ࡱ> |( / 0DArialewRoman,Botts 0"DTimes New Romantts 0 DSymbolew Romantts 00DVerdanaw Romantts 0"@DCourier Newmantts 01PDTimesNewRoman,Bolds 0@ .  @n?" dd@  @@`` <0e?RSTUVWXYZ}[a\t] ^_`abcdefghijklmnopqrstuvwxy{|}~7 0AA@ʚ;ʚ;g4?d?d$ 06ppp@ <4dddd@w 0ts E0___PPT10 ppp___PPT9RJ67:<=@ABEFGHJK&LMNOQRTUVWXYZ[\]&_&`a&bcd>fgjk2lnrstuvwxz{|}~2&?  %ɦ ICT Revision   Quick guide  #  96 TLevels in an organisation Strategic Tactical (Implementation) (1); Operational (1) \`9DA9A U :7 Examples of categories of users of information systems, and the level at which they operate Higher Management They work at the Strategic level Middle Management They work at the Tactical level Workers They work at the Operational level \`\DAAAAAAAAAAAAAA  ;8 Role of an information system in decision making for the tactical and strategic levels of supermarket management Tactical (local in this context)  affecting hour by hour/day-to-day/shortterm operational decisions (1), e.g. staff rosters, reorder quantities on previous local sales, how many tills to open etc (1) Strategic (central in this context)  long term decisions (1), where to locate new stores, what lines of merchandise to carry, based on sales figures etc (1) :qZkZqj.qE    <9 0 13.2 Information Systems and Organisations 11 ! !/ 1 =: Definition and example of a data processing system A data processing system is an Operational or low level system which will in most cases involve electronic data capture(1). Such systems are used for repetitive and routine business activities (1), including for day-to-day transactions, like transaction processing. (1) Examples: Register/attendance, Point-of-sale, Stock control, ticket booking system etc V4pZiZZ4DiA  >; Definition and example of an information processing system An a system that takes data from different sources and converts it into information which can be communicated in appropriate format to managers at different levels, like the tactical and strategic levels, to aid planning or decision-making Examples: Student Info system, Financial reporting system, Sales Information system, library information system, Management Information System, Executive information system, Decision support system etc <pZZ4ZZZ<FC4CC  ?< The difference between a data processing system and an information system, in the context of a supermarket 1 mark for each of DP and IS, plus 1 for each example DP  precise/low level/electronic data capture/used for repetitive/routine business activities. (1) Examples: Stock control/payroll calculations/invoices/ point-of-sale (1) IS  collection of data to improve performance/aid to decision making/support for management. (1) Examples: Sales Information system/Financial info system/stock summary (1) Vk`kFC  @= Examples of how a data processing operation in a supermarket might provide data for a company-wide information system. Must be in context  first mark for indicating output from DP system is used/processed by an MIS; second mark is dependant on the first The data from the POS system (items sold, loyalty card information) is processed (1) to show who buys what, location, time of day/week/year (1) OR into information that can be presented in a way to enable management to make strategic decisions(1) VwpZZZwDA  A> jDeliverables in the information life cycle of an information system, and when they are produced/completed 2j`jD k B?C@ xDefinition of an MIS (Management Information System) An MIS is a system to convert data from internal and external sources into information (1) The information is communicated in an appropriate/understandable form (1)& & for use by managers at different levels (1)& & so that they can use the information produced (1)& & to enable them to make effective decisions (1) Examples: Sales Information system Financial Info system Production summary v5`5F+C CRC  DA why an organisation would implement an MIS so that managers at different levels of an organisation (1) can use the information produced (1) to enable them to make effective decisions (1) P+`+DA  FB NHow a Managing Director (MD) would use an MIS A supermarket CEO may take a report showing the comparative performance of all the supermarkets in the country (1) to decide the long term strategy/make strategic decisions (1) An MD could use an MIS to analyse financial information, such as the income of a supermarket, (1) to see whether the store is making money or not, thus aiding the decision to keep the store open. (1) P.`y.DyA  GC  Actions that managers could take to increase the chances of a MIS being successful 1 for action (a), 1 for description/statement/expansion of how it would help (h) Ensuring the right amount of management knowledge of ICT and its capabilities or having awareness or training sessions (a) so that they do not make excessive demands that are not technically possible (h) Ensuring emphasis is on business process, not on low level data processing (a) regularly checking that the development will deliver what is required by the business (h) Making only appropriate demands on development and ICT team (a) by not expecting them to take short cuts to deliver a sub-standard product (h) Allowing development team to adhere to standards (a) not pressurising then to produce a quick and dirty solution that would become un-maintainable (h) Have all parties working as a team (a) allowing good communication between managers, users and development team (h) Allowing the development team to have enough time to complete each stage properly (a) by not pressurising them to cut corners (h) Making sure there are no problems with changeover (a) by ensuring that all training and documentation is complete and that all other departments are ready (h) Ensuring the right amount of user involvement/communication throughout the development cycle (a) and making sure that all parties are available for consultation (h) Allowing for and ensuring the right staff/resources are available to the project team at all stages (a) e.g. Users for acceptance testing (h) SpPQPePPSFCVCJC_C;CTC0C(CKCK0C"CRCQC1C1CnC\CICcC+C@     HD Factors that might cause an MIS to fail / may cause the failure of a system that has been introduced too quickly lack of communication between management, users and the development team inadequate analysis/other phase emphasis on computer system/ not on info needs of users concentration on low level data processing not giving managers what they need/not meeting requirements lack of management knowledge of ICT and its capabilities lack of team work lack of standards Incomplete documentation problems with changeover/procedures not ready staff not prepared/ change in roles/ training not taken place etc lack of consideration for post-implementation maintenance excessive management demands hqpPPFPPqFHC  IE Problems that staff might encounter when a system has been introduced too quickly Problems using the system properly (P), because of lack of training/lack of skill (E) May lose job/be made redundant (P), due to new system doing what used to be a manual task (E) Changes forced upon staff (P) leading to resentment/attitude problems (E) Employment pattern changed (P) may want to relocate (E) May have a problem with new system and not know what to do (P), as new working procedures have been introduced but not communicated (E) Have problems with new/changed working conditions (P), which were introduced without consultation (E) Fall foul new/updated rules (P) that are included in a new Code of Practice (E) ,RpZtZZRF"C4CC@CC1CCC:CNC1C5CC6C  JF Issues that the IT department should address, so that any new information system developed is more likely to succeed Professional standards used (1) so everyone knows what processes and procedures to use during development (1) Effective team working/balanced teams as a norm( 1), with everyone working together on appropriate tasks, well-controlled by good leadership (1) To have a project management methodology in place (1) that allows good control of the development process (1). Always follow a life-cycle methodology in a standard way (1), to allow effective/exhaustive analysis/design/testing methods, making sure no important steps are missed (1) Strong communication links with management (1), so that impossible demands are not made/so that compromises can be agreed for any particular requirement (1) Involvement of manager/user in development (1) needs to be at an appropriate level (1) Implementation strategy (1) making sure that all parties are prepared (e.g. training planned or documentation written) (1). ,vpPPPvFCSC/CbC1C>C8CsC*CsC*C-CCfC  KG Reasons why a feasibility study might recommend the replacement or updating of an existing information system. Current system no longer fit for purpose/is ineffective Changes in processes/business methods (Do not allow business studies reasons) New legislation forces changes Technical developments mean current system outdated/redundant Current system inflexible/too expensive to run/developer skills rare therefore expensive Po`<oD<Ao= LH Factors that should be considered when discussing the introduction of a new information system 1 for factor (F), 1 for expansion/example (E) Technical issues Economic issues Legal issues Operational issues Schedule issues Training issues Changeover issues P_`_DA_ MI 0 13.3 Corporate Information Systems Strategy B0` D'D 1 NJ Role of a corporate information systems security policy to have written procedures to follow (1) that spell out what is to be protected (1) how it is to be protected (1) and who is responsible (1) P8`8DA  OK Definition of informal information flow Informal information is Information that naturally arises, is not structured and is produced ad-hoc (1) Such as a phone call, personal conversation, during a meeting or by observation, e-mail, bulletin board, special interest group (1) Definition of formal information flow A system with fully documented/agreed procedures (1) Stating stages of flow/control/exception handling/distribution (1) Eg.  