In this project proposal, primary activity is identified to create an overall IT infrastructure for AusEd. Existing IT infrastructure as well as the internal network is not segmented into three different departments. Furthermore, the network is not well organized for users to accept MYOB accounting software and SugarCRM (Customer relationship management system). Moreover, AusEd requires incorporating reliability in student assessment and providing educational services to poor or unstable internet connection-prone areas.
Purpose and Scope of the Problem Space as well as Business Context
Business context for AusEd includes major activities such as providing online education service for worldwide students generally in Australia, PNG and South Pacific islands. AusEd moreover, provides programs for information technology. The organization comprises of executive and operational management, sales and marketing, teaching staffs, and special study centers. The purpose and scope of the business context for AusEd states following:
Purpose: To provide online education, distance learning and special study for worldwide students
Scope: To provide reliability in IT infrastructure for student assessments and to increase income along with support staffs
The system scope is identified as in following aspects such as:
System assumptions are considered to be listed as following:
System design is prepared in this case study for AusEd organization, with individual department wise network diagram preparation. Individual departments as Sales, Course Delivery, and Operations division are designed so that individual network diagram can be discussed. Moreover, combining each departments, entire network diagram is prepared as well.
Figure 1: Department Network Diagram
(Source: Created by author)
Individual department such as Sales, Course Delivery, and Operations division uses common devices such as personal computers, printers, wireless access points, laptop, and switches. Combining each department wise designs; entire network diagram is prepared for AusEd organization. The complete network diagram is shown as underneath:
Figure 2: Complete Network Diagram
(Source: Created by author)
Necessary devices in this organization are included for AusEd and their three individual departments. The devices are shown in below table.
|
Architectures |
Departments |
Devices |
|
In-house |
Sales division |
Server, switches (modem), router, Wi-Fi device, personal computers, printers |
|
Course Delivery division |
Switches, router, Wi-Fi device, personal computers, printers |
|
|
Operations division |
Switches, router, Wi-Fi device, personal computers, printers |
|
|
Email server |
All departments |
Outlook web access, exchange server, mobile access browsers, IMAP clients, outlook MAPI |
Table 3: List of Hardware and Software in Architectures
(Source: Created by author)
Cost analysis is prepared considering estimation of tangible one-time and recurring costs. Moreover, the benefits are considered for the break-even and payback analysis. In first table, the costs and benefits are listed with tangible one-time and recurring costs. Furthermore, the break-even analysis is conducted taking the costs and benefits. Moreover, the payback period is estimated.
|
Tangible Benefits |
|
|
Category |
In $US |
|
Reduction of System Expenses |
$ 150,000.00 |
|
Reduction of Stakeholder Wages |
$ 120,000.00 |
|
Effective service benefits |
$ 10,000.00 |
|
Other benefits |
$ 30,000.00 |
|
Total Tangible Benefits |
$ 310,000.00 |
|
Tangible One-Time Costs |
|
|
Category |
In $US |
|
Development Cost |
$ 65,000.00 |
|
Device Cost |
$ 25,000.00 |
|
Transportation Cost |
$ 3,000.00 |
|
Stakeholder wages |
$ 7,500.00 |
|
Equipment Cost |
$ 2,500.00 |
|
Other Cost |
$ 8,200.00 |
|
Total Tangible One-Time Costs |
$ 111,200.00 |
|
Tangible Recurring Costs |
|
|
Category |
In $US |
|
Maintenance Cost |
$ 35,000.00 |
|
Software Upgrade Cost |
$ 7,500.00 |
|
New Equipment Installation Cost |
$ 1,890.00 |
|
Total Tangible Recurring Costs |
$ 44,390.00 |
Table 4: Costs and Benefits Identified
(Source: Created by author)
|
Break Even Analysis (AusEd) |
|||||
|
One-time and Recurring Costs |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
Development Cost |
$ 65,000 |
$ – |
$ – |
$ – |
$ – |
|
Device Cost |
$ 25,000 |
$ – |
$ – |
$ – |
$ – |
|
Transportation Cost |
$ 3,000 |
$ – |
$ – |
$ – |
$ – |
|
Stakeholder wages |
$ 7,500 |
$ – |
$ – |
$ – |
$ – |
|
Equipment Cost |
$ 2,500 |
$ – |
$ – |
$ – |
$ – |
|
Other Cost |
$ 8,200 |
$ 15,000 |
$ 20,000 |
$ 30,000 |
$ 40,000 |
|
Maintenance Cost |
$ 35,000 |
$ 35,000 |
$ 35,000 |
$ 35,000 |
$ 35,000 |
|
Software Upgrade Cost |
$ 7,500 |
$ 7,500 |
$ 7,500 |
$ 7,500 |
$ 7,500 |
|
New Equipment Installation Cost |
$ 1,890 |
$ 1,890 |
$ 1,890 |
$ 1,890 |
