this assignment is related to order 45618 foundation information system please make sure of it. I need high distinction in this assignment.you need more material call or msg me directly.
Microsoft Word - MIS-Assign2-v.1.0.docx MIS500-Assign2 Page 1 of 3 ASSESSMENT BRIEF Subject Code and Name MIS500 Foundations of Information Systems Assessment Assessment Two – Solution Plan Individual/Group Individual Length 2000 words Learning Outcomes This assessment addresses the following subject learning outcomes: b) Synthesise requirements and recommend a number of tested and verifiable solutions to address limitations to contemporary business problems c) Devise and communicate a strategy which embodies the principles of agile methodology, to address complex business needs across an organisation, while meeting objectives and applications of information technology. Submission By 11:59 PM AEST/AEDT Friday of Module 4.1 (week 7) Weighting 40% Total Marks 40 marks Context: The assessment suite in this subject is built on top of skills you are building in your learning activities. Although the learning activities do not carry any assessable weight by themselves, completing them and seeking input from your peers and the learning facilitator is essential for you to achieving a positive result in the subject. Before beginning this assessment, be sure that you have completed the learning activities in the modules one, two and three. Instructions: Read the feedback from the learning facilitator on your first assessment carefully. Fix any holes in your analysis and build a cache of external references if you fell short of the referencing requirement. With your (enhanced) first assessment as a starting point, use the identification of activities, sub-activities and linkages between them to formulate a solution plan for Latureae. Using the principles of agile, present a recommended systems blueprint to the Latureae management. If you make recommendations on specific systems, you should refer to external sources on how these have led other firms to significant efficiency improvements in the past. The solution plan should be appropriately justified and illustrate to management what the expected gains of implementing your solution would ideally be. MIS500-Assign2 Page 2 of 3 There is no required format for the assessment. Students should use initiative and be sure to conform to the APA referencing style, making use of external sources as appropriate. Be sure to bookend your assignment with an introduction and conclusion as well as a list of references that make considerable use of the Torrens University library and databases. Submission Instructions: You are expected to begin this assessment when you begin the trimester, especially as you relate the learning activities (formative assessment) to this and the other (summative) assessments. Be sure to keep several drafts of your work as well as your notes and any sources you used to draw on in preparing it. Extensions will be considered only in extenuating circumstances where the student has applied before the due date. At that point, students are required to provide the latest draft, in case the extension is not granted. Students are responsible for keeping appropriate back-ups and drafts of their assignments and to submit the correct version. Torrens University Australia policies apply to the preparation and submission of this assignment. MIS500-Assign2 Page 3 of 3 Learning Rubric: Assessment Two Assessment Criteria Fail (Unacceptable) 0-49% Pass (Functional) 50-64% Credit (Proficient) 65-74% Distinction (Advanced) 75 -84% High Distinction (Exceptional) 85-100% Solution Plan Presented to Management 30% The focus for this criterion cannot be seen in the assignment. The student seek help from the learning facilitator. The solution plan is passable, but more work is needed to focus on its explicit alignment to agile. Good insight demonstrated in the solution plan; some semblance of the agile principles can be seen. Very good insight demonstrated in the solution plan; it can be seen to align to the principles of agile. Exceptional insight demonstrated in the solution plan; it can plainly be seen to align to the principles of agile. Justification for Solution and Expected Gains to Client 30% The focus for this criterion cannot be seen in the assignment. The student should seek help from the learning facilitator. The justification for the presented plan is passable; further work may be needed to justify expected gains or otherwise explain them clearly. Good insight demonstrated in the justification for the solution; expected gains are good. Very good insight demonstrated in the justification for the solution; expected gains to management are well explained. Exceptional insight demonstrated in the justification for the solution; expected gains to management are clearly explained and justified. Presentation of Assignment, Strength of Recommendations 20% The presentation and/or recommendations may need additional work. The recommendations may need further tracing back to the analyses. The presentation is average, and the recommendations can be seen to trace back to the preceding analysis. Good presentation with appropriate recommendation presented. Very good presentation with insightful recommendations. An exceptional assignment presentation with exceptional and insightful recommendations that are to be commended. Use of External