the SCRUM ceremonies covered in the seminar material). Concisely
explain each of these ceremonies – when do they occur, who and what is involved, why are they
important. Please ensure you discuss only two ceremonies. (4 Marks)
Q3.2: Explain how two characteristics of the Agile Methodology contributed to the SIREN ICT project
failure. Compare with two aspects of Waterfall Methodology that prevent such issues arising. Explain
concisely what is involved. (8 Marks)
Q3.3: Assume that instead of Agile, the project had adopted Waterfall from the outset. It is
reasonable to suggest that significant concerns may have been addressed much earlier in the
project. Explain two reasons why this could have been the case. (3 Marks)
(800 words total) (15 marks).
11 | P a g e
KEY ISSUES AND LEVELS OF ACHIEVEMENT
Question
addressed
comprehensively
and correctly.
100 – 85%
Question mainly
addressed, small
omissions/errors
in the analysis.
84% – 75%
Question
addressed, some
omissions/errors
in the analysis.
74% - 65%
Question partly
addressed,
significant
omissions/errors
across the
analysis.
64% – 50%
Question not
addressed/major
omissions or
errors across the
analysis.
49% - 0%
Q3.1 Two distinct Agile
ceremonies from the
case study identified
with the details of
When, Who, and
What is involved.
Explanation of their
role in Agile
methodology and
their importance.
Two distinct Agile
ceremonies from the
case study identified
with the details of
When, Who, and
What is involved.
Missing explanation
of their role in Agile
methodology and
their importance.
Two distinct Agile
ceremonies identified
with the details of
When, Who, and
What is involved.
Missing explanation
of their role in Agile
methodology. Some
details of their
importance.
Vague or non-specific
details of Agile
ceremonies. Some
details of their role in
Agile methodology.
Some details of their
importance.
No Agile ceremony
described from the
case study. Vague or
non-specific details of
what is involved.
Missing details of their
role in Agile
methodology. Missing
details of their
importance. Use of
generative AI text in
the answer.
Q3.2 Two distinct aspects
of the Agile
Methodology
described in terms of
how they contributed
to the failure of the
case study.
Comparison with Two
distinct aspects of
Waterfall
Methodology that
would have not
caused issues in the
case study.
Two distinct aspects
of the Agile
Methodology
described in terms of
how they contributed
to the failure of the
case study.
Comparison with only
One distinct aspect of
Waterfall
Methodology that
would have not
caused issues in the
case study.
Two distinct aspects
of the Agile
Methodology
described in terms of
how they contributed
to the failure of the
case study. No
comparison to
Waterfall
Methodology.
One aspect of the
Agile Methodology
described in terms of
how they contributed
to the failure of the
case study. No
comparison to
Waterfall
Methodology
No clear aspects of
Agile Methodology
described (vague or
non-specific details).
No comparison to
Waterfall
Methodology. Use of
generative AI text in
the answer.
Q3.3 Two aspects of the
Waterfall
Methodology
examined with detail
about how they would
have benefited the
case study.
Two aspects of the
Waterfall
Methodology
examined. Only one
aspect relates to how
it would have
benefited the case
study.
Two aspects of the
Waterfall
Methodology
examined. Neither
aspect relates to the
case study.
One aspect of the
Waterfall
Methodology. Not
related to the case
study.
Vague or non-specific
Project Management
method poorly
described. Not related
to the case study. Use
of generative AI text
in the answer.
12 | P a g e
PART B: Excel
15 marks
13 | P a g e
The Excel workbook file for the tasks described below (BISM1201 Assignment Part B Excel S1
2023.xlsx) is available on the assessment tab on the course Blackboard site.
Transforming Business with Information Systems
Assignment
Semester 1, 2023
Course Coordinator: Keith Harbottle
2 | P a g e
Assignment Specification Semester 1, 2023
There are two parts to this assessment.
