FNS40217 Cert IV
in Accounting and Bookkeeping
Module 3.4 Assignment
Submission Instructions:
Key steps that must be followed:
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Important assessment information
Aims of this assessment
This assessment focuses on the skills and knowledge required to understand the fundamentals of internet computing and cloud services. It involves undertaking a basic review of business computing needs and identifying options for introducing cloud computing services into a small business or work area in an organisation.
Assessment conditions
Students should, where necessary, use hand held calculators and/or other software to perform calculations.
Marking and feedback
This assignment contains various assessment activities each containing specific instructions.
This particular assessment forms part of your overall assessment for the following units of competency:
• BSBSMB412 Introduce cloud computing into business operations
Grading for this assessment will be deemed “Competent” or “Not Yet Competent” in line with specified educational standards under the Australian Qualifications Framework.
What does “Competent” mean?
These answers contain relevant and accurate information in response to the question/s with limited serious errors in fact or application. If incorrect information is contained in an answer, it must be fundamentally outweighed by the accurate information provided. This will be assessed against a marking guide provided to assessors for their determination.
What does “Not Yet Competent” mean?
This occurs when an assessment does not meet the marking guide standards provided to assessors. These answers either do not address the question specifically, or are wrong from a legislative perspective, or are incorrectly applied. Answers that omit to provide a response to any significant issue (where multiple issues must be addressed in a question) may also be deemed not-yet-competent. Answers that have faulty reasoning, a poor standard of expression or include plagiarism may also be deemed not-yet-competent. Please note, additional information regarding Monarch’s plagiarism policy is contained in the Student Information Guide which can be found here: http://www.monarch.edu.au/student-info/

What happens if you are deemed ‘Not Yet Competent’?
In the event you do not achieve competency by your assessor on this assessment, you will be given one more opportunity to re-submit the assessment after consultation with your Trainer/ Assessor. You will know your assessment is deemed ‘Not Yet Competent’ if your grade book in the Monarch LMS says “NYC” after you have received an email from your assessor advising your assessment has been graded.
Important: It is your responsibility to ensure your assessment re-submission addresses all areas deemed unsatisfactory by your assessor. Please note, if you are still unsuccessful in meeting competency after resubmitting your assessment, you will be required to repeat those units.
In the event that you have concerns about the assessment decision then you can refer to our Complaints & Appeals process also contained within the Student Information Guide.
Expectations from your assessor when answering different types of assessment questions
Knowledge based questions:
A knowledge based question requires you to clearly identify and cover the key subject matter areas raised in the question in full as part of the response.
Performance based questions:
A performance based question requires you to clearly demonstrate your ability to complete certain tasks, that is, to perform these tasks.
Good luck
Finally, good luck with your learning and assessments and remember your trainers are here to assist you ?

Assessment Activities
Short Answer Questions
Activity instructions to candidates
• This is an open book assessment activity.
• Students should use a hand held calculator and/or software to perform calculations.
• You are required to read this assessment and answer all questions that follow.
• Please type your answers in the spaces provided.
• Please ensure you have read “Important assessment information” at the front of this assessment document
• Estimated time for completion of this assessment activity: 4 hours

The following questions are based on the material Module 1 of the textbook:
Question 1
Briefly explain the purpose of each of the following types of ICT Audit.
1.1 Critical System Audit
1.2 Desktop Software Audit
1.3 Email Audit
1.4 Other Systems, template Audit

1.5 Desktop Hardware Audit
1.6 LAN Network Audit
1.7 WIFI Audit
1.8 External WAN Service Audit
1.9 Internet Provision Audit

1.10 Remote Access Audit
1.11 Document File Management and Backup Audit
1.12 Backup Audit
1.13 Web Presence Audit
1.14 Data for Reporting Audit
The following questions are based on the material in Module 2:
Question 2
Demonstrate your understanding of the fundamentals of ‘cloud computing’ by explaining each of the following key terms and concepts:
2.1 What is ‘cloud computing’?
2.2 What is the appeal of cloud computing?
2.3 What is a ‘pure cloud offering’?
2.4 What is ‘virtualisation’?

