Activity 4 - Identify a Project Plan
Activity 4: Identify a Project Plan
Now that you have completed Activity 3 and revised it based on the
feedback you have received from your instructor and peers, it is time to
move on to the fourth activity of the course. Remember that your revised
paper will be part of the final project submitted at the end of the course.
Develop a high-level Project Plan (for all five phases of building,
transitioning, operating, adapting and retiring) which will take into
consideration the Risks, Assumptions and Resources that you have
identified during the previous activity. The project plan should be
emphasizing an approach that minimizes risks and verifies assumptions,
i.e., it should include a proof of concept for example. Keep the size of
each phase small so we can manage any potential associated risks.
Develop a document that explains your rationalization for the Project Plan
(how does it address Risks and Assumptions). Also, include any
additional mitigation strategies for the risks identified.
Activity 5 - Identify the Financial and Non-Financial
Benefits
Instructions
Now that you have completed Activity 4 and revised it based on the
feedback you have received from your instructor and peers, it is time to
move on to the fifth activity of the course. Remember that your revised
paper will be part of the final project submitted at the end of the course. It
is not enough to generate value. We must be able to capture it also. At
each phase of the previously submitted project plan identify what are the
expected Financial and Non-Financial benefits for IT, operations and
Business.
How are you going to remediate the risk of not receiving the anticipated
benefits – in other words, how are you planning to address the risk of
someone else appropriating the value you have created (think of Porter’s
five competitive forces as they apply to IT).
Val IT & Business Case
Val IT
Val IT intendeds to address the need for organizations to
unambiguously measure, monitor and optimize the realization of
value from IT investments.
Significant business investments in sustaining, growing or transforming
the business have a critical IT component, where IT is a means to an
end—the end being to contribute to the process of value creation in
the enterprise.
The end and the means are represented by the ‘Four Ares’2.
The Four Ares
The strategic question. Is the investment:
• In line with our vision
• Consistent with our business principles
(either/or)
• Contributing to our strategic objectives
• Providing optimal value, at affordable cost,
at an acceptable level of risk
The architecture question. Is the investment:
• In line with our architecture
• Consistent with our architectural principles
• Contributing to the population of our
architecture
• In line with other initiatives (synergies)
Specifically, Val IT focuses on the investment decision (are
we doing the right things?) and the realisation of benefits
(are we getting the benefits?).
The value question. Do we have:
• A clear and shared understanding of the
expected benefits
• Clear accountability for realizing the benefits
• Relevant metrics
• An effective benefits realization process
The delivery question. Do we have:
• Effective and disciplined management, delivery
and change management processes
• Competent and available technical and business
resources to deliver:
– The required capabilities
– The organizational changes required to
leverage the capabilities
• Manage Risk
Value and Val IT Principles
• Value is not a simple concept. Value is complex, context specific and dynamic.
Value is indeed ‘in the eye of the beholder’. The nature of value differs for
different types of organizations.
• The Val IT principles are:
• IT-enabled investments will be managed as a portfolio of investments.
• IT-enabled investments will include the full scope of activities that are required to achieve
business value.
• IT-enabled investments will be managed through their full economic life cycle.
• Value delivery practices will recognize that there are different categories of investments that
will be evaluated and managed differently.
• Value delivery practices will define and monitor key metrics and will respond quickly to any
changes or deviations.
• Value delivery practices will engage all stakeholders and assign appropriate accountability for
the delivery of capabilities and the realization of business benefits.
• Value delivery practices will be continually monitored, evaluated and improved.
A new perspective
• IT investment is no longer about implementing IT solutions. It is
about implementing IT-enabled change. Business value is generated
by what organizations do with IT rather than by the technology itself.
This implies greater complexity and greater risk than traditionally has
been the case.
• It involves selecting investments wisely and managing them as an
asset or service throughout their life cycle.
The full Economic Lifecycle
Val IT Processes
To obtain return on investment, the Val IT
principles should be applied by the stakeholders
of the IT-enabled investments in the following
processes:
• Value governance (optimize the value of an
organization's IT-enabled investments)
• Portfolio management (ensure that an
organization's overall portfolio of IT-enabled
investments is aligned with and contributing
optimal value to the organization's strategic
objectives)
• Investment management (ensure that an
organization's individual IT-enabled investment
programmes deliver optimal value at an
affordable cost with a known and acceptable
level of risk)
Value—The end business outcome(s) expected from an IT-enabled
business investment where such outcomes may be financial,
non-financial or a combination of the two
Portfolio—A grouping of programmes, projects, services or assets
selected, managed and monitored to optimise business return (Note that
the initial focus of Val IT is primarily interested in a portfolio of
programmes. COBIT is interested in portfolios of projects, services
or assets.)
