DEN201 Enterprise Architecture
Assessment 3 – Assignment
Overview
In this unit, we have discussed the significance of EA as an enabler for senior executives to
communicate with architects so they can formulate IT initiatives for the organisation to
undertake. Additionally, these are aimed at delivering strategic competitive advantage
through information technology which is implemented by the IT project team. The actors
involved in this process are clearly identified and the processes, standards and artefacts
associated with this effort can be easily determined. Additionally, the CSVLOD model has
been discussed in the detail since week 5 to week 9. Concepts from the CSVLOD model will
be examined in-depth in this third assessment through the use of a case study.
Timelines and Expectations
Total Percentage Value of Task: 20%
Students are expected to attempt the five questions that are provided in this section and
provide relevant examples to support their answers.
Group Report Due Week 12 (9th of October 2020) at 5pm – MS Word or PDF submitted via
Turnitin on Moodle
Minimum time expectation: 20 hrs
Learning Outcomes Assessed
The following course learning outcomes are assessed by completing this assessment task:
LO1. define enterprise architecture as a capability in organisations;
LO2. restate business architecture and how to support the business to deliver strategic
business outcomes;
LO4. define the capabilities required to establish an enterprise architecture practice and
explore tools required to support the team;
LO6. evaluate and investigate key trends impacting organisations today and how enterprise
architects respond to these trends.
Assessment Details – Case Study
Damien Mask founded Mask in 1984 in Melbourne, Australia, with $1,000 and a unique vision
of how technology should be designed, manufactured and sold. More than 4.4 million
customers later and with an annual IT budget of approximately $500 million per year, Mask
has made an indelible mark on the computer industry—and the world. The company ships
more than 1,000 systems every day to customers in 120 countries and employs 50,000 people
worldwide.
Long known as one of the world’s largest manufacturers of personal computers and laptops,
Mask has grown into a multi-national hardware and infrastructure provider. It also provides
IT services and solutions across its branches. Rapid growth led to regionally specific expansion
from country to country. Mask ended up with unique manufacturing facilities, regional order
management systems, and different operating processes and systems throughout the world.
Lynda Smith, Mask’s Vice President of IT Strategy, Technology & Governance, is charged with
mapping out a future direction for the IT giant, with a three-year roadmap driven by Mask’s
Enterprise Architecture (EA) team. At an enterprise level this roadmap includes five major
programs, each of which involves investments in the tens of millions of dollars—and, in some
cases, hundreds of millions of dollars.Some examples of these programs include: Global Quote
to Cash, Global Service Delivery, Solution Selling, Global Manufacturing Execution, and
Recurring and Usage based transactions.
SAP is providing executive guidance for this transformative journey, working closely with
Smith and her enterprise architects to establish a long-term view of the requisite processes,
systems and technologies. Individual projects are undertaken to build general-purpose
capabilities, not merely to fulfill immediate needs.
The Melbourne Branch has been operating with a legacy Customer Relationship Management
(CRM) system and the system is not integrated with its Billing System. Currently, customer
representatives must manually input customer information into the Billing System so that
customers can be sent an Electronic bill. The CRM and Billing Systems are connected to a
legacy database management system that runs on a Legacy Server.
The EA team is responsible for designing the future data, application, and infrastructure
components of Enterprise. The current application and data architecture for Mask is shown
below.
| Application |
Data
Applications
Officer
Customer / Business
Representatives
Database
Administrators
| Network Engineers |
Questions
1. Discuss the business problems of Mask that led to him forming an Enterprise Architecture Program? (10
Marks)
2. Discuss the CSVLOD model and its relevance to this Business context? (20 Marks)
3. Demonstrate how the CSVLOD model could be applied to this context and describe how it can help
facilitate Business and IT Strategic Alignment? (20 Marks)
4. Discuss the expected Business Benefits for the organisation? (10 Marks)
5. Provide an ideal solution road map that you would apply to the Melbourne branch? Explain your solution
with the appropriate citations. (30 Marks)
Note: Presentation and Referencing (Harvard Referencing Style) (10 Marks)
Required
All reports must use Harvard referencing style.
A passing grade will be awarded to assignments adequately addressing all assessment criteria. Higher grades
require better quality and more effort. For example, a minimum is set on the wider reading required. A student
reading vastly more than this minimum will be better prepared to discuss the issues in depth and consequently
their report is likely to be of a higher quality. So before submitting, please read through the assessment criteria
very carefully.
Submission
Submit to the drop box on Moodle.
Marking Criteria / Rubric
Refer to the attached marking guide.
Feedback
Feedback will be supplied through Moodle.
Authoritative results will be published on Moodle.
Academic Misconduct
To submit your assessment task, you must indicate that you have read and understood, and comply with, the
Sydney International School of Technology and Commerce Academic Integrity and Student Plagiarism policies
and procedures.