Business letter is good example;  Letter on its own not good (`&`(FC&FC&  E PL ODifference between formal and informal information flows within an organisation Formal flow is a system with fully documented/agreed procedures (1) Stating stages of flow/control/exception handling/distribution (1) Informal is not a system/ is using the grapevine/is unstructured/ is naturally arising (1) Formal example - e.g. business letter/report/memo/agenda/minutes of meeting/planned or scheduled meeting( 1) Informal example - e.g. note/gossip/non-documented conversation/phone call/personal conversation/during a meeting/observation/e-mail/bulletin board/special interest group (1) VP`PFC P QM  Topics that should be covered in a corporate information systems security policy prevention of misuse detection of misuse investigation of misuse procedures for preventing misuse (accept an example e.g. Access levels etc) staff responsibilities disciplinary procedures PQ`QDA  RN Information systems that would be useful to managers at the highest level of an organisation 1 mark for an info sys, 1 for use (planning/decision-making), 1 for describing how. Info sys are (e.g.) MIS, EIS, DSS. These get the 1 for info sys. Anything else, read the whole answer and, if the explanation is at strategic level, give the mark for info sys as a bod. Eg1 A Sales Management information system (1) could be useful when planning future expansion (1) as the information provided would show the growth areas in terms of product or geography (1) Eg2 Use MIS to create analyse sales in 50 stores around the country, to determine which of the 50 stores to close down. NOTE: Not IS on its own. NOTE: Not DBMS. ]pZvZZ]F CKCKhC&f  i SO Factors that can influence an information system within an organisation, and which should be considered when writing a Corporate Information Systems Strategy. 1 for stating factor (f), 1 for description/example/expansion Business strategy/Business objectives (f) + (e) Legal and Audit requirements (f) + (e) Information flow within the organisation (f) + (e) Staff knowledge and experience with ICT (f), + (e) Management style and methods/culture (f), + (e) General organisational structure (f) + (e) Breakdown of functions (f), + (e) Responsibilities for ICT (f), + (e) Personalities within org (f), + (e) Ability to adapt to change (f), + (e) Motivation of staff (f), + (e) Training facilities for staff (f), + (e) Hardware/technology available/considerations (f) + (e) Software/applications/systems available/considerations (f) + (e) Standards in use within organisation/within the industry (f) + (e) Behavioural factors (f) + (e) |pPPPFCCC  TP Effects that the structure of an organisation could have on the flow of information 1 for the effect on flow, 1 for description/example/expansion EFFECTS Time (slower/faster) Accuracy (distorted) Style (formal/informal) Types Quality Examples: STYLE - Hierarchical, or pyramid shape organisation has longer more formal paths for information flow (1) may take longer (1) TIME - Flatter, matrix/mesh shape tends to allow shorter routes (1), information may be less reliable/idea of Chinese whispers (1) xTpZ?ZcZZTF?CcC  UQ Factors that might be considered when producing a corporate information system strategy Organisation and functions of management (1), description of current departments/functions, how information used (1) methods of planning and decision-making (1), levels of (strategic, tactical, operational)/formal and informal methods/ democratic(consensus)/ project boards/autocratic/automatic/ prescriptive/descriptive/rational (1) legal and audit requirements (1), nature of business/compliance with DPA or other acts/industry standards etc (1) general organisational structure (1) pyramid etc and information going up/down between (1) responsibility for the information system within an organisation (1), IT manager/department, managers of different departments (1) information flow (1) directions/movement/type/procedures (1) hardware/technology (1) age/capabilities/upgrading of/compatibility (1) software/applications (1) compatibility/future direction/ upgrades/ versions/ generic/ bespoke (1) standards and behavioural factors (1) personalities/motivation/ability to adapt to change (1) EG1: How information will flow around the organisation (f), for example the use of a company wide intranet or internal email systems can be used to get information to all employees quickly and efficiently (e). EG2: The structure of the organisation (f), for example a formal pyramid shaped structure will require a method of ensuring information is passed up and down the structure appropriately and in a timely manner (e). lXpPPPXF(CMC'CCCVC C;C@CCCC-CC5CCNC!CC&D   VR GPotential users of a bespoke package to manage client information, including the booking of lessons, the tracking of progress, and the recording of payments for an independent driving school Driving school owner Driving instructor Administrative assistant/receptionist/secretary Driving learner or parents of a driving learner P`DA H XT Levels of information that each of the above users might require Owner  strategic, support decision making, e.g. whether or nor to employ more instructors Instructor  tactical, planning, e.g. scheduling programme for a particular learner driver; also could be operational, daily diary, where and at what time is next pick-up. Administrative  accept any reasonable tactical or operational Learner  operational enquiry only as part of booking next lesson/s e.g. seeing when instructor is free. BpZZZBDAVA AAA1AAbA  WS  13.4 Information and Data   YU KWays of classifying information, with examples Source - internal, external, primary, secondary Eg. A high-level manager may use sales information (e) that is based on information that has come from different sources (c), both internal and external (w), to help him decide what products to stock. Nature - quantitative, qualitative, formal, informal Level - strategic, tactical, operational Time - historical, current, future Frequency - real-time, hourly, daily, monthly Use - planning, control, decision Form - written, visual, aural, sensory Type - disaggregated, aggregated, sampled. f/`/FC*CCCC/CC$CCC C%CCCC#CC'C:_   $ ZV Characteristics of good information in the context of an online store which gives indirect access to the stock control and ordering systems of the company 1 for characteristic/description (c), 1 for example (e) Complete, for example the sales director of a company uses a report that is based on the sales in all the regions that the company works in. Relevant - an area manager uses a report to make decisions about his area it does not need sales information included about the other areas in the company. Accurate, for example the figures on a financial report have come from reliable sources. In the right detail, the CEO of a company does not need to see every product sold, but just needs summary reports with indicators of any problem areas. Reliable/have User s confidence or description (c) + example (e) Right person/level or description (c) + example (e) Right time or description (c) + example (e) Correct channel of communication or description (c) + example (e) Understandable or description (c) + example (e) Up-to-date or description (c) + example (e) In right format or description (c) + example (e) pPPPF!CCCCCCCCCCQCCC.CC!CCCC/CCCCCCCC i j [W Benefits to customers of a company using good information in the context of an online store means that the customer knows that what they have ordered