Part A consists of three information systems questions (35 marks)
Part B consists of Excel questions to be answered in an Excel worksheet (15 marks)
Worth: 50% of total assessment
Individual Completion: This assignment is to be completed individually by each student. Students
are encouraged to discuss issues that arise in this course together, however, the written work you
submit must be entirely your own. Similarly, you must not help another student to cheat by sharing
assignments (present or past).
Due Dates: The assignment is due by Tuesday 9th May 2023 at 3PM (Brisbane time). Submissions
after this date and time will be considered "Late" and relevant penalties will apply.
Submission
Part A and Part B must be submitted directly to the assessment section on Blackboard using the link
Assignment submission link (PART A and PART B) (see the assessment folder).
• Submit Part A as a PDF file via the submission link.
• Submit a copy of Part A on Turnitin – use the link Turnitin submission for Assignment PART
A. You must ensure that the Part A that you submit to Turnitin matches Part A submitted via
the submission link. We will not mark Part A submissions if there is no matching file on
Turnitin.
• Submit Part B as an Excel workbook file “BISM1201 Assignment Part B Excel S1 2023.xlsx”
(this file is available on course Blackboard site. Your answers should be entered into the
relevant cells of the Excel file, as per the assignment brief.
Your two submission files MUST be named (ALL CHARACTERS IN UPPERCASE) in the following
format: Tutorial number (comprising T followed by the full digit tutorial number i.e., T10, T02). This
tutorial number must then be followed by an underscore character, your full name and Student_ID
e.g., "T10_TIMSMITH_45894125”. (Student tutorial number can be found on Blackboard under Class
Timetable & links)
NOTE: You are allowed multiple attempts to submit (we only mark the last submission). However,
each time you submit using the submission link you should submit both files (PDF and Excel file),
because Blackboard treats each submission as new.
No hardcopy or email submission is required or accepted.
For information on how to submit Part A and Part B on Blackboard via the assignment submission
link, please visit: https://web.library.uq.edu.au/library-services/it/learnuq-blackboard-help/learnuq-
assessment/blackboard-assignments/assignment-submission-instructions
For information on how to submit Part A to Turnitin, please visit:
https://web.library.uq.edu.au/library-services/it/learnuq-blackboard-help/learnuq-
assessment/turnitin-assignments
3 | P a g e
Document Layout Instructions
• For Part A, you must follow the word length requirements (+/-10%).
• Your assignment must be presented using the sections as sub-headings (note: each section does
not need to start on a new page).
• Be sure to use double-spacing, 12-point font, page numbering and 2.5cm margins on all sides of
the page.
• Please proofread your assignment for spelling and grammatical errors.
Referencing and Citing
Part A questions require you to do basic analysis of the cases. You must base your answers and
terminology on the material covered in our weeks of information systems theory.
If you wish to report another author's point of view you should do so in your own words, and
properly reference in accordance with an approved referencing style. Direct quotations should be
used sparingly, form a small part of your work, and must be placed in quotation marks and
referenced.
Part A Question 1 requires you to give a real-world example. Examples are to be sourced from The
UQ Library or Google Scholar – blog posts and marketing material are not considered quality
academic sources. The real-world examples must be referenced using in-text refencing and included
in the reference list at the end of the assignment. For example, “Nike uses a product differentiation
information system strategy because it allows customers to use its online platform to customise its
sneakers. This means that Nike can use information systems to offer a different value proposition
than its competitors (Smith & Chang, 2010)”.
For more information on referencing styles, visit the library or see:
https://web.library.uq.edu.au/research-tools-techniques/referencing/referencing-style-guides. Use
the UQ Harvard style.
UQ value academic integrity, referencing others work is a key part of this. Please see this link for
more information on academic integrity: https://my.uq.edu.au/information-and-services/manage-
my-program/student-integrity-and-conduct/academic-integrity-and-student-conduct
4 | P a g e
PART A: Information
Systems Theory
35 marks
5 | P a g e
Question 1. IS strategy and Enterprise Resource Planning (10
marks)
Two restaurant chains – ‘Lord of the Fries’ and ‘Pie In The Sky’ – are both operating in the same
market and trying to gain a competitive advantage. ‘Lord of the Fries’ focuses on cost leadership,
aiming to offer lower prices than its competitors. On the other hand, ‘Pie In The Sky’ differentiates
itself from its competitors by offering superior products. Both companies are entering an expansion
phase and need a system to manage data across their whole operation.