Programme—A structured group of interdependent projects that are both
necessary and sufficient to achieve the business outcome and deliver
value. These projects could include, but are not limited to, changes to the
nature of the business, business processes, the work performed by
people, as well as the competencies required to carry out the work,
enabling technology and organisational structure. The investment
programme is the primary unit of investment within Val IT.
Project—A structured set of activities concerned with delivering to the
enterprise a defined capability (that is necessary but NOT sufficient to
achieve a required business outcome) based on an agreed schedule and
budget
Business Case
• Val IT provides guidance to maximize the quality of business cases,
with particular emphasis on the definition of key indicators, both
financial (net present value, internal rate of return and payback
period) and non-financial, and the comprehensive assessment and
appraisal of the downside risk.
• The business case is not a one-time, static document. It is an
operational tool that must be continually updated to reflect the
current reality and to support the portfolio management process.
• Business cases must include answers to the ‘Four Ares’
The content of a Business Case
The process of developing the business case should be owned by the business sponsor and involve
all key stakeholders in developing and documenting a complete and shared understanding of:
• the expected business outcomes (both intermediate, or ‘lead’, and end, or ‘lag’, outcomes)
• how the business outcomes will be measured
• the full scope of initiatives required to achieve the expected outcomes.
• Changes (impact) to the nature of the enterprise’s business, business processes, people skills and
competencies, enabling technology, and organizational structure caused by these initiatives
• The nature of each initiative’s contribution, how that contribution will be measured and all key
assumptions
• record metrics or similar indicators to monitor the validity of these assumptions.
• Key risks, to both the successful completion of individual initiatives and the achievement of the
desired outcomes, also need to be identified and documented, together with mitigation actions.
Business Case Structure – Main Principle
• The business case for an IT-enabled investment considers the following
causal relationships:
• Resources are needed to develop:
• A technology/IT service that will support:
• An operational capability that will enable:
• A business capability that will create:
• Stakeholder value, which may be represented by a risk-adjusted financial return or total
shareholders’ return
• These relationships imply that there are three interrelated streams of
activities : technical, operational and business capability
• These three dynamic streams can be distinguished throughout the
complete life cycle of a process or system: build, implement (adapt or
transition), operate and retire.
Steps in Building the Business Case 1. Alignment Analysis
We need to address the first R (Are we doing the right things). To do this we
need to demonstrate the cascading effect in the expected Outcomes. To
demonstrate how:
If IT achieves these outcomes it will enable the Operations to achieve the
Operational Outcomes which will enable the Business to achieve the
Business Outcomes.
We also need to address the second R (Are we doing things the right way).
Will IT be aligned with the existing Enterprise Architecture? Will the
operational goal be aligned with the existing processes, skill set, culture, etc.
? Will the business outcomes be aligned with the Vision (what we do now) or
Strategy (what we want to do in the future – will include higher investment
in Org and Techn)?
Steps in Building the Business Case –
2. Risk Analysis
• The management of risks deals with uncertainties. This requires a
structured approach that should be documented in a risk management
plan, which should be integrated in the business case.
• Risk assessment is the process of analyzing and evaluating identified risks
to the programme’s processes and objectives. A qualitative analysis
should be made, followed by a quantitative analysis whenever possible.
Levels of risk acceptable for the programme, and the means to determine
when agreed-to levels of risk are exceeded, should be identified.
• Solutions to eliminate, mitigate, transfer, share or accept risks, and plans
to take advantage of opportunities, preferably should be based on known
technologies or data from past experience. Consciously accepted risks
should be identified and the reasons for accepting them recorded.
• There are two aspects to risks:
• 1. Delivery risk—The risk of not delivering the required BPPTO capabilities
• 2. Benefits risk—The risk of the expected benefits not being obtained
• Delivery risk concerns two of the ‘Four Ares’ discussed previously:
• Are we doing things the right way?
• Are we getting them done well?
• Benefits risk concerns the other two ‘ares’:
• Are we doing the right things?
• Are we getting the benefits?