2.5 What is ‘Software as a Service’ (SaaS)?
2.6 What is ‘Desk Top as a Service’ (DTaaS)?

Question 3
Demonstrate your understanding of the fundamentals of ‘Cost-Benefit Analysis’ (CBA) by explaining each of the following key terms and concepts:
3.1 What is a ‘Cost-Benefit Analysis’?
3.2 When undertaking a CBA, what are the three (3) layers of cost to be considered?

3.3 Within the CBA spreadsheet, list:
• the two (2) Quantitative Cost sub-totals
• the four (4) Quantitative Benefits sub-totals
Quantitative Cost sub-totals (list below)
Quantitative Benefits sub-totals (list below)

Question 4
Q4a. Reflect and research. List four (4) sources for information about cloud computing for small businesses:
1.
2.
3.
4.
Q4b. List five (5) questions you would ask or issues you would consider, when seeking assistance from specialist advisors to help plan and introduce cloud computing into an organisation.
Tip: Do some research and create a list of business protocols for using services of specialist advisors. Here’s one website you may like to look at… https://www.business.qld.gov.au/starting-business/planning/advisers/choosing
1.
2.
3.
4.
5.

The following questions are based on the material in Module 3:
Question 5
Q5a. When preparing a cloud migration ‘set-up costs’ budget, list five (5) budget cost items that are likely to be included.
Hint: List the 5 main ‘Budget Item’ headings for the ‘Set-up Costs’ Budget.
1.
2.
3.
4.
5.
Q5b. When preparing a cloud migration ‘on-going costs’ budget, list four (4) budget cost items that are likely to be included.
1.
2.
3.
4.

