INF3708 Assignment 3
2024 - DUE 29 July
2024
[Company address]
,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 optin
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
QUESTIO
N2
[60]
Comparing in-house development with outsourcing the development of the order tracking
and delivery system is not the only factor that determines whether Telescopic will
outsource this functionality to subcontractors. A decision to neither incorporate an order
tracking and delivery system via in-house development nor outsource it, but instead join
an existing delivery service like Uber Eats, holds cost implications. For example, the initial
setup cost of designing their own order tracking and delivery system will be high due to
2024 - DUE 29 July
2024
[Company address]
,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 optin
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
QUESTIO
N2
[60]
Comparing in-house development with outsourcing the development of the order tracking
and delivery system is not the only factor that determines whether Telescopic will
outsource this functionality to subcontractors. A decision to neither incorporate an order
tracking and delivery system via in-house development nor outsource it, but instead join
an existing delivery service like Uber Eats, holds cost implications. For example, the initial
setup cost of designing their own order tracking and delivery system will be high due to