is available will be delivered when the on-line store says it will the price quoted is accurate customer has confidence P\`\DA  \X Benefits to a company of having good information means that the organisation will have the stock capability to satisfy customer buying requirements will not be duped by fraudulent transactions will be competitive with similar on-line selling organisations customer satisfaction/so will use the site again can use the statistics/info to make company decisions increased business/profits V1pZQZZ1DQA  ]Y AReasons for using a formal method to have standards in use to provide clear timescales/deadlines to identify the agreed deliverables to identify milestones, where approval to proceed can occur to give clear tasks/objectives to see who should be doing what, and when to enable control/monitoring of the schedule or budget P"`"DA B ^Z HProblems that might occur when entering free text answers from a questionnaire into an MIS Translation problems e.g. illegible writing (1) (i.e. reading difficulties) Transcription problems (1) (i.e. keying difficulties) Verification (1) Difficulty understanding the responses (1) Irrelevant answers Too wide a range of answers P[`[DA I _[ Data capture methods that a company could use for entering the data collected on the questionnaires Optical Mark Recognition Keyboard Entry/ key-to-disk Optical Character Recognition/scanning into a word processing program Pointer (Mouse acceptable) for Radio button/check box Touch Screen Voice Input Bar code scanning/recognition (needs to be for form identification, not numeric codes) \fpZ"ZZfF"C  `\ Methods of presenting the information produced from a questionnaire to a group of managers OHP/Presentation (1) plus description/example/expansion (1) Report (1) plus description/example/expansion (1) Eg. Using reports which summarise the largest number of opinions. These reports could include illustrative presentation, such as graphs and charts. (Series of) graphs/charts (NOT a single graph/chart) t[pZ8ZZ[DAI6AV    k7 a] Data capture method for a  free text response/open question on a market research questionnaire Keyboard entry/Keying/Typing Optical Character Recognition Voice Recognition methods that could be used to ensure accurate data entry on a  free text response Double-entry verification (1), where a second person overtypes the first entry(1); Sight/spell verification (1) to check OCR has correctly translated the input text (1) Sight verification (1) check back with original document (1) `pZMZSpZZZ`FMCSFC ` M: c_ Data capture method that would be suitable for a closed question/ crossed or circled response question Optical Mark Recognition Optical character recognition (if not used in (a) i) Mouse-click methods that could be used to ensure accurate data entry on a closed question/  crossed or circled response question Validation (1), to prevent out of range answers being entered (1); Verification by sight(1), to check the OMR reader has read the pages properly (1) i`Zv`iFZCvFC  d` Output format to use when summarising free text responses summary of comments/report with management summary (1), most frequent comments highlighted/because management do not need to see every detail (1) P:`:DA  ea NOutput format to use when summarising closed questions/  crossed or circled response question Graphs/charts/numerical summary (1), because it is easy to see bulky results (1) The reason why a market research company would use an ICT system to process responses process large number results received faster displayed suitably/easier to read reduce errors/better accuracy could combine with other internal or external data ``QV``FQCVFC  fb Examples of INTERNAL information requirements including information on: who needs the information; what information they require; what it is to be used for. 1 for who (w), 1 for what info (i), 1 for use (u). A supermarket fresh produce department manager (w), needs information about current stock levels on the shelf (i), so they can decide what needs stocking up and ultimately reordering from the warehouse (u) A pastoral tutor in a college (w), needs up-to-date grades and attendance records (i), to use in a one-to-one progress review with their tutee (u) The accountant at a hotel (w) needs to see what bookings have been made (i) so that they can predict revenue expected (u) pZZZbFGFGF CCCC CCC  gc Examples of EXTERNAL information requirements including information on: who needs the information; what information they require; what it is to be used for. The inland revenue (w) receives lists of tax paid from payroll systems (i) so they can work out if any tax has been under or overpaid (u) Suppliers (w) receive automatic ordering information from customer stock control systems (i) so that they can fill the orders and satisfy their customers requirements (u) Examination boards (w) receive lists of candidate names and subjects from school exam control systems (i) so that they can administer their examination entry and result systems more efficiently (u) Shareholders (w) who want to see details of profit & loss (i) so they can decide whether to sell or buy more shares (u) Parents (w) who like to see performance statistics for the school (i) to decide whether or not to send their child there(u) pZZZbFGFGF#CKC@      hd `Level of information needed by: 1- a supermarket stock-checker; 2- the manager of the fresh food department in one store; 3 - the company executive officer, based at head office. Supermarket stock-checker; Operational The manager of the fresh food department in one store; Tactical The company executive officer, based at head office. Strategic `` 8` 7` D@ A8@ A7 @ A a ie zSupermarket customer; Till receipt (o) shopping items bought, prices, total cost, (c), used to check shopping against receipt/check prices/check new loyalty card points/use to get refund/see how much youve spent (u) Or& Touch screen display (o) showing stock levels of particular items/special offers/loyalty card balance (c), used for deciding what to buy/see whats on special (u) Supermarket stock-checker; Stock list (o) showing item description/quantities/size/price (c) so that they can be certain the correct goods are picked up from the warehouse and go on the shelves/so they can see what needs reordering (u) Manager of the fresh food department in one store; Fresh goods sales list/stock position list (o) showing quantities sold (in a period), wastage, and costs (c), used for deciding whether to order more/less of item (u) Company executive officer, based at head office; must have feel for strategic level/overview Sales summary (o) showing total goods sold by department/store/region (possibly graphically) (c), used for making long-term decisions for the company (u) |pPjPpPP3pPP1pPPPB CCCCB CC3B*C}C1B,C CC@     jf GWhy the information used by the stock-checker is not appropriate for the company executive officer (CEO) Stock-checker uses - in detail/tabular listing(1) operational/day-to-day level info(1) immediate use information( 1) CEO uses summary/graphs & totals(1) strategic level(1) historical for future use/long-term decisions(1) Pi`iDAi kg Applications where the use of barcodes for data capture has had an impact, with advantages of that use Any 2 applications, 1 for naming the application/area (a), 1 for where the barcode is (b), 1 for how the data gets into the system (c), and 1 for stating the advantage of using them (d) 2 x (4,3,2,1,0) Airport baggage handling  paper handles are attached to luggage with bar codes for destination and changeover airports, scanners route luggage to correct loading bay  impact is that now process much faster as baggage handlers do not have to read labels (scanners above the conveyor belt)/ can tell customer quickly where luggage is, if lost/ general speeding up of all processes at airport. hpZZZZZhFCCqC  lh Parcel delivery  attach bar code to package/letter, also on input sheet, customer can track parcel round the world, often on the internet through satellite tracking systems, portable scanners used on delivery  impact is more security, know where package is in transit, faster working at post office/parcel collection, just  peel and stick Any organisation using very large amounts of paper/bills egg Inland revenue or Electricity boards, bar coded forms/bills, allow office staff to call up correct customer details, can track progress of the form from issue through receipt  impact is more security (can deny access if no bar code) and more accuracy, more throughput. Lottery ticketing  system generates the bar code on printing of ticket, indicates where bought, it is used to check for winners by putting it back in same machine on different mode  impact is very quick throughput and safer from