[Date]
INF3708 Assignment 3
2024 - DUE 29 July
2024
QUESTIONS WITH COMPLETE ANSWERS
,INF3708 Assignment 3 2024 - DUE 29 July 2024
QUESTION 1 [40]
You and Sarita performed the project’s proposal “qualitative risk analysis” (Schwalbe, 2019, p.
470). An unsurprising risk factor is that beneficiaries are mostly located in areas of low
socioeconomic status, which may be a contributing factor to an order not being delivered to a
beneficiary.
1.1. Discuss two risks that the delivery service might potentially encounter when delivering a meal
to a low socio-economic area. (4)
1.2. Recommend risk mitigation features that can be build into the service delivery application
to prevent the risks that you identified in Question 1.1. (4)
1.3. Following qualitative risk analysis, you and Sarita performed “quantitative risk analysis”
(Schwalbe, 2019, p. 470) based on the hypothesis of “risk seeking” (Schwalbe, 2019, p.
469). You hypothesise that the delivery service decides to deliver in an area of low
socioeconomic status, and the risks that you identified in Question 1.1 materialises.
1.3.1. Describe cost implications if the risk materialises. (4)
1.4. In "planning risk responses," you and Sarita note that risks preventing a meal from being
delivered are somewhat reduced by the option of the meal being collected by the
beneficiary. However, such a response is ideal if the beneficiary stays in the vicinity of
the restaurant that prepares the meal. The results of a questionnaire investigating the
challenges of meal collection suggest that 60% of beneficiaries staying more than 10
kilometres from the restaurant cannot afford the travel expense, irrespective of whether
they take public or private transport.
1.4.1. Justify features that can be incorporated into Culinary Bargain’s online marketplace
to allow the beneficiary to cover the travel expense by either own transport or mini-
bus taxi. (6)
1.5. In a meeting where the project charter was reviewed, Ryan wanted to know why clients should
opt-in to donate. He argues that a percentage of Culinary Bargain’s net profit can
periodically be contributed to the hunger relieve programme, thus guaranteeing an
uninterrupted flow of donations. Sarita explained that client opt-in motivates clients to
contribute to and fosters a sense responsibility for a charitable initiative, thus attracting
clients who value corporate social responsibility.
1.5.1. Complement Sarita’s explanation by justifying why it is better to separate the
donation from the meal price in the context of scalable fundraising, profit margins,
, and meal cost estimates. (10)
1.6. Ryan furthermore wanted to know how you and Sarita will deal with instances where a
beneficiary redeems a coupon on the marketplace but fails to collect a meal. He highlights
the following implications:
i. An unrealised donation does not achieve its intended objective of a meal
consumed to curb hunger;
ii. If donating clients get wind of a pattern of discrepancies between redeemed
vouchers and uncollected meals, they might be discouraged from making future
donations; and
iii. managing and tracking redeemed coupons that do not lead to a collected meal can
incur additional administrative costs.
1.6.1. Evaluate the potential of “coercive power” and “reward power” (Schwalbe, 2019,
pp. 385–386) to prevent the behaviour of not collecting meals. (6)
1.7. In a meeting discussing the resource management plan, the Chief Digital Information Officer
(CDIO) of Telescopic, Siphokazi Malala, does not recommend using their in-house design
team for the order tracking and delivery system. According to Siphokazi, the Telescopic
development team can manage GPS system design, but there is better expertise in
designing these systems by subcontractors (freelance developers). Specifically, he knows
freelance developers who are experts in satellite technology and who develop robust
signal encoding methods to ensure accurate data transmission from satellites to receivers.
Siphokazi suggests collaborating with and outsourcing the design of the GPS system to
subcontractors if they decide to pursue Project O.
1.7.1. Promote the idea of outsourcing the GPS system design to subcontractors.
(6)
End of Question 1
Total: 40
INF3708 Assignment 3
2024 - DUE 29 July
2024
QUESTIONS WITH COMPLETE ANSWERS
,INF3708 Assignment 3 2024 - DUE 29 July 2024
QUESTION 1 [40]
You and Sarita performed the project’s proposal “qualitative risk analysis” (Schwalbe, 2019, p.
470). An unsurprising risk factor is that beneficiaries are mostly located in areas of low
socioeconomic status, which may be a contributing factor to an order not being delivered to a
beneficiary.
1.1. Discuss two risks that the delivery service might potentially encounter when delivering a meal
to a low socio-economic area. (4)
1.2. Recommend risk mitigation features that can be build into the service delivery application
to prevent the risks that you identified in Question 1.1. (4)
1.3. Following qualitative risk analysis, you and Sarita performed “quantitative risk analysis”
(Schwalbe, 2019, p. 470) based on the hypothesis of “risk seeking” (Schwalbe, 2019, p.
469). You hypothesise that the delivery service decides to deliver in an area of low
socioeconomic status, and the risks that you identified in Question 1.1 materialises.
1.3.1. Describe cost implications if the risk materialises. (4)
1.4. In "planning risk responses," you and Sarita note that risks preventing a meal from being
delivered are somewhat reduced by the option of the meal being collected by the
beneficiary. However, such a response is ideal if the beneficiary stays in the vicinity of
the restaurant that prepares the meal. The results of a questionnaire investigating the
challenges of meal collection suggest that 60% of beneficiaries staying more than 10
kilometres from the restaurant cannot afford the travel expense, irrespective of whether
they take public or private transport.
1.4.1. Justify features that can be incorporated into Culinary Bargain’s online marketplace
to allow the beneficiary to cover the travel expense by either own transport or mini-
bus taxi. (6)
1.5. In a meeting where the project charter was reviewed, Ryan wanted to know why clients should
opt-in to donate. He argues that a percentage of Culinary Bargain’s net profit can
periodically be contributed to the hunger relieve programme, thus guaranteeing an
uninterrupted flow of donations. Sarita explained that client opt-in motivates clients to
contribute to and fosters a sense responsibility for a charitable initiative, thus attracting
clients who value corporate social responsibility.
1.5.1. Complement Sarita’s explanation by justifying why it is better to separate the
donation from the meal price in the context of scalable fundraising, profit margins,
, and meal cost estimates. (10)
1.6. Ryan furthermore wanted to know how you and Sarita will deal with instances where a
beneficiary redeems a coupon on the marketplace but fails to collect a meal. He highlights
the following implications:
i. An unrealised donation does not achieve its intended objective of a meal
consumed to curb hunger;
ii. If donating clients get wind of a pattern of discrepancies between redeemed
vouchers and uncollected meals, they might be discouraged from making future
donations; and
iii. managing and tracking redeemed coupons that do not lead to a collected meal can
incur additional administrative costs.
1.6.1. Evaluate the potential of “coercive power” and “reward power” (Schwalbe, 2019,
pp. 385–386) to prevent the behaviour of not collecting meals. (6)
1.7. In a meeting discussing the resource management plan, the Chief Digital Information Officer
(CDIO) of Telescopic, Siphokazi Malala, does not recommend using their in-house design
team for the order tracking and delivery system. According to Siphokazi, the Telescopic
development team can manage GPS system design, but there is better expertise in
designing these systems by subcontractors (freelance developers). Specifically, he knows
freelance developers who are experts in satellite technology and who develop robust
signal encoding methods to ensure accurate data transmission from satellites to receivers.
Siphokazi suggests collaborating with and outsourcing the design of the GPS system to
subcontractors if they decide to pursue Project O.
1.7.1. Promote the idea of outsourcing the GPS system design to subcontractors.
(6)
End of Question 1
Total: 40