• An important risk driver is the level of ability or willingness to make reliable (and/or
sufficiently accurate) forecasts regarding cost, outcomes and benefits. This concerns
delivery risk as well as benefits risk.
• Make sure you number your assumptions and risks
Steps in Building the Business Case –
3. Risk and Assumptions Drive Project Planning
Are we doing things the right way?
• We need to plan taking into consideration Risks and Assumptions. Hence, we may need
to plan in phases in order to do a proof of concept (to address assumptions) or to
minimize risks (due to size, complexity, etc.)
• Make sure that we cover all Risks and Assumptions (this is why we numbered them in
the previous section)
• Here is where industry standards come into play (ITIL, PMI, etc.) – we minimize risk by
utilizing best practices. What Best Practices are out there?
• This is also the place where we assess organizational culture, maturity (Capability
Maturity Model Integration(CMMI) – do we apply best practices well)
• Identify phases to address Risks and Assumptions. By minimizing the number of phases,
we increase the risk. Here is where the Risk Function of the company comes into play.
• Think Benefit/Cost Analysis of the main activities (IT, Ops, Business) as well as all the
phases: build, transition (change management), operation, and retirement.
Steps in Building the Business Case –
4. Financial Analysis
• What to expect at the end of each project phase.
• Manage expectations – define success up front.
• The ultimate objective is to find projects that are
worth more to the business sponsor than they
cost—projects that have a positive net present
value (NPV):
• Estimate the expected future cash flows from the
project
• Assess the risk and determine required rate of return
for discounting the expected future cash flows
• Compute the present value of the expected future
cash flows
• Determine the cost of the projects and compare it to
what the project is worth
Steps in Building the Business Case –
5. Non-Financial Benefits
• Organizations today are increasingly creating value from non-financial
benefits, such as brand recognition, knowledge, and relationships
with customers and suppliers. Such non-financial benefits often
provide the competitive advantage that differentiates the bestin-class
from the average or below-average performers.
• When there is no clear contribution to financial results, decision
making may be based on the degree of strategic alignment and the
weighting given to that criterion.
A guide to start your project
General Specification
Technology Capability
Operational Capability
Business Capability
A technology/IT service
1)
2)
….
… that will support: an operational
capability
1)
2)
…
… that will enable a business
capability
1)
2)
….
Appraisal of alignment with
technological standards and
policies
Appraisal of alignment with
operational goals,
standards and policies
Appraisal of alignment with
strategic business objectives
Description of infrastructure cost
reductions achieved or capacity
increase by replacement of
current IT or deployment of new
IT
Description of operational cost
reductions achieved or capacity
increase by replacement of
current IT or deployment of new
IT
Description of increase of
revenues, volumes and margins,
cost reductions, or risk mitigation
resulting in lower failure cost
Non-financial benefits
Assets representing changes at
the functional, operational and
business levels of which the value
cannot be expressed in accurate
financial terms with a reasonable
likelihood. Examples are brand,
knowledge, relationships with
customers and suppliers, and
improved governance processes.
Description of the functionality of
the new/enhanced IT system(s).
Since this capability does not
result in a direct financial return at
the purely operational level, the
value is categorized as nonfinancial.
Description of the operational
capability of the new/enhanced
processes. Since this capability
does not result in a direct
financial return at the purely
operational level, the value is
categorised as non-financial.
Description of the business
capability and the associated
non-financial benefits including,
but not limited to, product quality,
client satisfaction and brand
recognition
Resources and expenditures (1)
Listing of resources and
associated expenditures
Resources and expenditures
required to build, implement and
maintain the new/enhanced IT
system(s)
Resources and expenditures
required to build, implement and
maintain the new/enhanced
processes
Resources and expenditures
required to develop and market
the new/enhanced products and
services
The results of the deployment of
resources in each of the layers.
The outcomes may be
Outcomes (intermediate and end)
intermediate at the functional and
operational layers, as they are
input for the consecutive layer.
The degree to which a
programme aligns with regulatory
Alignment
requirements, operational
standards and policies as well as
business strategy
Financial
benefits (1)
General
Specification
Technology
Capability
Operational
Capability
Business Capability
Risk (drivers) (2)
A specification of the risk factors
that may make the worst-case
outcomes happen, as well as
the success factors pushing
the outcomes toward the best
case. An analysis is required to
show the impact of the identified
risk drivers on events and
probability, in the form of a
breakdown of the best-/worstcase outcomes, per information
element.