fraud than anything manually typed/keyed. Manufacturing systems  bar codes on components, can be identified and tracked through the warehouse, coordinate the right parts for delivery to the assembly line  impact, save time looking for items in an automated environment. Hospital patients/new baby systems  patients/new born babies are tagged so that no mix-ups can occur, vital information recorded at the same time, check baby not given to wrong mum/correct operation or check correct procedure is carried out  impact less mistakes/less lawsuits! Borrowing systems  both item (book/video etc) and borrower card can use bar codes to identify, scanners read the information and record the loan, can be used to return the item  impact, accuracy, consistency, throughput. EPOS system  bar codes on each item, scanned either at checkout using flatbed scanner, or by smaller hand-held scanner, can provide description and item price to save manual keying in of price.RPR R mi Borrowing systems  both item (book/video etc) and borrower card can use bar codes to identify, scanners read the information and record the loan, can be used to return the item  impact, accuracy, consistency, throughput. EPOS system  bar codes on each item, scanned either at checkout using flatbed scanner, or by smaller hand-held scanner, can provide description and item price to save manual keying in of price. Stock Control  bar codes on each item, scanned either at checkout using flatbed scanner, or by smaller hand-held scanner, can automatically update stock levels in system Sales information/forecasting  bar code on each item have been scanned in at checkout/till, information and reports provided for tactical/strategic management, automatically. Examination administration systems  entry forms have bar codes produced at board, filled in by schools/colleges, scanned in at board, accuracy/faster processing etc as advantages Any other reasoned and probable system where bar codes would or could be used.P L  nj RWays of collecting data for an ICT based display system. The new system will give patients general information about the different surgery and clinic times, and who is on duty. 1 for collection method (M), 1 for description (D). Any 2 x (2,1,0) Low tech: paper based pro-forma (1) given to main reception by a set time each day (1) to form a batch of messages for the display (1) High tech: template on the network is completed (1) by a set time each day (1) or sent by e-mail to message e-mail address (1) Medium tech: Pro-forma (1) on a disk (1) given to reception by a set time (1) 4 marks V`FC S ok CHow an ICT based display system could be used to display urgent messages, and the safeguards which should be present to prevent the misuse of this feature. How the feature could be used e.g. Sudden delay/increase in waiting times or urgent contact from one of the clinics for a particular patient, especially if a patient is deaf in case of fire (one button input) Safeguard nominated person/user from each area (1) to send message for display (1) procedures (1) that all staff know to use (1) automated logoff (1) to prevent other user using receptionist PC (1) NOT password pPpPP pPPPFBC B C    D pl Differences between the information needed by sales personnel in their day-to-day work, and by shareholders reading the annual report. 2 marks per point, max 2 points - 2 (2,1,0) Level (operational/strategic) Timing (current/historical) Frequency (short/long-term) Use Type P`DA qm $ 13.5 The Management of Change %% " % rn Changes that may occur when an organisation introduces a new information system, and how these affect employees the job may change may mean a need for re training/re-skilling employment conditions may change (contract changes) may have to move house employment patterns may change May mean working shifts round the clock internal procedures (Security procedure, Data processing/handling routes, Communication paths Or Staff vetting) may change may mean interfacing with unfamiliar people change in structure (job losses, delayering, or job gains) may mean job losses/ fear of redundancy changes in management may mean different communication methods >qpZZZoFFC-C4CCC(CICC2C,C;C(CC)CT   \Y   x so  Areas that will change and need effective management following the introduction or development of an information system / factors that will need to be managed to ensure a smooth period of change. 1 for area (a), 1 for description/example/expansion Staffing Keeping current employees involved Attitude of existing employees resistance to change/ de-motivation if fear redundancy/ making sure they are consulted/well informed (1) Organisational structure may flatten as a result/close (or open) departments/ increase or decrease in no. of staff (1) Employment work pattern staff move around/get retrained/longer(shorter) hours/shift work required (e.g. Call centre 24-hour operation) (1) Employee work conditions staff move around/get re-trained Internal procedures (or any example of such) new working practices Re-skilling (of existing employees) assess training needs/ have to take on specialist staff. eg security policy/codes of practice/backup/disaster recovery/interface with suppliers or customers/legislation issues (1) npP5PPPyFGJF5C C#C!CiCC^CCsCC!C.CC%CCC 5 K 1M *  E  S  z tp  13.6 Legal Aspects    uq `Definition of the term  Risk Analysis Risk analysis is the idea of identifying each element of an information system (1) placing a value to the business/organisation on that element (1) identifying any potential threats to that element (1) and the likelihood of the threat occurring (1) putting a value against each (1) calculating an overall Risk figure (1) making a contingency/disaster recovery plan based on the result (1) `'`k'FC  vr Threats to an ICT system, and countermeasures for each one 1 for threat(t), 1 for counter-measure(c), 1 for description of why/how it would counteract the threat(e). Threat Counter measure Example/expansion Natural disaster. e.g. flood, earthquake backup kept off-site; hardware kept above flood-line; so that a safe copy is held and system can be reloaded; Electrical surge/power loss UPS/ RAID/ off-site duplication/ Mirror as above Physical . e.g. theft use locks etc prevent easy entry ;pPPP;FCCCC1CC"CZA     8  N ws Personnel . e.g. accidental overwrite have procedures trained staff less likely to make mistakes Hardware . e.g. disk crash have duplicate system/ hot site arrangment so that system can be up and running a.s.a.p Communications breach . e.g. hacking in firewalls, encryption, passwords to lessen ability to see/steal/tamper with data Virus . e.g. Trojan anti-virus software to stop files getting infected Data errors, inaccurate data in system verification and validation pick up data errors before they get into the system PP&C<CCXC(CQCC4C'CPC@   &  ; xt @Criteria that an organisation should consider when choosing a suitable disaster recovery plan/contingency plan.. Scale of the organisation and its ICT systems/Volume of data/Size of the system Nature of the operation / The importance of data held Timescale until the system is up and running Costs of recovery options relative to  value of systems Perceived likelihood of disaster happening, based on risk analysis q`/qD-A#AAA A$AA AAA*AA(  T0 yu *The methods an organisation could use to inform all its staff of a new Code of Practice, and how it would be effective/how it would work 1 for method (m), 1 for effectiveness (e) Staff meeting/one-to-one/Education of staff (m) + (e) Memo/Newsletter/Pamphlet (m) + (e) Intranet/central information store (m) + (e) E-mail to all staff (m) + (e) Send in the post to all staff (m) + (e) Posters (on noticeboards/wall) (m) + (e) Bulletin Boards (electronic noticeboards) (m) + (e) Phone/Text messaging (m) + (e) Startup message on company network (m) + (e) `+uoF CCCCvCZ   -   +  ' zv Procedures that appear in an Information Systems Security Policy, and how each one is used to protect systems and data 1 for procedure (p), 1 for expansion/example (e) to 3x(2, 1,0) User Ids & Passwords  keeping them safe (p), + e Having access levels for staff (p) + e Logging off computers when not in use (p) + e Having a backup and recovery plan (p) + (e) Having anti-virus software that automatically runs (p) + (e) Having a firewall (p) + (e) Encrypting data or emails being sent (p) + (e) Physical security (e.g. swipe cards/door locks) (p) + (e) Education & awareness of staff (p) + (e) |xpPPPxFCCC V {w Legislation that should be considered when writing an Information System Security Policy Data Protection Act Computer Misuse Act Freedom of Information Act PY`CYDCA  |x ZFactors that should be considered when writing an Information System Security Policy. prevention of misuse/protection