The following questions are based on all materials in the textbook:
Question 6
Case Study - The Antique Boutique
Consider the following case study scenario.
The Antique Boutique
You have recently joined an establishment and successful family antiques business. It has grown from a business that originally offered second hand goods (sources mainly from deceased estates) through to one store, to one that offers genuine antiques through five shopfronts.
Alvin Anderson is your boss. He has been the general manager since 2000. He is a third-generation owner of the business, having taken over from his father. The business was founded by his grandfather, in a Victorian country town in the 1960’s.
Over the years, as the scale of the business grew, the business model evolved to sourcing and reselling better quality, true antiques. The business also outgrew its original small-town location. In the 1990’s Alvin’s father opened another store in a nearby, larger town.
In 2005, with bank loans backed by a buoyant and growing cash flow, Alvin opened two main stores. One was in a large Victorian city and another in the outer suburbs of Melbourne. In 2015, he again expanded the business, opening his latest and fifth store in Canberra, and it too is doing quite well.
As the business has grown, the essential business processes have remained remarkably similar, however, they are now far more numerous, complex and varied. And, despite his business acumen, Alvin is not very savvy with computer technology. He even struggles a bit with email and Word, but is getting the hang of both.
Alvin sees technological advances all around him. He senses that, in failing to understand and apply relevant technologies, he is missing a lot of economies and efficiencies as well as additional opportunities for the business.
He is also hearing a lot about the advantages and promise of the cloud, yet, he is not sure what it really means and what it applies to. But he feels it may form part of an approach to overhauling his information and computer technology (ICT).
When it was a two-shopfront operation, the business had modest information and computing needs. Each store has a cash register and EFTPOS terminal to facilitate sales. Thinking themselves quite advanced, they also had a brochure-style website with some nice photos, basic contact and location information. And that was about all.
Financial records continue to be maintained manually by a part-time bookkeeper and a young sales assistant handles email enquiries that come via the business’s free Hotmail account. Phones also continue to be the main way that the stores communicate with each other.
Alvin needs your help!
Alvin recognises there is more he needs to know, and this is where you come in.
Presently, there is no-one in the business he can refer to, even though he regards two of his five store managers as tech savvy. These managers have installed their own computer systems and internet connections and seem to be operating quite well on their own.
So, with no overall ICT strategy for his business, and not knowing where to start, he is hoping you can help. He sees from your CV that you have recently undertaken this unit of study, and he is asking for your advice on processes and strategy for the business to adopt regarding ICT.
Working with Alvin, your role, as an ICT Adviser, is to advise on how the business can adopt relevant ICT to consolidate it into a single, cohesive entity from its current five successful, yet virtually independently operated shopfronts.
Additional Information:
Each store’s cash registers have manual override for accessing the money in the event of a failure.
Each store’s EFTPOS machines are run on electrical power and phone line. Last time they were updated was 2012. All terminals are through ANZ bank. Each store has Manual Transaction Processing vouchers and any such manual transactions are authorised via an 1800 number, as a backup for the terminal failing. Merchant support is also via an 1800 number
Fees involved:
Establishment Fee $90
Annual Fee $30
Monthly Fee $40
Merchant Fee (minimum) $20
Despite the contingency options, the cash register and EFTPOS machines are considered absolutely essential due to the failure to be able exchange currency if these systems are down.
Each store currently only has one Windows computer in the manager’s office. Alvin replaced all existing computers at the same time as acquiring a computer for latest shop in Canberra, he spent $1600 per computer.
All core desktop applications are from the Microsoft Office Suite. Each store uses Office 2010 (purchased and fully installed on existing computers in 2011 for $296. Can be installed on up to 5 computers). There are no more allocations left under the current licence. Each store utilises Outlook, Word, Excel and Publisher. Employees assist each other with learning these programs.
The bookkeeper uses MYOB AccountRight Plus version 19.7 (purchased by the business for an initial cost $1195.00). There are no ongoing fees. There is one file per store. The bookkeeper backs-up the company files onto an external portable hard drive before closing the program each time. The bookkeeper takes the portable drive with them. The main copy is left on the shop computer. Payroll is completed in a manual ledger by Alvin and he enters the amounts into MYOB. Sales and Purchases functions in MYOB are not utilised for the normal daily business processes.
The bookkeeper produces quarterly reports for each store and exports them to excel where the data can be used to create charts displaying information requested by Alvin. Alvin advised the bookkeeper what information he needed (Tax Liabilities, Sales Statistics, Performance, Position, etc.) to evaluate the store and the bookkeeper designed the reports. At the end of the financial year, the bookkeeper produces an additional copy of these reports displaying the full year information.
Each store has a multifunction printer connected by LAN. Internet is connected to an ADSL router by LAN. There have been no issues with LAN connectivity. There is room within the LAN setup to expand to another 9 devices in each store. The LAN wires are unseen within the office partitions and therefore do not pose any issue with being accidently disconnected. The LAN hub is housed neatly in a wall cupboard in the manager’s office.
Internet (ADSL) and phone are provided by Telstra. Alvin recently changed the plan for each of the shops to that below. He has already spoken with Telstra and mentioned he is looking at cloud computing. They have advised that he can upgrade his plan at any time. The next plan up also offers unlimited data and mobile calls included for $25 extra per month. Alvin does not see the need for mobiles or mobile data for himself or for his shop staff.
Telstra Business Bundle Plan (M) $100 per month per store
Data: 1000GB excess charged $1 per GB (charged per MB) or part thereof capped at a maximum of $300 per month.
Local Calls: Included
National Calls: Included
Mobiles: 55c call + 36c per minute
There are currently no back-up processes in place except for the MYOB back-up as mentioned previously.
Website was setup and is maintained by manager in Canberra. The manager would like to eventually have a database of products online and allow customers to purchase online. It is still in its infancy due to limited time. The website host is Hosting Australia and was chosen due to the price and because the host servers are located in Australia (Melbourne). The average visitors per day is currently 10.
Hosting Australia Plan – Small Business $9 per month:
Bandwidth: Unlimited
Email: Unlimited
Databases: Unlimited
Uptime: 100%
CPU Core: 1.5
RAM: 2GB
SSD Storage: 30GB
Q6a.
Required:
Complete the ICT Audit for Antique Boutique
After reading the case study, prepare an ICT Audit for the Antique Boutique of their current systems.
Complete the following ICT Audit templates by filling-out the ‘Comments’ column with brief information you have discovered about the current systems at Antique Boutique.
For line items in the templates for which information has not been provided, you should write “No information provided” or N/A.
Other Notes:
You are not required to prepare the following audits (and these templates have not been provided in this assessment):
• WiFi Audit – No WiFi currently in use
• External WAN Audit – No WAN in place
• Remote Access Audit – No remote access in place
• File Servers Audit – No File Server in place
• Document file management and backup – You have not been provided with details. This may be provided by management later. Not required now for this assessment.