An Enterprise Resource Planning (ERP) is a software system that integrates various business
processes, such as accounting, inventory management, human resources, and customer relationship
management, into a single, unified system. It provides real-time visibility into business operations
and helps streamline processes for increased efficiency and productivity. Specific components in an
ERP can aid towards different competitive advantages by reducing costs, meeting strategic business
objectives, and improving operational efficiency. An effective ERP can help businesses to optimize
their supply chain, improve customer satisfaction, and enhance employee productivity.
To achieve their respective goals, both restaurant chains realize they need an ERP system that can
help them streamline their operations and make data-driven decisions.
Business Brief - Lord of the Fries
This low-cost food chain is focused on providing quick and affordable meals to customers on-the-go.
Their menu consists of classic fast-food items such as burgers, fries, and chicken sandwiches, but
also includes healthier options like salads and wraps. With a streamlined ordering process and
efficient kitchen operations, they can keep prices low while maintaining quality and speed. Each
restaurant only keeps on hand the ingredients needed for the day, ensuring meal orders are made
fresh, and inventory levels are kept low. Stock agreements are kept with local suppliers – delivering
ingredients directly to individual stores. With multiple locations, Lord of the Fries aims to continue
expanding and providing delicious meals at an affordable price point.
Business Brief - Pie In the Sky
This food chain is committed to offering superior quality products to its customers. They prioritize
sourcing ingredients from the best suppliers, ensuring each dish is made with highest-quality
ingredients. Their menu features a variety of options to cater to different dietary preferences and
restrictions, such as vegetarian and gluten-free options. There is a particular emphasis on
understanding their customers special needs and preferences. The chain also invests in its
employees by providing training and opportunities for growth, which results in excellent customer
service. The chain also prioritizes eco-friendly practices such as minimizing food waste and using
recyclable packaging. With a strong focus on quality and sustainability, Pie In The Sky aims to
continue providing exceptional products and service to its customers.
6 | P a g e
Q1.1: Detail what is involved in the two IS Competitive Advantage strategies for each restaurant
chain? What are the key factors that characterise each strategy? (4 Marks)
Q1.2: (a) Describe the role of an ERP system and its impact upon the different strategies? (b) Detail
two components of ERP that support each strategy and a description of their purpose. (6 Marks)
Provide a real-world example1 (with proper referencing) for each information systems strategy you
identified to show how it is applicable to the case. (i.e., one real-world example/reference per
strategy)
(700 words total) (10 marks).
KEY ISSUES AND LEVELS OF ACHIEVEMENT
Question
addressed
comprehensively
and correctly.
100% – 85%
Question mainly
addressed, small
omissions/errors
in the analysis.
84% – 75%
Question
addressed, some
omissions/errors
in the analysis.
74% - 65%
Question partly
addressed,
significant
omissions/errors
across the
analysis.
64% – 50%
Question not
addressed/major
omissions or
errors across the
analysis.
49% - 0%
Q1.1 The two Competitive
Advantages correctly
identified, and their
distinctive
characteristics are well
defined. Two Real-
world references cited.
Two Competitive
Advantages correctly
identified. Distinctions
not clearly defined.
Real-world references
cited.
Two Competitive
Advantages correctly
identified. Distinctions
not clearly defined.
Only one reference
cited.
One Competitive
Advantages mis-
identified. Distinctions
not clearly defined.
No references.
Competitive
Advantages mis-
identified.
Distinctions not
clearly defined. Use
of generative AI text
in the answer. No
references.
Q1.2 ERP’s impact on the
Competitive
Advantages clearly
defined. Each
Competitive
Advantage has two
distinct components of
ERP explained, and
details of how they
support the
Competitive
Advantage.