Sources 20% Work is needed here to incorporate external sources into the report. The student can be seen to have tried to integrate external sources into the report. Further work is needed and the student should consult a librarian to build their skill base. Some external sources are used. Attention should be given to the strength of the sources, the criticality the student shows or the style the student is using to cite or reference them. A number of high-quality external sources have been incorporated into the report and the references are in the APA format. Several high-quality external sources have been incorporated into the report; the student has been critical of them and the references are in the APA format. VALUE CHAIN ANALYSIS OF LATUREAE BUSINESS MODEL Running Head: VALUE CHAIN ANALYSIS OF LATUREAE BUSINESS MODEL 1 VALUE CHAIN ANALYSIS OF LATUREAE BUSINESS MODEL 2 VALUE CHAIN ANALYSIS OF LATUREAE BUSINESS MODEL Table of Contents 3Introduction 3The Case Analysis of Latureae 3Porter’s Value Chain Analysis 6Latureae Business Model 6Value Chain Analysis of Latureae 7Recommendations to the Latureae Management 8Conclusion 9References Introduction Value chain is the process of managing the operations and people of an organisation, whichever and whoever add value to it. This report encompasses the identification of primary and secondary activities, sub-activities within each value-creating activity, and linkages between the value-creating and sub-activities in the business model of Latureae- a health and wellness company with the help of ‘Porter’s Value Chain Analysis’, also explained in detail. Further, a set of recommendations have been made to the management of Latureae on how they can enhance or maximise the value offered to their customers. The Case Analysis of Latureae Value Chain is the set of interrelated activities, which a business organisation performs in order to create some value for its customers or clients in the form of goods and services offered. It does so in order to gain some competitive advantage over its customers. Value Chain Analysis is the analysis of the activities that an organisation engages (Razak & Vattikoti, 2018). It differentiates the primary set of activities with secondary ones, since primary activities are those that contribute directly to the production and distribution processes of a firm whereas secondary activities also known as support activities are the ones, which support an organisation in the performance of primary activities, with the motive of gaining competitive advantage (Jaligot, Wilson, Cheeseman, Shaker & Stretz, 2016). Porter’s Value Chain Analysis The concept of Value Chain Analysis was introduced by Michael Porter in 1985. This model determines the value, which can be derived from every prominent activity performed within the organisation to gain the competitive advantage (da Silva Guabiroba, da Silva, da Silva Cesar & da Silva, 2017). (Source: Razak & Vattikoti, 2018) The activities of a firm are bifurcated into primary and secondary activities. Primary activities are those set of activities, which relate to the flow of goods from the manufacturer to the customer and directly contributes to the production and distribution processes of a firm (White, Hubacek, Feng, Sun & Meng, 2018). These can be named as— Inbound Logistics: It includes the activities relating to the receipt, storage and distribution of inputs or raw materials to facilitate productions of goods. Operations: This is the processing part wherein the inputs are converted into the desired output, which is it involves conversion of raw materials into the finished goods. Outbound Logistics: It involves the storage and distribution of final products or finished goods to its end users, who can be either the agents or the consumers itself (El-Sayed, Dickson & El-Naggar, 2015). Marketing and Sales: This part of the business activity involves the efforts of a firm to spread awareness about its products to the consumers for the initiation of purchase by them. Services: Any form of benefit that is given by the firm to its customers is the service provided by them, which is done to add value to their existing product and relationship management with the customer (Asamoah & Annan, 2012). Secondary activities are those set of activities that give support to organisation in the performance of primary activities. However, they do not directly contribute to the firm’s production and distribution processes, but provides support in the successful and efficient implementation of the primary activities to attain the competitive advantage (Savino, Manzini & Mazza, 2015). The secondary activities of a firm are— Procurement or acquisition of inputs and services: It involves supply of required inputs that are raw materials, tools, equipment, machinery and others that a firm requires for the production process. Technology Development: Following the technological advancement in today’s competitive environment can help an organisation boost the performance of its activities and gain an edge over its competitors. Although not a cost effective option; however, definitely it can give enormous amount of benefits to the organisation when adopted, by making it technologically advanced and differentiating it from its competitors (Hishe, Asfaw & Giday, 2016). Human Resource Management: An organisation’s most important and dynamic resource is its human resource.