$ 1,890 |
|
Total Costs |
$ 155,590 |
$ 59,390 |
$ 64,390 |
$ 74,390 |
$ 84,390 |
|
Benefits and Advantages |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
Reduction of System Expenses |
$ 150,000 |
$ 150,750 |
$ 151,504 |
$ 152,261 |
$ 153,023 |
|
Reduction of Stakeholder Wages |
$ 120,000 |
$ 120,600 |
$ 121,203 |
$ 121,809 |
$ 122,418 |
|
Effective service benefits |
$ 10,000 |
$ 10,050 |
$ 10,100 |
$ 10,151 |
$ 10,202 |
|
Other benefits |
$ 30,000 |
$ 30,150 |
$ 30,301 |
$ 30,452 |
$ 30,605 |
|
Total Recurring Costs |
$ 44,390 |
$ 311,550 |
$ 313,108 |
$ 314,673 |
$ 316,247 |
Table 5: Break-even Analysis
(Source: Created by author)
Figure 3: Break-even chart
(Source: Created by author)
|
Payback Analysis (AusEd) |
|||||
|
Benefits of option |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
Reduction of System Expenses |
$ 150,000 |
$ 150,000 |
$ 150,000 |
$ 150,000 |
$ 150,000 |
|
Reduction of Stakeholder Wages |
$ 120,000 |
$ 120,000 |
$ 120,000 |
$ 120,000 |
$ 120,000 |
|
Effective service benefits |
$ 10,000 |
$ 10,000 |
$ 10,000 |
$ 10,000 |
$ 10,000 |
|
Other benefits |
$ 30,000 |
$ 30,000 |
$ 30,000 |
$ 30,000 |
$ 30,000 |
|
Total Benefits |
$ 310,000 |
$ 310,000 |
$ 310,000 |
$ 310,000 |
$ 310,000 |
|
Costs of option |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
Maintenance Cost |
$ 35,000 |
$ 35,000 |
$ 35,000 |
$ 35,000 |
$ 35,000 |
|
Software Upgrade Cost |
$ 7,500 |
$ 7,500 |
$ 7,500 |
$ 7,500 |
$ 7,500 |
|
New Equipment Installation Cost |
$ 1,890 |
$ 1,890 |
$ 1,890 |
$ 1,890 |
$ 1,890 |
|
Total Costs |
$ 44,390 |
$ 44,390 |
$ 44,390 |
$ 44,390 |
$ 44,390 |
|
Net benefits/costs |
$ 265,610 |
$ 265,610 |
$ 265,610 |
$ 265,610 |
$ 265,610 |
|
Cumulative benefits/costs |
$ 265,610 |
$ 531,220 |
$ 796,830 |
$ 1,062,440 |
$ 1,328,050 |
|
Break Even Period |
2.31 Years |
Table 7: Estimation of Payback Period
(Source: Created by author)
Figure 84 Payback chart
(Source: Created by author)
In this project, sustainable goal identification is relevant for extending education services to poor and unstable internet connection-prone areas. Currently, AusEd provides only online and distant learning programs. To achieve sustainable objectives in this project, sustainable objectives are included as following:
To achieve the sustainable goals, the organization should develop zone wise study programs directed by in-house teaching staffs. These objectives can be achieved with developing state wise development programs. State wise development programs will consider the zones where in-house teaching service is to be provided. Moreover, more teaching staffs need to be hired for in-house teaching programs.
Austin, A.E. and Sorcinelli, M.D., 2013. The future of faculty development: Where are we going?. New Directions for Teaching and Learning, 2013(133), pp.85-97.
Brescianini, S., Fagnani, C., Toccaceli, V., Medda, E., Nisticò, L., D’Ippolito, C., Alviti, S., Arnofi, A., Caffari, B., Delfino, D. and Ferri, M., 2013. An update on the Italian Twin Register: advances in cohort recruitment, project building and network development. Twin Research and Human Genetics, 16(01), pp.190-196.
Hakansson, H. ed., 2015. Industrial Technological Development (Routledge Revivals): A Network Approach. Routledge.
Inokuchi, R., Sato, H., Nakajima, S., Shinohara, K., Nakamura, K., Gunshin, M., Hiruma, T., Ishii, T., Matsubara, T., Kitsuta, Y. and Yahagi, N., 2013. Development of information systems and clinical decision support systems for emergency departments: a long road ahead for Japan. Emergency Medicine Journal, pp.emermed-2012.
Kimbu, A.N. and Ngoasong, M.Z., 2013. Centralised decentralisation of tourism development: a network perspective. Annals of Tourism Research, 40, pp.235-259.
Messner, D., 2013. The Network Society: Economic Development and International Competitveness as Problems of Social. Routledge.
Rienties, B. and Kinchin, I., 2014. Understanding (in) formal learning in an academic development programme: A social network perspective. Teaching and Teacher Education, 39, pp.123-135.
Uter, W., Gefeller, O., Geier, J. and Schnuch, A., 2014. Contact sensitization to cobalt–multifactorial analysis of risk factors based on long?term data of the Information Network of Departments of Dermatology. Contact dermatitis, 71(6), pp.326-337.
Valkering, P., Beumer, C., de Kraker, J. and Ruelle, C., 2013. An analysis of learning interactions in a cross-border network for sustainable urban neighbourhood development. Journal of Cleaner Production, 49, pp.85-94.
Van Horenbeek, A. and Pintelon, L., 2014. Development of a maintenance performance measurement framework—using the analytic network process (ANP) for maintenance performance indicator selection. Omega, 42(1), pp.33-46.
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