You must also agree that your work has not been outsourced and is entirely your own except where work quoted
is duly acknowledged. Additionally, you must agree that your work has not been submitted for assessment in
any other course or program.
Individual Report Marking Guide – Marks 100
Weighting: 20% for Individual
Report Student IDs:
– Cover Page
– Table of Content
– Executive Summary
– Questions 1 (200 – 300 words)
– Question 2 (300 – 500 words)
– Question 3 (300 – 500 words)
– Question 4 (200 – 300 words)
– Question 5 (800 – 1200 words)
– Conclusion
– Reference
Assessment Criteria
| Score | Very Good | Good | Satisfactory | Unsatisfactory |
| Question 1 Business Problem /10 marks |
Provides a detailed, clear, and coherent introduction to the topic in an engaging manner which arouses the reader’s interest. Gives a detailed explanation of the business problem that led to Mask’s EA initiative with relevant examples. Uses the appropriate artefacts covered in the webinar. |
Provides a clear and coherent introduction to the topic in an engaging manner which arouses the reader’s interest. Gives a detailed explanation of the business problem that led to Mask’s EA initiative with relevant examples. Uses some of the artefacts covered in the webinar. |
Provides a clear and coherent introduction to the topic in an engaging manner which arouses the reader’s interest. Explains the business problem that led to Mask’s EA initiative. Uses some of the artefacts covered in the webinar and some examples. |
Lacking clarity and coherence explanation about the business problem and does not provide a clear explanation of the business problem that led to Mask’s EA initiative. |
| Question 2 Explain the CSVLOD Model /20 marks |
Provides a detailed, clear, and coherent explanation of the CSVLOD model in an engaging manner. Gives a detailed explanation of the business context with examples. Uses the appropriate artefacts covered in the webinar. |
Provides a clear and coherent explanation of the CSVLOD model in an engaging manner which arouses the reader’s interest. Explains the business context. Uses the appropriate artefacts covered in the webinar. |
Provides some explanation of the CSVLOD model in an engaging manner which arouses the reader’s interest. Explains the business context. Uses some appropriate artefacts covered in the webinar. |
Lacking clarity and coherence explanation about the CSVOLD model and the business context. |
| Question 3 Demonstrate CSVLOD model /20 marks |
Demonstrates a detailed, clear, and coherent use of the CSVLOD model in an engaging manner. Gives a detailed explanation of Strategic Business and IT alignment with examples. Uses the appropriate artefacts covered in the webinar. |
Demonstrate a clear and coherent uses of the CSVLOD model in an engaging manner which arouses the reader’s interest. Gives some explanation of Strategic Business and IT alignment. Uses the appropriate artefacts covered in the webinar. |
Demonstrate evidence of a carefully thought off uses of the CSVLOD model in an engaging manner which arouses the reader’s interest. Gives some explanation of Strategic Business and IT alignment. Uses the appropriate artefacts covered in the webinar. |
Lacks to effectively demonstrate the uses of the CSVLOD model and the strategic alignment between business and IT. Lacks example and detail. |
| Question 4 Business Benefits of EA /10 marks |
Provides a detailed, clear, and coherent explanations of the business benefits for the organization with examples. Optimal uses of the EA artefacts. |
Provides a clear and coherent explanation of the business benefits with some examples. Uses some of the artefacts covered in the webinar. |
Provides a clear and coherent explanation of the business benefits with examples. Uses some of the EA artefacts covered in the webinar. |
Lacking depth of the business benefits. Lacks knowledge of EA artefacts covered in the webinar. |
| Question 5 Road Map /30 marks |
Provides a detailed, clear, and coherent solution road map that could apply to the Melbourne branch with the relevant examples. Gives a clear and detailed roadmap using the relevant artefacts covered in the webinar. |
Provides a clear and coherent solution road map that could apply to the Melbourne branch with some examples. Gives a clear roadmap using the relevant artefacts covered in the webinar. |
Provides a clear and coherent solution road map that could apply to the Melbourne branch with a few examples. Gives evidence of a roadmap using the relevant artefacts covered in the webinar. |
Lacking clarity and coherence of a roadmap and does not provide reasonable level of explanation using the relevant EA artefacts. Does not provide any example. |
| Presentation and Referencing /10 marks |
Includes cover page, table of content and referencing. Correct referencing (Harvard Style). All quoted material in quotes and acknowledged. All paraphrased material acknowledged. Correctly set out reference list. |
Includes cover page, table of content and referencing. Mostly correct referencing (Harvard Style). All quoted material in Quotes & acknowledged. All paraphrased material acknowledged. Mostly correct setting out reference list. |
Includes cover page, table of content and referencing. Mostly correct referencing (Harvard Style) Some problems with quoted material and paraphrased material Some problems with the reference list. |
Missing some aspects of the presentation. Not all material correctly acknowledged. Some problems with the reference list. |
| SubTotal /100 marks |
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| Total out of 30 |
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