See general specification.
See general specification.
See general specification.
Assumptions and constraints
Clarification of how the
deployment of the listed
resources, with cost as specified,
will contribute to deliver the
described (intermediate)
outcomes, benefits and
alignment. Specific riskdetermining assumptions are
dealt with under the item ‘risk’.
See general specification.
See general specification.
See general specification.
Fact Sheet Item
Technical capability
• Outcomes (intermediate and end)
• Alignment
• Financial benefits
• Non-financial benefits
•
• Resources
• Expenditure
•
• Risk drivers
• Assumptions and constraints
Operational capability
• Outcomes (intermediate and end)
• Alignment
• Financial benefits
• Non-financial benefits
•
• Resources
• Expenditure
•
• Risk drivers
• Assumptions and constraints
Business capability
• Outcomes (intermediate and end)
• Alignment
• Financial benefits
• Non-financial benefits
•
• Resources
• Expenditure
•
• Risk drivers
• Assumptions and constraints
Figure 7—Business Case Fact Sheet Format
Building
Implementation
Best
Worst
Best
Worst
Case
Case
Case
Case
Operation
Best Worst
Case
Case
Retirement
Best Worst
Case
Case
1. Cover sheet
Sample outline
• Programme name
• Business sponsor
• Programme manager
• Revision notes
• Validation signatures
• Approval signature
2. Executive summary (are we doing the
right things)
• Programme context
– Name
– Business sponsor
– Track record of management team
– Category of investment
– Programme description/profile
• Synopsis of business case assessment
– Programme contribution (value)
– Programme timing (schedule)
– Risk, financial return and alignment scores
– Dependencies
– Key risks
• Comparative value summary
3. Are we getting the benefits? (Why?)
• Financial benefits (full economic life cycle, best case,
worst case, most likely case)
– Description and quantification, including cash flow
(cash in and cash out)
– Measurement
– Assumptions and sensitivity
– Accountability
• Financial costs (full economic life cycle, full IT and
business costs, best case, worst case, most likely case)
– Total commitment and funding request for this stage-gate
– Assumptions
– Accountability
• Non-financial benefits (alignment)
– Description and quantification
– Measurement
– Assumptions and sensitivity
– Accountability
• Non-financial (alignment, efficiency) costs
– Description
– Impact and mitigation strategy
• Risk analysis (key risks and mitigation strategies)
• Organisational change impact
– Affected stakeholders
– Change management approach
– Change management costs
• Impact of not doing the programme
– Opportunity cost
4. Are we doing things the right way? (What and
How?)
• Alternative approaches
• Selected approach
• High-level analytic mode
• Programme milestones
• Critical success factors
• Programme dependencies
• Enterprise architecture compliance
• Security policy compliance
• Key risks
5. Are we doing things well? (How?)
• Programme execution plan
– Description/definition of projects
– Planning assumptions
– Technology impact
– Staffing and organisation (resource profile over
time)
– Schedule and costs
• High-level benefits realisation plan
• Risk management
• Change management
– Objectives
– Framework
– Communication approach
• Governance structure (controls)
• Key risks
Rubric
•
•
•
•
•
•
•
•
•
•
Document structured professionally
Document complete
Risks were identified
Risks were addressed/optimized
Student demonstrates understanding of the methodology
Clear understanding of the Cause and effect relationship between Business, Ops,
and Technology
Clear understanding of all the Streams of the Fact Sheet (Outcomes, Alignment,
Financial, Non-Financial, Resources, Risks, Assumptions)
Project Plan
Financial – all eggs in one basket
0-No understanding, 1-min understanding, 2-avg, 3- good 4 - excellent
Running Head: INTERNATIONAL ADMISSIONS
International Admissions
Information Systems Fundamentals
June_2019
1
INTERNATIONAL ADMISSIONS
2
International Admissions
Executive Summary
The Elite University education quality has captured the attention of the world. Despite the
good performance the university has been struggling to reach many students as possible. The
university has a simple website that advertises it but the site doesn’t have features for admitting
students online. The administration needs to admit international students through an online
platform due to its increased international demand. Due to this reason the university is coming up
with a project for international admissions.
Currently, the university has over 20,000 employees and over 500,000 students most of
them local. The university has a lot of utilities which are underutilized since it has not met its
threshold population. The university management has been discussing how to increase the
university population by reaching more students.