against misuse/prevent unauthorised access (F); allow any sensible prevention example e.g. physical, anti-hacking etc (NOT vetting of staff) detection of misuse; e.g. finding an anomaly/discrepancy by regular checking investigation of misuse; e.g. by using monitoring software, audit trail etc procedures for keeping data safe e.g. data backup, file passwords etc staff responsibilities e.g. network manager monitors; disciplinary procedures responsibilities for backup procedure ,VpPPPVFOC^CC9CC5C C&CC CCC%CC [ }y  Methods by which a company can ensure that the requirements of Data Protection legislation are followed Having a departmental data protection officer (w) whose job is to make sure all employees follow procedures/ makes sure that the organisation is following the legislation (h) Having detailed job descriptions (w) so that all employees know what they should and should not be doing with personal data (h) Having procedures to follow up anomalies/error handling (w) to make sure that data held is accurate and reliable in accordance with the legislation (h) Having a strict code of practice for employees (w) e.g. re personal databases/ software etc (h) Educating staff (w) e.g. by having regular briefing sessions for new employees and for all employees whenever procedures or the law change (h) Network activity logging (w) to monitor who is accessing data (h) Having Disciplinary Procedures (w) so that the organisation can take steps when there has been unauthorised access to data (h) Having procedures for data collection & storage (w) to ensure only relevant and accurate data/ for purpose intended/ with subject consent (h) Having procedures for checking data held (w) to ensure data is up to-date/still accurate/still needed (h) Having procedures for data access/viewing (w) staff access levels/ subject access/ transferring to other countries/ selling information on (h) Having procedures to prevent unauthorised access to data (security) (w) e.g. using password/ physical means/ logins/ firewalls/ encryption (h) Having a procedure for informing the Information Commissioner (Data Protection Registrar) (w) about what data is held and for what purpose (h) ipPPPPiFC-CC C`C7CaC.C2CCCC*CCaC/C_C(CBC)CfCCCLCYC6C  ~z Methods of enforcing and controlling health and safety legislation within an organisation Have a Health and Safety officer Regular inspections of work stations against Health and Safety criteria (electrical equipment, VDU emissions etc) Regular inspections of work stations against ergonomic criteria (seat positioning, wrist supports, sight levels etc) Staff training re H&S legislation when working with computers and especially VDUs. thorough testing of software Procedures for ensuring faulty equipment replaced in a timely manner. Written procedures/memos/posters advising good Health and Safety practice Disciplinary Procedures (if not already given) ZpZ7ZZZFhC+C?C6C!C2CaCCaCCC  { qHow a college with 200 computers, but a license for 40 copies of a piece of software, would installing the package to ensure that it does not break the licence agreement Installing the software directly onto 40 computers (1), so that no more copies are available (1) Installing the software onto a network server (1) and using software controls to limit the usage (1) P`DA r | Actions that the college could take to control the installation of unauthorised software on the college network. Regular audits/monitoring (a) of software on all computers/network (e) do not give a mark for  audit or  audit trail unless it also mentions  software or  licence Establish levels of access (a) so only authorised people can install software (e) Appoint a software/network manager (a) who is responsible for all software licensing matters (e) Monitoring of internet usage(a) checking for illegal downloading (e) Code of practice for college network users (a) then any 1 of Not allowed to install unauthorised/unlicensed software Not allowed to copy software for home/unlicensed use Disciplinary Procedures (e) Virus scanning (a) of any externally used disk (e) Disabling floppy/CD/USB drives (a) so users cannot load unauthorised software (e) Reinstall all software when each computer is rebooted (a) so that any illegally installed software is erased (e) lqpP[PPqFCCC8C"C?CC)C*CCCC.CCC4C5C<CL W   } Items of data that would appear in a company s stock control system and could be used in the audit of the system Items of data - (any 2 x 1) User ID/User Name/ Function reference Date & Time (Must have both) Item Code/Stock code/Product code/Item of stock/(NOT name/description) Quantity/No of items/Amount How used (any 1) to identify the ups and downs of stock usage/able to know when reorder level reached to reconcile stock levels during a stock take to identify who accessed the data, when and what for. \qpPPPqFC  ~ Items of data that would appear in a company s network security system and could be used in the audit of the system (b) Items of data ( any 2 x 1) Logon ID/User ID/Name/ Terminal ID/I.P.address/ Date & Time (Must have both) Length of connections/Time spent logged on Number of login attempts Applications accessed Data or Files accessed CPU usage Storage usage How used (any 1) to identify who was connected, when, where and for how long for security control purpose s/ to monitor for malpractice (allow hacking) what system resources were accessed and used, for accounting purposes in a company that has internal accounting systems \tpP PPtF C&     Principles of the current Data Protection Act any 4  Data must be... fairly and lawfully processed; processed for limited purposes; adequate, relevant and not excessive; accurate; not kept longer than necessary; processed in accordance with the data subject's rights/data is not passed on without permission; secure; not transferred to countries without adequate protection. V/`I/FIC y  Measures a doctor s practice could take to show that their records were accurate. 1 for factor (F), 1 for description/example (E)  max. 4 (2,1,0) prevention of misuse/protection against misuse/prevent unauthorised access (F); allow any sensible prevention example e.g. physical, anti-hacking etc (NOT vetting of staff) detection of misuse; e.g. finding an anomaly/discrepancy by regular checking investigation of misuse; e.g. by using monitoring software, audit trail etc procedures for keeping data safe e.g. data backup, file passwords etc staff responsibilities e.g. network manager monitors; disciplinary procedures responsibilities for backup procedure By using an audit trail (1) to show what was amended and by whom/when (1) 0RpPPPQFGCCJCcCC:CC5C C&CC CVC4CR   13.7 User Support     z Methods of making sure that staff in an organisation are aware of the company s policies Formal staff meeting (m) so that everyone has the awareness at the same time (s) internal course(s) (m) so that all attend and are made aware (s) Meeting/course that supervisors attend, formal waterfall information sessions (m) this will not disrupt too many people at once (s) CD or Video that explains new policy (m), people can study at a time convenient for them (s) Handouts of policy/ Leaflet/Pamphlet/Handbook/Report (m), so each member of staff has one to refer to (s) Email to all staff (m) this ensure that all staff have the information available (s) As part of company induction, include security policy for reading (m) so that people are aware from the start (s) Have a session with IT security manager (m) so that questions can be asked from the most able person (s) Assign a mentor to check awareness and understanding (m) this enables the employee to ask questions for clarification (s) Bulletin board/Intranet (m) that is regularly checked and used by staff in the organisation (s) Home page on Intranet/central information store  so that when the user logs in, the information comes up automatically Posters (on noticeboards/wall)  that are near the main entrance or in the dining hall, and more likely to be seen and read by staff  YpPPPYFC=CC2C&C^C$C9CCC C6CCCCAC1C'CBC4CFCCIC2CCCBCChC`  $ !