ERP’s impact on the
Competitive
Advantages clearly
defined. Missing 1
distinct components of
ERP or its explanation.
Details of how they
support the
Competitive
Advantage.
ERP’s impact on the
Competitive
Advantages clearly
defined. Missing 1
distinct components of
ERP or its explanation.
Details of how they
support the
Competitive
Advantage not clear.
ERP impact
superficially explained.
Missing components of
ERP or its explanation.
Details of how they
support the
Competitive
Advantage not clear or
vague.
ERP impact
superficially
explained. Distinct
ERP components not
identified. Details of
how the ERP not
explained in how
they support the
Competitive
Advantages. Use of
generative AI text in
the answer.
1 You should reference your examples. Examples should not be from the course textbook (or seminar/tutorial
material). The examples can come from any context, that is they do not have to be about food.
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Question 2. Entity Relationship Diagram (ERD) (10 marks)
Both restaurant chains – ‘Lord of the Fries’ and ‘Pie In The Sky’ – require an application to manage
food wastage. The Application Architect has analysed both sets of requirements and found a
common application will work for both companies. You have been commissioned to draw the Entity
Relationship Diagram (ERD) for the application.
The Architect as analysed the requirements and rationalised the entities for the core data of the
application. The core data will store Recipes, Shopping Lists, and record what Food a restaurant
currently has on hand in the Refrigerator, Freezer and Pantry. The companies have multiple places
they shop for food, so separate Shopping Lists need to be catered for. The application will then work
with this data to help manage the food wastage in the restaurants.
Architect Notes:
The central Entity is Food. It requires a Primary Key – FoodID – that will be used in the relationships
to the other Entities. The Food Entity requires an Attribute for the Name as well as ContainsGulten,
ContainsDairy and ContainsNuts to record possible allergies.
The second Entity is Recipe. It requires a Primary Key – RecipeID – for use in the relationships to
other Entities. A Recipe has Attributes for Name, Description, CookingDuration and ServingSize. A
Recipe can have Many steps to describe how to prepare a meal, so an Entity RecipeMethod is
required. RecipeMethod has a composite Primary Key, the RecipeID for which the method belongs
AND a RecipeMethodID. The RecipeMethod also requires an Attribute for Method. Each Recipe has
at least one Method.
There is a Many-to-Many relationship between the Food and Recipe Entitles. Resolve this with an
Entity called RecipeIngredient. The RecipeIngredient needs to also record Quantity and the Units of
the Food used in the Recipe. (For example, 3 Cups of Flour). Each Recipe has at least one Ingredient,
but not every Food is in a Recipe – some Food is sold as-is (ie soft drink).
Instead of making separate entities for Refrigerator, Freezer and Pantry, a single entity Storage will
be used. It requires a Primary Key – StorageID – and an attribute for Name (e.g. Refrigerator,
Freezer, Pantry). There is a Many-to-Many relationship between Food and Storage. Resolve this with
StorageItem and appropriate composite Primary and Foreign Keys. Attributes for Quantity, Units
and ExpiryDate are required. Each Storage has at least one Item.
Instead of making separate lists for different shopping locations, a single entity ShoppingList with a
Primary Key and Description attribute is required. The Many-to-Many relationship with the Food
Entity needs to be resolved with ShoppingListItem and appropriate Primary and Foreign Keys.
Attributes for Quantity, Units and IsPurchased are required. A ShoppingList starts empty.
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Q2.1: Draw the Entity Relationship Diagram based on the requirements above. Generate the ERD
diagram with whatever method you are most comfortable with – Pen and Paper is an acceptable
option. Submit a signed and dated version of your diagram. The Data types for the attributes is NOT
REQUIRED.
Make sure your diagram has a good, clean layout and clearly indicates the Primary and Foreign Keys
in the entities. Consider well the relationships between the entities and draw the appropriate Crows
Foot notation required. Make sure you note the other Attributes for the Entities in your diagram (ie
RecipeMethod entity has a Method attribute) (10 marks).