ICT Audit: The Antique Boutique
Critical Systems Audit Tick if done Comment (brief)
Identify:
• The major transaction or information systems that the organisation relies on.
Interfaces:
For each identified system, find out:
• What input information it needs and where it comes from.
• What information outputs it supplies directly to staff.
• What information, if any, it provides as inputs to other information systems.
Business exposures:
• For each, identify the business processes which stop if the system stops.
• Find out if the business has a ‘wet weather plan’ enabling it to operate at a basic level in the event of failure of any critical system.
Business satisfaction:
• Ask around to gauge the mood of the people in the organisation about how well each critical system is ‘bedded in’ and how well it fulfils business needs.
Reliability:
• Find out about the history of failures, if any, of each critical system and thereby obtain a picture of overall reliability.
Technical risks:
• Identify any critical dependencies and single points of failure for each system. That includes big things like what happens if a main computer or server fails, and little things like whether kicking a plug out could stop the system entirely.
Hardware and performance:
• Identify the hardware the system runs on, and whether there is anything special about its brand or configuration that makes it precisely right for its job.
• At the same time, ask around to gauge the system’s response time, and whether it is performing well enough.
Disaster planning:
• Identify the disaster recovery plan and process that will swing into action to repair the situation if/when the system does fail.
• At the same time, identify who the critical people are who would coordinate that type of recovery.
Their input will be useful later, when considering how cloud computing might assist in disaster recovery.
Backups:
• Find out how and how often data on the system gets backed-up and where data copies are kept.
Software heritage:
• Find out who is the application software supplier of this system; whether it is a commercially-sourced system from a well-respected supplier and subject to maintenance contract support, or whether it is written and maintained in-house.
User support:
• Find out how new users get trained on the system and what the help-desk support arrangements are.
Cost implications:
• Find out how much money was spent putting this system in, and also its annual ongoing cost.
• Estimate costs to the organisation for each hour, or day, if this system is out-of-action.
Management mood:
• If you can, get a sense of senior management’s overall mood about this system.

ICT audit: desktop software and office productivity tools
Desktop software audit Tick if done Comments (brief)
Core applications:
• Identify the core desktop applications the business is using.
• Investigate how they are licensed.
• Determine if every function is loaded onto every PC whether it is used or not.
Training:
• Find out who trains users in, and supports their ongoing use of, the desktop application software.
• Make an assessment of how effective and efficient the software support in the business seems to be.
Version issues:
• Find out if there are there any instances where different versions of desktop software are used and for what reason.
Document storage protocols:
• Investigate the organisation’s policies for documents to be saved to shared servers.
• Find out if there are examples where users store their own documents on their own PC drives and if so, investigate the reasons for that.
Planning for new desktop tools:
• Find out if there is any formal business process by which new desktop application software gets identified, trialled and purchased, and who manages that.
• At the same time, find out if there is anything new in the planning pipeline right now in this regard, and why.
Rogue applications:
• Keep a look-out for examples where application software has been introduced onto a PC that doesn’t appear to be part of the overall ICT plan. If individual users have done this, ask them why, and see if you can identify net efficiency gains, or losses, from them having done so.
Licensing regime:
Take a look at the licencing arrangements for the desktop software the business relies on:
• Find out if there are licences for all the machines that it is operating on.
• Determine the initial and ongoing costs of these licenses.
Unused tools:
• See if you can identify any software applications that are still on PCs but not being used anymore.
• If you find any, determine if license fees are still being paid for those applications.
People issues:
• Looking at the big picture of desktop productivity software, try to identify who calls the shots.
• At the same time, try to gauge the general satisfaction across the business with the toolset currently in use.