@  m  How to make a new member of staff aware of the company s security policy Handout (report/pamphlet/handbook/leaflet) about security policy for reading (1); Have a session with IT security manager/other member of staff (1); CD or Video (1). Include in code of practice/code of conduct/acceptable use policy NOT posters/notice boards/newsletters I`DD8DAA#A X  Ways in which support may be provided for users of ICT systems. WAY (w) Description/example/expansion (e) (External) Phone line/Help desk someone technical to guide/help / supplier service On-site support technician /Help desk to be on-hand User guides/ articles/ utilities/ books/ documentation people can work at own pace/ have instructions at side/ look it up for themselves Communications systems/bulletin boards/ internet site/intranet (passive) more able users can help themselves by reading the information On-line technical help (active) Get specific queries solved by a technical expert/via email Email updates Subscribe to service/arrives automatically On-screen help installed with package/ wizards to help solve problems Call-out support Suppliers may guarantee response times @pPP@F*CCRC CXCCC   `User support options that a software house could offer its potential customers Help Desk/phone line (Call centre) open hours of business (1), a package expert to guide/help (1) Call out support service (1) where technician is available to come on-site to provide specific support (1) On-site technical support (1), for first few weeks/months of new installation/to be on-hand (1) User guides for the package (hard OR soft copy) (1), people can work at own pace/have instructions at side/look it up for themselves (1) Communications systems/bulletin boards/specific internet site/email updates/on-line package user groups (1), more able users can help themselves (1) On-line technical help to package supplier(1) use of the internet to get queries solved by a package expert/via email (1) On-screen help(1) installed with package/wizards to help solve problems (1) @OpPb0PPPOF9C)CCSCCGC/CZCgC.C*CPCC>C a  Methods of providing staff at different levels in an organisation with instructions and help in the use of this package, with reasons/justifications Company management  e.g. (Paper) manual (1) holding directions for using the reports from the package with samples (1) useful to help them understand which report will aid decision-making (1); also allow information sessions and others& . Call-centre staff/mobile salesmen - e.g. On-screen/on-line help(1) to help solve problems with data entry (1), easy to pop up on-screen whilst on the phone(1); e.g. CD-ROM (1) holding user guide for data entry (1) can carry round, don t have to be connected to network/pick up latest version from office/any reasonable justification (1); also allow information sessions, phone help and others& Customers who apply on-line  Detailed non-technical on-line user guide/simple on-screen instructions (1) with FAQs and step-by-step instructions for the functions that are available/showing examples of output documentation with explanations /able to be printed off for reference (1), needs simple explanations to all aspects, including what to put in each field. (1) (pPPPPFCCCCC!CCCJCCCKCC&~    Ways in which training may be provided for users of ICT systems. On-line tutorials/internet (w), + (e) Step through guide/user training manual (NOT text-book) (w), + (e) Training course (internal or external) (w) + (e) CBT using a CD-Rom or Software or DVD-Rom (w), + (e) Eg Computer based training (w), where you sit in front of a computer following demonstrations and then completing exercises (e). Video using VHS or DVD or CD (w) + (e) One-to-one/on-the-job training (w), +(e)lA`oPAFC&    Methods of providing training in the use of software 1 for Name(N), 1 for example(E) and 1 for justification(J) Classroom training course (off-site) CBT model office training(on-site  classroom ) pre-release version training, at user s premises involvement with user testing, at supplier s premises skills-based training for IT illiterates on-the-job training on-line tutorial internet-based training user training manual (NOT user guide) video/interactive video h5pZZZZ5FCt<         9     Sample answers might be: Classroom training, off the premises for a group of managers, because they won t get disturbed by day-to-day office interruptions. User training manual (accept book) with step-by-step instructions, used generally for individual learning, it can be read for review even if the machine is not available. (often expressed as  read at home ) CBT, available to be used by individuals as they are required to learn a package, means that everyone gets the same/standard training ~A$A_AAAA(A_A   Means of providing the training material, and give an advantage of each. 1 for method, 1 for advantage  max. 2 (2,1,0) advantage must be viable in context and is dependant on the method (i.e. no single marks for advantage) CBT (allow CD-Rom or DVD-Rom)/course on intranet/delivered through network; adv. e.g. Study at own pace Video/interactive video adv. e.g. can be rewound On-line tutorial Self-study/step through guides Formal external course adv. e.g. tutor present to help or answer questions hI`HFFCI  ,Factors that need to be taken into account when planning training. 1 for factor (F), 1 for explanation/example (in context) (E) Level of detail for level of user/type of use of training e.g. skill-based or task-based Staff familiarisation with hard/software Staff IT literacy Strategy for new staff `C`BDDAC  5 13.8 Project Management and Effective ICT Teams 66 4 6  Tasks that a team leader should perform to help a team achieve success 1 for task (t) and 1 for expansion/example (e) to any 3 x (2,1,0) allocating the right task to the right team member (t) + e controlling any changes requested (t) + e controlling costs of the project (t) + e Ensuring everyone sticks to the time scales (t) + e making sure that good communication is maintained (t) + e keeping the management/users informed of team progress (t) + (e) motivating the team/keeping up team morale (t) + (e) ~HpZZZFFFCC   Why are ICT projects often sub-divided into tasks and allocated to teams broken into more manageable sub-projects (1) within smaller managed (1) teams with a balance of skills//allocating ICT task to correct ICT team (1) that would make the project easier to control (1) and testing more manageable (1) can run sub-projects simultaneously (1) doing this would bring down the elapsed timescale (1) VIpZDZZIDDA   The need for  clear timescales so that the project can be monitored (1) using stage end dates/deadlines that are achievable (1) that both parties have agreed to (1) so that the project is completed on time (1) The need for  approval to proceed to ensure the user is satisfied with work to date/there are no errors in the system (1) by getting sign off for a stage from the user/management (1) giving the go-ahead for the project to continue (without errors) (1) The need for  agreed deliverables so that the users requirements are met& (1) & with documents as proof,& (1) & with agreed content& (1) & and produced to agreed standards (1) \!pPPP#pPPP#pPPP!F5CC^CCCC#FC C # F  C      N Characteristics of an good and effective ICT team Leadership (c) as appropriate management and project control will encourage(motivate) the team to work together /in an organised manner/effectively/ will ensure deadlines are met(e) Appropriate allocation of tasks (c), so that each team member is asked to work to their strengths/will ensure each task is completed in the best way possible (e) Adherence to standards (c), so that anyone would be able to continue the work in an emergency/others to do with professional or methodical ways of working e.g. appropriate documentation is produced and kept up-to-date/as by following set procedures the team will ensure that nothing is missed by mistake (e) Monitoring of progress (c), to ensure that the project completes to schedule/to ensure that the work has not been underestimated/ to ensure that each team member is working at the appropriate pace/to ensure that all team members are doing what they are supposed to do to the right level of effectiveness (e) Monitoring of costs (c), to ensure that money has not been misused/ to keep within the customer s budget/ to be able to report back to customer (e) Control (over change) (c), to make sure that the project is delivering only what is required/ to allow for change to be incorporated or left to a later phase/ to ensure the project is delivered to original schedule (e) Balance of team (c) People from many departments work together effectively/e.g. programmers, analysts, users and work together (e) Good communication skills (c) Someone/people who are able to communicate well with people outside the team/they have clear internal communication (e) n.b. communication skills only given once l3pPtPP3F CCCCCCCCCCCC CCCvCCCtu  [      (  + 13.9 Information and the Professional V&`D!D ,  Definition of the term  ICT Code of Practice A set of rules/regulations which governs the use of ICT systems& (1) NOT guidelines & established by an organisation& (1) & for all employees/users to follow& (1) The code may refer to the responsibilities of employees, (1) & and penalties for misdemeanours (1) The Code of Practice is separate from any legal or ethical considerations (1) .pZQZZ.D AAA*AAA   " The reason why a code of