KEY ISSUES AND LEVELS OF ACHIEVEMENT
ERD drawn
comprehensively
and correctly.
100 – 85%
Missing some
Attributes, but
otherwise all
Entities and Keys
detailed
84% – 75%
Attributes and
Crows foot
notation in error
or missing.
Entities and Keys
are correct.
74% - 65%
Entity(ies) missing,
Keys incorrect or
missing, Crows
foot notation in
error. Attributes
missing.
64% – 50%
Question not
addressed/major
omissions or
errors across the
ERD.
49% - 0%
Q2.1 All Entities correctly
identified. All Primary
and Foreign Keys
identified. All Crows
Foot Notation correctly
drawn. All Attributes
correctly identified
All Entities correctly
identified. All Primary
and Foreign Keys
identified. All Crows
Foot Notation correctly
drawn. Some
Attributes missing.
All Entities correctly
identified. All Primary
and Foreign Keys
identified. Some Crows
Foot Notation
incorrectly drawn.
Some Attributes
missing.
Entities incorrectly
identified. Most
Primary and Foreign
Keys identified. Some
Crows Foot Notation
incorrectly drawn.
Some Attributes
missing.
Some Entities
missing. Primary and
Foreign Keys missing.
Crows Foot Natation
missing or incorrect.
Attributes missing
9 | P a g e
Question 3. Information systems development (15 marks)
In February 2005, the Surrey Integrated Reporting Enterprise Network (SIREN) ICT Project was
commissioned for emergency services in the UK, then just four years later it was discontinued. In this
time just under £15m had been spent on training, hardware and software, staff costs and
consultancy, and yet very little is reported to be left to show for all this investment. The project was
intended to create a centralized system that would enable different emergency services to share
information seamlessly during a crisis, thereby improving the response time and efficiency of
emergency services.
The project management was by the Surrey Police Force (the Force) and chosen supplier, Memex
Technology Ltd (Memex), and involved a large team of experts from different fields, including
government officials, emergency services personnel, and IT specialists. The project was divided into
several phases, each of which had specific deliverables and timelines. The project management team
was responsible for ensuring that the project was delivered on time, within budget, and to the
required quality standards.
Due to the complex nature of the requirements an Agile Project methodology was adopted at the
project outset, even though the Force had little experience with the method. This contributed to the
scope being poorly controlled for a significant period of the project, delays, and shortfalls in funding
(resulting from missing scope or skill shortages) were identified late in the process.
A fundamental factor in the project's failure was the lack of acceptance of delivered modules from
very early in the project. Despite this, subsequent modules continued to be delivered. Neither
Memex nor the Force sought to resolve this issue at an early stage. This meant the project
accumulated excessive risk and became out of control. This was compounded by the lack of control
of scope, which allowed the project to move forward on very unsound foundations and extended
significantly the original timelines. When the Force eventually moved to the 'Waterfall' methodology
(a more traditional approach to delivering projects of this nature) late in the process, it became
apparent that there was still a substantial amount of work required to integrate each of the modules
and that much of the work carried out prior to this point was of limited or no use without
integration.
There were several reasons for the project's failure, including:
• Poor planning: The project management team failed to adequately plan and identify the risks
associated with the project. As a result, the project was beset with problems and delays from
the outset.
• Inadequate communication: Communication between the different stakeholders involved in the
project was poor. This led to misunderstandings, delays, and conflicts, which ultimately
contributed to the project's failure.
• Technical difficulties: The development of an integrated ICT system for use by emergency
services is a complex and challenging task. The project team encountered several technical
difficulties, including problems with data integration, interoperability, and cybersecurity.
• Changing requirements: The project's requirements changed frequently, making it difficult for
the project team to keep up with the changes and deliver a cohesive and integrated system.
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Overall, the failure of the SIREN ICT project highlights the importance of effective project
management, risk management, and communication in large-scale, complex projects. It also
underscores the need for a clear understanding of the project's objectives, requirements, and
stakeholders, as well as the technical expertise required to deliver the project successfully.