ICT audit: email service
Email audit Tick if done Comments (brief)
Core system:
• Ascertain the technical core of the email system. This includes whether it is hosted and administered internally (typically by the IT group) or outsourced.
Users and volumes:
• Determine the number of email addresses in use.
Other features:
• Email systems often have associated features like meeting scheduling, simple task management, contact lists and more. Find out which of these are in common use in the business and the degree of reliance placed on them.
Costs:
• Find out what the system costs to install and what its ongoing costs are. Keep in mind that staff labour costs are part of this, not just the software licensing costs.

ICT Audit: Other Systems, Template
Other Systems Audit Tick if done Comments (brief)
Name of additional system:
• What are its components?
• How does it work, technically?
• Who uses it?
• Who manages it?
• How critical is it?
• What is it costing?
• What happens if it fails?
• Are there reasons to alter or grow this system?

ICT audit: desktop hardware
Desktop hardware audit Tick if done Comments (brief)
Device type and count:
• Count the PC hardware: Macs and Windows machines, including their models and performance specifications.
• Get an idea of who seems to have the big, powerful machines and form a view about whether that seems justified by role and needs.
Fleet age:
• Estimate the average age of the hardware fleet.
• Ascertain where the newest machines are, and why.
Dollar value:
• Make an estimate of the sunk investment in the desktop fleet.
• Using a rule of thumb of, say, four years active life for a typical PC, make an estimate of the annual rolling replacement cost of the fleet as time passes.
Hardware support:
• Find out what happens when a PC has a fault, or dies. That investigation will include who responds, and whether there are spare machines, configured and ready-to-swap-in.
Brand incompatibilities:
• Look for situations where there are functional disconnects, incompatibilities or job disruption emerging from having both Mac and Windows machines in the business.
Age-based incompatibilities:
• Identify situations where compatibility between old and new machines and the versions of software they can run has become an issue.
Adequacy of fleet:
• Try to gauge general satisfaction with the desktop hardware, whether it is up to the task, whether major investment is needed, and so on.
Personal use:
• Estimate how much personal use happens on the business’s PCs. Are employees on Facebook and eBay half the day?

ICT audit: LAN network
LAN audit Tick if done Comments (brief)
Reach:
• Find out where the LAN extends to, and identify any pockets of the business that it does not reach.
LAN-based shared resources:
• Identify the shared hardware resources that are accessible via the LAN. Mostly these will be file servers and printers.
Performance:
• Ask around to see if the LAN presents performance difficulties to users. Identify if there are times when it seems slow.
LAN connections:
• Looking at the physical items that make up the LAN (wires, hubs, sockets), make an assessment of whether the whole thing looks robust and secure or if a passer-by could kick out a cable and bring the business to a halt.

ICT audit: internet provision
Internet audit Tick if done Comments (brief)
Provider:
• Find out which external provider is supplying the business with its internet connectivity, and the data plan involved; speed up/down, data limits each way.
• If there are limits, find out if they are ever exceeded and, if so, what are the consequences.
Mobile data:
• Find out if mobile data services are provided by the same carrier and plan, or if this is a different one.
Look into the features and limitations of that plan.
Costs:
• Find out the cost of the current data plan.
• At the same time, look into what the next plan ‘up’ the scale offers and costs. This will be useful information because an expanded commitment to cloud computing will likely see data traffic rise.
Other plans:
• Take a general look at the various plans offered by the current service provider and competitive providers.
You will find that a number of cloud-based options are available which you should look into for future reference.

ICT audit: backup
Backup audit Tick if done Comments (brief)
PC file backup:
• Find out how individual PCs are backed up.
• Look into whether important files on the PCs are sent automatically to LAN servers or whether it is left to individual PC users to manage their own file backups.
Server backup:
• Find out how often, and where, the LAN-based servers are backed up.
History of failures:
• Look into whether there have been backup failures causing major inconvenience or worse. If there have been, investigate what was the management response.