practice is required It has procedures and rules over and above any legal requirements/ it sets acceptable boundaries (1), so that disciplinary action can be taken (1) Topics/ elements that should be covered in an ICT Code of Practice (make sure when you answer this question, you relate it to the context  company/school/charity etc) use of software (t) e.g. not breaching copyright or abusing licence agreements/rules on the use of specific software (e) Use of hardware (t) eg. Using the hardware only for work purposes. Eg. Not printing out personal pictures on the office printers use of data (t) e.g. making sure you dont allow anyone else access to the data that you are allowed to see (e) correct use of time (t) e.g. not sending personal emails (e) use of the internet or intranet (t) e.g. not going on unsuitable sites (e) authorisation paths/levels, (t) e.g. having access rights that are job related (e) security, (t) e.g. use of password/ids/physical aspects (e) company s implementation of legislation (t) e.g. DPA, H&S, etc (e) penalties for misdemeanours/disciplinary procedures* (t) e.g. warnings/ sanctions/dismissal (e) .pPPpP'PP.FCFCjCCsC CeCC*CC.CC9CC4C'CC3C-Ct  -  b     >  sSocial, moral and ethical issues that could affect an ICT professional 1 for issue (i), 1 for description/example/expansion (e) De-skilling of employees (i) e.g. taking decision-making tasks off staff and changing their jobs to recipient of results or information (e) Flexibility of workforce (i) e.g. introduction of on-line ordering or enquiry systems mean that the working day is extended, so staff may have to go onto shifts. (e) Hacking into unauthorised areas (i) for malicious/mischievous purposes (e) Un-licensed software use (i) e.g. bringing software into work/copying for home use (e) Privacy of data (i) e.g. disclosing sensitive data to unauthorised people (e) Security/accessibility (i) making sure that data and information are seen only by authorised people/setting passwords or physical security or access levels (e) Property & copyright (i) not illegally copying someones work and claiming it as your own (e) Abiding by legislation (i) and making sure that others around you do so too (e) Need to follow a Code of Practice/Conduct (i) which will cover staff procedures and outline consequences if rules are broken (e) HpP:PPPHF2CKCTF =       Introduction of virus/logic bombs (i) which could damage data within that organisation (e) Provision of a safe working environment for ICT users/workers (i) in line with ergonomic and health and safety criteria (e) Use of company internet/intranet/email for non-company business there may be consequences if get caught on inappropriate sites Blurring of work/home life (i) if using ICT to work remotely (e) 0A   Social, moral and ethical issues for a professional working within the industry that might arise when introducing and using information and communication systems This answer should be in continuous prose - question is Discuss. Points made must be expanded to get a single mark. Expansion must be descriptive or by use of a pertinent example, using both will get a second mark for that point made. De-skilling of employees, e.g. taking decision-making tasks off staff and changing their jobs to recipient of results or information Flexibility of workforce, e.g. introduction of on-line ordering or enquiry systems mean that the working day is extended, so staff may have to go onto shifts. Hacking Un-licensed software use Privacy of data Security/accessibility Property & copyright Abiding by legislation Need for a Code of Practice/Conduct Introduction of virus/logic bombs Provision of a safe working environment for ICT users/workers pPPPPPFCCmCCCC:     XEssay Questions SPG marking criteria for the essay Continuous prose is expected for essay answers. Discuss is the question, so each point made must be full, not just a single word/phrase. A full explanation/description gets an extension mark (Oe, Fe or Pe) no more than 6 marks awarded in each section to a maximum of 16 content marks. `$`#D$D1AAAAAAAOAAp #    R    0` 33` Sf3f` 33g` f` www3PP` ZXdbmo` \ғ3y`Ӣ` 3f3ff` 3f3FKf` hk]wwwfܹ` ff>>\`Y{ff` R>&- {p_/̴>?" dd@,|?" dd@   " @ ` n?" dd@   @@``PR    @ ` ` p>> |t (    6O  `}<$ 0  T Click to edit Master title style! !B  0R  `<$ 0  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  0Y ^ `  X*  0 _ ^   Z*  0`b ^ `  Z*H  0޽h ? R>&- {p_/̴___PPT10.5@'ֺ+ D' 5= @B D' = @BA?%,( < +O%,( < +D' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D ' =%(D ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*!%(D' =-g6B fade*<3<*!D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*!.%(D' =-g6B fade*<3<*!.D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*.:%(D' =-g6B fade*<3<*.:D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*:G%(D' =-g6B fade*<3<*:GD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*GS%(D' =-g6B fade*<3<*GS+p+0+0 ++0+0 + Default Design} 0  $(  r  S 6> 6 r  S \6 `   6 H  0޽h ? 33___PPT10i.5vߺ+D=' 5= @B +  0 ((    <5 13.1 Organisational Structure . Hj H  0޽h ? R>&- {p_/̴___PPT10i.50땠+D=' 5= @B +   0   H(  Hx H c $5w `i 5 H H 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' 5= @B +   0  0L(  Lx L c $`w `i ` H L 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' 5= @B +   0  @P(  Px P c $`w `i ` H P 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' 5= @B +   0  PT(  Tx T c $E`w `i ` H T 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' 5= @B +   0  `X(  Xx X c $Q`w `i ` H X 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' 5= @B +   0  p\(  \x \ c $]`w `i ` H \ 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' 5= @B +   0  `(  `x ` c $&- {p_/̴___PPT10i.5#J+D=' 5= @B +  0  d(  dx d c $`w `i ` H d 0޽h ? R>&- {p_/̴80___PPT10.5#J   0 zr(|k (  h~ h s *8`Y ` L  `  zk# #"2&` ` k B ?"` `  P  @` k B| ?"`   "Or other sections of a system spec(# "#  #  @` k B` ?"`    o-( #    @` k BX` ?"` Y `  P  @`  k B|` ?"`Y   *Performance indicators/evaluation criteria(+ *#  +  @` k B(` ?"` Y   o-( #    @` k B` ?"`  `Y  P  @` k B` ?"`  Y  Project plan/Time schedule( #    @` k BL` ?"`  Y  o-( #    @` k B` ?"` `  P  @` k B<` ?"`   User requirements( #    @` k B|` ?"`   o-( #    @` k Bu ?"` *` vAnalysis(  #    @`   k B8 u ?"` *  System Specification( #    @`  k B8u ?"` `* P  @`   k BD!u ?"` * Cost-benefit analysis( #    @`  k B\u ?"` * o-( #    @`   k B4u ?"` A` Feasibility/Analysis( #    @` k B@/u ?"`A  Feasibility Study (report)( #    @` k BHu ?"` A o-( #    @` k BHSu ?"` `A Stage at which it is produced*(#    @` k B ]u ?"` A { Deliverable* ( #    @` k Beu ?"` A P  @`ZB k s * ? `ZB k s * ? A`A`B k 01 ? `ZB k s * ? *`*ZB  k s * ? ``B !k 01 ?  ` `B "k 01 ? Y `Y `B #k 01 ?  ` ZB $k s * ?  ` ZB %k s * ?   `B &k 01 ?*ZB 'k s * ?  ZB (k s * ?`` `B Jk 01 ? H h 0޽h ? R>&- {p_/̴80___PPT10.5#J# 0 =#5#-`m"(  l"  `i  `m #"B6 Olj`j\hjfdNh `i  u l B|? # `i  P  @` l B?#  i  [Etc( #    l BPu? # i  Y-( #    l BȄu? `#  kSystem/User Testing( #    l Bhu?  #  lSystem test evidence( #    l Bu?  #  Y-( #    l Bu? : `  P  @` l B u?:   wProgram/technical documentation(  #    l BPu? :   Y-( #    l Bu? `:  rImplementation/Development( #    l B`u?  :  x Test evidence and actual results(! #  !  l Bu?  :  Y-( #    l BTu? `  jProgramming/Build/( #    l Bu?  'Program Code/Functionality/Final system(( '#  (  l Bu?   Y-( #    l Bu? ` P  @` ~l Bu?  x Or other sections of Design spec(! #  !  }l Bu?  Y-( #    |l Bu? h` P  @` {l Btu?h  gData Dictionary( #    zl B u? h Y-( #    yl Bu? "`h P  @` xl BLu?" h e Test strategy( #    wl Blu? "h Y-( #    vl Bu? `" P  @` ul B8u? " jData Flow Diagrams( #    tl Bv? " Y-( #    sl B v? ` P  @` rl B0 v?  a Prototype(  #    ql Bxv?  Y-( #    pl Bv? P` P  @` ol Bxv?P  nDetailed plan/schedule( #    nl B!v? P Y-( #    ml B &v? `P ^Design( #    kl Bl*v?  P e System Design( #   ZB l s * ? `ZB l s * ? i `i ZB l s * ?  i ZB l s * ?``i ZB l s * ?  i ZB l s * ? P`PZB m s * ? `ZB m s * ?  ` H l 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  sp(  px p c $.vw `i v H p 0޽h ? R>&- {p_/̴80___PPT10.5#J   0   t(  tx t c $Hvw `i v H t 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  x(  xx x c $Lvw `i v H x 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  |(  |x | c $Uvw `i v H | 0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  (  x  c $hvw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  (  x  c $rvw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0   (  x  c $&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  0(  x  c $vw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  @(  x  c $vw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  P(  x  c $Tvw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  `(  x  c $xvw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  p(  x  c $vw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  (  x  c $vw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +   0  (  x  c $@vw `i v H  0޽h ? R>&- {p_/̴___PPT10i.5#J+D=' u= @B +  0  (  x  c $vw `i v H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $vw `i v H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $vw `i v H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $ xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $`vw `i v H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $;xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  0(  x  c $Exw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  @(  x  c $HIxw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  P(  x  c $@Qxw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  `(  x  c $bxw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  p(  x  c $exw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $pzxw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $؃xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $pxw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $,xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  (  x  c $xw `i x H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0    (   x   c $xw `i x H   0޽h ? R>&- {p_/̴80___PPT10.5#J  0  0$(  $x $ c $xxw `i x H $ 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  @((  (x ( c $( yw `i y H ( 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  P,(  ,x , c $tyw `i y H , 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  `0(  0x 0 c $%yw `i y H 0 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  p4(  4x 4 c $9yw `i y H 4 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  8(  8x 8 c $XGyw `i y H 8 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  <(  <x < c $Kyw `i y H < 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  @(  @x @ c $,Qyw `i y H @ 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  D(  Dx D c $^yw `i y H D 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  H(  Hx H c $Myw `i y H H 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  L(  Lx L c $ryw `i y H L 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  P(  Px P c $syw `i y H P 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  T(  Tx T c $yw `i y H T 0޽h ? R>&- {p_/̴80___PPT10.5#J  0   X(  Xx X c $yw `i y H X 0޽h ? R>&- {p_/̴80___PPT10.5#J  0   \(  \x \ c $`yw `i y H \ 0޽h ? R>&- {p_/̴80___PPT10.5#J  0   `(  `x ` c $yw `i y H ` 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  0 d(  dx d c $hyw `i y H d 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  @ h(  hx h c $yw `i y H h 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  P l(  lx l c $yw `i y H l 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  ` p(  px p c $yw `i y H p 0޽h ? R>&- {p_/̴80___PPT10.5#J  0  p t(  tx t c $`yw `i y H t 0޽h ? R>&- {p_/̴80___PPT10.5#J  0   x(  xx x c $${w `i { H x 0޽h ? R>&- {p_/̴80___PPT10.5#J  0   |(  |x | c $p{w `i { H | 0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $p${w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $0{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $({w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $lG{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $P{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $\{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $h{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $Dw{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $8{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  0 (  x  c ${w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  @ (  x  c $ {w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  P (  x  c $Ե{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  ` (  x  c $`{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  p (  x  c ${w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c ${w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c ${w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $d{w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c ${w `i { H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $t }w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $$}w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $t{w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $*}w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $5}w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $@E}w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0   (  x  c $ R}w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J  0  0 (  x  c $l[}w `i } H  0޽h ? R>&- {p_/̴80___PPT10.5#J 0 ZR@ 6(   x'  5# #""Y ` 2  <?NYx' VNF___PPT9(  -The candidate has expressed simple ideas clearly, but may be imprecise and awkward in dealing with complex or subtle concepts Arguments may be of doubtful relevance or obscurely presented Errors in grammar, punctuation and spelling may be noticeable and intrusive, suggesting weaknesses in these areasx~  }# # =# # q# 4} = r   <<?YN'  1 markX(( # # #      < 6?NxYVNF___PPT9(  GGThe candidate has expressed straightforward ideas clearly, if not always fluently. Sentences and paragraphs may not always be well-connected Arguments may sometimes stray from the point or be weakly presented. There may be some errors of grammar, punctuation and spelling, but not such as to suggest a weakness in these areas.S  R# # 9# # E# # t# HR 9 E u   <p6?NY 2 marksX(( # # #      <6?NxVNF___PPT9(  The candidate has expressed moderately complex ideas clearly and reasonably fluently through well-linked sentences and paragraphs. Arguments will be generally relevant and well structured. There may be occasional errors of grammar, punctuation and spelling.x  # # :# # D# 4 : E   < 6?N 3 marksX(( # # #       <6?NxVNF___PPT9(  The candidate has expressed complex ideas clearly and fluently. Sentences and paragraphs follow on from one another smoothly and logically. Arguments will be consistently relevant and well structured. There will be few, if any, errors of grammar, punctuation and spelling.A  @# # L# # =# # G# H@ L = H    <ث6?N 4 marksX(( # # #    ZB  s * ?xZB  s * ?' x' ZB  s * ?' ZB  s * ?xx' ZB  s * ?xZB  s * ?NN' ZB   s * ?xZB ( s * ?YxYH  0޽h ? R>&- {p_/̴80___PPT10.5#J.xY}puwI"eUYV)DBHi6)pHJT"E E!(Nթj 8Ɍ2=j i7dדӴu;mGLN2݁)KG$yۏv߾}7㪅=]&<Z(R&C ȻZ((˂T~B( @gȵa=,ιe}.JC+qi^L&th g]Z^<a&`l`fКڸl+⺼)pkǹWBWVQ(M<Va\dGZTaݡ PTh,)u.c7/]~_{Hh']=`9F;F$N$ɍ$!yHMHHnMڣ!kBbcK,-͡c%1[]iYQ9bN9 *iU>R"f헳*cN$I@Kp'(˴ZkڛWxĀN#Z+{QSɩB*rVJ(on=yf nw0 y="lqEDA%L,.80V 1Ui'ųJ6!'oމЃp!?"zlRNJ{}qrԔvZ8[x7Aqj 6R>? }:dCt|8\Nq/]:N@<UO tXil\~@]G)z.ϩ %%?9<&PU'0 e{(EIzF}j _UI.N`v GsGpAc)j%HwH}ؤaH{2D(#yH 㡙|թ<7 BcS otyw1jʇAoDOállL'\ И§=I\9PFT49]AўKlDnsD!28)Xޜs68g\~8OGAmf\D ~Y:#z(g<7vc]GJ3"B0+F4aKA)ρ c;[,>Wߵ\R͑WcK[-Y((6Ƶ{w-  ?g:Pg0kktnU&lLw,V+X\:`ޏ~0ROU:D9ɸ|ʬU`ʁc*o',GfO:e3L*/uc};!&#҇ӯ $Ť?A<*^ҲPWcY]>~Y!}^G|?MfmNRvD*ߟ߿!PRB a, dƻX*߲Y*ڨ\8aDqPW Ɔ\n/h"Lup s"m0ttTRJV A(ude9aj\~?}6*L%@58ȹ<@u'.j7S寔,N{uゅVb)F[k,oc<\0]%Y&j:y_ >8gȲ@$je`ٌa`~>^/Xfo2I">9kfh`ڬoڗ'Q"YA;ivDOMG5yv0M>u?J/FJakjlf`r:6/JSGaۨiq > ϓ|;Q{Z{ LmgGEx ~U&UxG*( EmƇ*e,.^os.Q! EY"O_W-/lvv 8} yeEKڂvu {k|e]n95nhu7SGwYPj<,X:Kܱ|rl uSk\/9m63?U9A)GܿH6y@`XNqbm![p \#7Bx,daW?r~;ʺ:y[$GV) hcs y:|]WB0[ 3wa&0 OF&&#I맘ы>F h3W])̇W|0#Yf/ 3/X=s;AoL |=[;b2799=nuMuyĠe2Eut2RV*L(3d"n nן_}^Uco<+m+*k?L[̿Kݟ>J&ξYsVZO?Vk}/Ugdv5o7{DAW6\6_P_\/㵒j.(\L''[c埔?Gipr@h9v3D5U7f9w;=?ACEGIKN!PQSIUWqZX)\]_Qa cdyf1hickYmopr9tuway{|~Ai!وIq)Q y1Yɧ9aѳAi!ٿIq)1Oh+'0T `h  ICT Revision eXPerience eXPerience10Microsoft Office PowerPoint@w (@pƸ5@Q<!GHg    yR>&--$xx--'@"Arial-. 2 64 ICT Revision."System89-@"Arial-. 2 K= Quick guiden.-՜.+,0     On-screen Show eXPerience[hd kArialTimes New RomanSymbolVerdana Courier NewTimesNewRoman,BoldDefault Design ICT RevisionSlide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9 Slide 10 Slide 11 Slide 12 Slide 13 Slide 14 Slide 15 Slide 16 Slide 17 Slide 18 Slide 19 Slide 20 Slide 21 Slide 22 Slide 23 Slide 24 Slide 25 Slide 26 Slide 27 Slide 28 Slide 29 Slide 30 Slide 31 Slide 32 Slide 33 Slide 34 Slide 35 Slide 36 Slide 37 Slide 38 Slide 39 Slide 40 Slide 41 Slide 42 Slide 43 Slide 44 Slide 45 Slide 46 Slide 47 Slide 48 Slide 49 Slide 50 Slide 51 Slide 52 Slide 53 Slide 54 Slide 55 Slide 56 Slide 57 Slide 58 Slide 59 Slide 60 Slide 61 Slide 62 Slide 63 Slide 64 Slide 65 Slide 66 Slide 67 Slide 68 Slide 69 Slide 70 Slide 71 Slide 72 Slide 73 Slide 74 Slide 75 Slide 76 Slide 77 Slide 78 Slide 79 Slide 80 Slide 81 Slide 82 Slide 83 Slide 84 Slide 85 Slide 86 Slide 87 Slide 88 Slide 89 Slide 90 Slide 91 Slide 92 Slide 93 Slide 94 Slide 95 Slide 96 Slide 97 Slide 98 Slide 99 Slide 100  Fonts UsedDesign Template Slide Titlesd"_7 eXPerienceeXPerience  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxy{|}~Root EntrydO)Current UserSummaryInformation(zPowerPoint Document([DocumentSummaryInformation8