The text is adapted from “Termination of the SIREN ICT project” by Grant Thornton, Public Interest
Report, 19th June 2014 (available from: https://www.surrey-pcc.gov.uk/wp-
content/uploads/2014/06/SIREN-PUBLIC-INTEREST-REPORT.pdf)
Q3.1: Detail two Agile ceremonies that appear were mis-managed throughout the first part of the
SIREN ICT project? (Refer to the SCRUM ceremonies covered in the seminar material). Concisely
explain each of these ceremonies – when do they occur, who and what is involved, why are they
important. Please ensure you discuss only two ceremonies. (4 Marks)
Q3.2: Explain how two characteristics of the Agile Methodology contributed to the SIREN ICT project
failure. Compare with two aspects of Waterfall Methodology that prevent such issues arising. Explain
concisely what is involved. (8 Marks)
Q3.3: Assume that instead of Agile, the project had adopted Waterfall from the outset. It is
reasonable to suggest that significant concerns may have been addressed much earlier in the
project. Explain two reasons why this could have been the case. (3 Marks)
(800 words total) (15 marks).
11 | P a g e
KEY ISSUES AND LEVELS OF ACHIEVEMENT
Question
addressed
comprehensively
and correctly.
100 – 85%
Question mainly
addressed, small
omissions/errors
in the analysis.
84% – 75%
Question
addressed, some
omissions/errors
in the analysis.
74% - 65%
Question partly
addressed,
significant
omissions/errors
across the
analysis.
64% – 50%
Question not
addressed/major
omissions or
errors across the
analysis.
49% - 0%
Q3.1 Two distinct Agile
ceremonies from the
case study identified
with the details of
When, Who, and
What is involved.
Explanation of their
role in Agile
methodology and
their importance.
Two distinct Agile
ceremonies from the
case study identified
with the details of
When, Who, and
What is involved.
Missing explanation
of their role in Agile
methodology and
their importance.
Two distinct Agile
ceremonies identified
with the details of
When, Who, and
What is involved.
Missing explanation
of their role in Agile
methodology. Some
details of their
importance.
Vague or non-specific
details of Agile
ceremonies. Some
details of their role in
Agile methodology.
Some details of their
importance.
No Agile ceremony
described from the
case study. Vague or
non-specific details of
what is involved.
Missing details of their
role in Agile
methodology. Missing
details of their
importance. Use of
generative AI text in
the answer.
Q3.2 Two distinct aspects
of the Agile
Methodology
described in terms of
how they contributed
to the failure of the
case study.
Comparison with Two
distinct aspects of
Waterfall
Methodology that
would have not
caused issues in the
case study.
Two distinct aspects
of the Agile
Methodology
described in terms of
how they contributed
to the failure of the
case study.
Comparison with only
One distinct aspect of
Waterfall
Methodology that
would have not
caused issues in the
case study.
Two distinct aspects
of the Agile
Methodology
described in terms of
how they contributed
to the failure of the
case study. No
comparison to
Waterfall
Methodology.
One aspect of the
Agile Methodology
described in terms of
how they contributed
to the failure of the
case study. No
comparison to
Waterfall
Methodology
No clear aspects of
Agile Methodology
described (vague or
non-specific details).
No comparison to
Waterfall
Methodology. Use of
generative AI text in
the answer.
Q3.3 Two aspects of the
Waterfall
Methodology
examined with detail
about how they would
have benefited the
case study.
Two aspects of the
Waterfall
Methodology
examined. Only one
aspect relates to how
it would have
benefited the case
study.
Two aspects of the
Waterfall
Methodology
examined. Neither
aspect relates to the
case study.
One aspect of the
Waterfall
Methodology. Not
related to the case
study.
Vague or non-specific
Project Management
method poorly
described. Not related
to the case study. Use
of generative AI text
in the answer.
12 | P a g e
PART B: Excel
15 marks
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The Excel workbook file for the tasks described below (BISM1201 Assignment Part B Excel S1
2023.xlsx) is available on the assessment tab on the course Blackboard site.