ICT audit: web presence
Web site audit Tick if done Comments (brief)
General review:
• If the business has a website, look at its features and how it serves the business. Ask to see if there are plans to alter or expand the web presence.
Design and responsibility:
• Find out who designed and built the website, if they are internal staff or external consultants / service providers.
• At the same time, ask if these are the same people who maintain the site.
Hosting:
• Find out where the website is hosted, and why that decision was made.
Hardware platform:
• Look into what hardware the website is running on, who owns it and who manages it.
• Get a sense of whether it is performing well and what options the business has if it wanted to improve its performance.
Bandwidth demands:
• Investigate the bandwidth usage of the website and how it is trending.
• If usage is growing, estimate when a bigger data plan may be required.
Webmaster issues:
• Find out if the business relies heavily on in-house staff to manage its web presence and, if so, how that is going.
• Get a sense of whether there are significant risks in how the website is managed.

ICT audit: data for reporting
Data for reporting audit Tick if done Comments (brief)
What reports:
• Identify the routine reports that are critical for management.
Source of data:
• Find out what data is needed to prepare reports and what systems supply that data.
• Find out if there are any special tricks and timing that have to work in a particular way for reports to be produced.
Report designers:
• Identify who designs the reports and who changes them to meet new requirements.
• Make an assessment of risk factors in the reporting process, e.g. a key-person vulnerability.
Consequences of replacement:
• Look into what things could go wrong with reporting if an information system supplying the data was replaced by a new system.
Q6b.
Required:
Prepare a Business Case
After reading the case study, and having prepared the ICT Audit (in Q6a above), use the following template to prepare a short business case for the implementation of cloud computing for the Antique Boutique.
You are required to provide brief commentary and complete each of the 10 sections (as listed in the Table of Contents below).
Business Case
Proposal to Introduce Cloud Computing
The Antique Boutique
Table of Contents:
1. Introduction
2. Current Situation
3. Risks involved if current situation remains
4. New ICT proposal
5. Advantages and Justifications
6. Coaching and Training
7. Cost Factor – Cost Benefit Analysis
8. Intangible Advantages
9. Risks with the new system
10. Recommendations
11. Plan to introduce Cloud Computing
1. Introduction
[Required: Provide a brief description of why has the Business Case report been prepared.]
2. Current Situation
Limitations
[Required: Provide an explanation of the current situation including the limitations currently affecting the business]
3. Risks involved if current situation remains
[Required: List any problems confronting the business if situation is left as is. Outline the risks and possible consequences if the system remains unchanged.
3 have been listed but add more if required.]
1. Problem:
1. Risks:
1. Consequences:
2. Problem:
2. Risks:
2. Consequences:
3. Problem:
3. Risks:
3. Consequences:
4. New ICT proposal
[Required: Provide a brief description of new ICT being proposed including a list of its component systems.]
5. Advantages and Justifications
[Required: Outline the advantages and justification for adopting the new proposal and each of its separate aspects.]
6. Coaching and Training
[Required: Outline the training and/or coaching that staff may need in order to use any new software and to maximise optimal usage.
HINT: Training/coaching may come with a cost, so be sure to include reasonable estimates in the relevant lines of your Cost Benefit Analysis - see below]
7. Cost Factor – Cost Benefit Analysis
[Required: Provide a dollar-based Cost-Benefit Analysis
You may make your own assumptions and estimates about the costs and benefits dollar amounts arising from the project.
Provide a reasonable range of amounts for each of the key areas of your proposal.]
Use the following Cost-Benefit Analysis worksheet:
Cost-Benefit Analysis
Proposal to Introduce Cloud Computing - The Antique Boutique
Quantitative Costs
Non-Recurring Costs Year 1 Year 2 Year 3
Hardware
Servers
Desktop
Telecommunication equipment
Software (packaged or custom)
Computer room upgrades
Furniture and fixtures
Project organisational/support costs
Planning (upon approval)
Procurement
Contract negotiations
Labour
Infrastructure
Development
Business Process owners (users)
Management
Training of employees (pre-implementation)
Transition costs (parallel systems)
Post implementation reviews
Total Non-Recurring Costs $ $ $
Recurring Costs Year 1 Year 2 Year 3
Hardware/Software
Maintenance and upgrades
Computer supplies
Desktops (incremental to the project)
Data Storage
Help Desk support
Ongoing Additional Labour
IT staff costs (incl. benefits)
User training
Other
Data communication/transmission
Office leases
Total Recurring Costs $ $ $
Total Costs
(Non-Recurring + Recurring) $ $ $

Cost-Benefit Analysis
Proposal to Introduce Cloud Computing - The Antique Boutique
Quantitative Benefits
Quantitative Benefits Year 1 Year 2 Year 3
Revenues
(Enter revenue source here)
Total Revenues $ $ $
Cost Savings
Decreased cost of services provided
Savings from Business process improvements
Productivity gains
Savings from structural changes
Savings from optimized information (or flow)
Decreased information publishing cost
Reduced staffing cost (incl. overtime)
Reduced staff turnover costs
Total Cost Savings $ $ $
Cost Avoidance
(Enter Cost Avoidance Here)
Total Cost Avoidance $ $ $
Other Benefits
(Enter Other Benefits Here)
Total Other Benefits $ $ $
Total Benefits $ $ $

8. Intangible Advantages
[Required: List any intangible advantages.]
9. Risks with the new system
[Required: List the possible risks involved with the new system.
Also specify what the worst-case scenario is if something goes wrong?]
10. Recommendations
[Required: Briefly state your recommendations and outline your proposal, cost, advantages, and risks.
Tip: Summarise your recommendation/proposal, advantages, costs, advantages and risks as you have previously listed under each of the following headings.]
Recommendation & Proposal
Cost
Advantages
Intangible Advantages
Risks
11. Plan to introduce Cloud Computing
[Required: Outline the plan to introduce cloud computing into the business. Refer to sequence of headings and steps in Module 3 of the textbook.]

Q6c.
Video role play task
General instructions:
• Students must perform with at least 1 other person. Using just 1 other person to play multiple roles is completely OK. Alternatively, you can use as many other persons as there are roles.
• The other person(s) can play multiple roles except for the role required to be played by the student.
• There is no requirement for the other person(s) to be visible in the video, so if your partner(s) would prefer not to be visible, that’s OK.
• The student must be visible throughout the video.
• All persons must be audible throughout the recording.
• Using a camera phone is often a quick and easy way to record the video.
You’ll need to present a brief overview of some key aspects of your business case to your boss, the General Manager, Alvin Anderson, and one of store managers, Alexandra Fisher to get them to (enthusiastically!) agree to your plan.
Remember, Alvin considers two out of the five managers to be tech-savvy. That means three might be a bit scared of a major change like the one you’re proposing.
In your meeting, you’ll discuss:
- The general computing needs of the business
- Your business case (briefly; especially think about the basics from parts 2, 4, 5, 6, 10 & 11 of your business case)
- The managers’ different training needs (remember, you’ve outlined some options in your business case at part 6)

Instructions:
Download the role play script.
You will need at least one partner for this exercise, to read/play the parts of the other stakeholders. Give them the role play script titled ‘Cloud computing meeting’. You only need one partner; they can read all the parts other than yours.
Record your meeting with the managers of The Antique Boutique. Follow the video recording processes you’ve used before (also provided on the LMS).
Upload the meeting video at the same time as when you upload this written assignment document.
Criteria:
For this task, you’re being assessed on your ability to:
- discuss business computing needs effectively with a diverse group of managers
- demonstrate that you understand your business case inside out
- communicate your plan (part 11 of your Business Case) effectively
- get the managers excited about the learning opportunities
- effectively gain approval from the managers for your plan
Have fun and all the best!