Project definition
The international admissions project will create an online platform in the existing
university website so that the university can be able to reach and admit international students.
This will enable the university to enroll more international students to its programs easily
(Burbules, 2018). In turn out the university will get more revenue which will be utilized by the
university.
Benefits of the project
This project will increase business capabilities and operational capabilities for the
university.
INTERNATIONAL ADMISSIONS
3
1 - Identify Outcomes:
Business Capabilities
A. Online portal for
international student
application
Operational Capabilities
IT Capabilities
1. Ability to Process ISA
•
Provide increased Access
based on federal rules and
control to comply with
regulations
US federal policies like
2. Ability to update SEVIS
update pwd regulations...
records.
3. Capability to complete
(1)
•
evaluation of foreign
transcripts, degrees and
SEVIS (2)
•
other relevant documents.
4. Ability to provide
Teaching Assistant /
Access to software like
Documents manages
system (2 &3)
•
Perform Audit ( 1,2 &3)
•
Access to apps that
Tutoring / Orientation /
evaluate international
Cultural seminars /
transcripts (3)
Financial Aid for
•
Event scheduler (4)
International students
•
Video conferencing
5. Support for Housing /
everyday needs ( health,
food ,transport )
6. OPT/ CPT/ Internship
support for students.
tools(4 ,5)
•
Readjust support and
maintenance
scheduling(7)
INTERNATIONAL ADMISSIONS
4
7. Increase staff hours by 16
hours/day support
international timings.
2. Identify the Alignment requirements
Business Capabilities Alignment
Business Capabilities
A. Online portal for
international student
application
Alignment
Aligned: International admission portal for the Elite university is
aliened to its current business. Online portal for international
admissions is the plan and techniques executed to achieve the
vision of the university increase the university population by
reaching more students.
Operational Capabilities Alignment
Operational Capabilities
1. Ability to Process ISA
based on federal rules and
Alignment
Aligned: The Elite University already have ability to process
international admissions. The new online portal can be developed
based on federal rules and regulations.
regulations
2. Ability to update SEVIS
records.
3. Capability to complete
evaluation of foreign
Partially Aligned: The University has processes in place to
handle SEVIS records for International Students. This capability
needs to be improved to handle to support the more population of
international students.
Partially Aligned: The University has evaluation process for
foreign transcripts, degrees and other documents to evaluate. This
capability needs to be improved to handle to support the more
population of international students.
INTERNATIONAL ADMISSIONS
5
transcripts, degrees and
other relevant documents.
4. Ability to provide
Teaching Assistant /
Tutoring / Orientation /
Aligned: The University have support staff to provide tutoring,
conducting cultural seminars and financial aid for students. This
staff number will be increased to handle more customer requests.
Cultural seminars /
Financial Aid for
International students
5. Support for Housing /
everyday needs ( health,
Aligned: Currently, the university have operational capability to
support housing and everyday needs for students. The more
population of international students will help to fully utilize its
resources.
food ,transport )
6. OPT/ CPT/ Internship
support for students.
Aligned: The university currently have process in place to support
Internship / OPT / CPT needs for students.
IT Capabilities Alignment
•
IT Capabilities
Provide increased Access
Alignment
Not Aligned: The new admission portal must be developed with
secured access controls to comply with US federal policies. For
control to comply with US that Elite University has to adjust its access controls.
federal policies like
update pwd regulations...
•
Documents manages
system
Aligned: Elite university have already have Documents manage
system. The same technology can be used for International
admissions as well
INTERNATIONAL ADMISSIONS
•
Access to apps that
6
Partially Aligned: The university has a technical capability to
evaluate the international transcripts.
evaluate international
transcripts
Event scheduler
Aligned: Elite university have already have Event scheduler
capabilities for scheduling events. The same technology can be
used for International admissions as well.
•
Video conferencing tools
Aligned: Currently, the university have Technical capability to
support Video conferencing. The same technology can be used for
International admissions as well.
•
Readjust support and
•
maintenance scheduling
Not Aligned: The university now needs to operate 16 hours per
day to support international admissions. So that it’s has to adjust
back up and maintenance schedules accordingly.
3 - Identify the Risks, Assumptions, and Resources
Business Risks:
Capability
B. Online
portal for
Misalignment
Risks
Different marketing and
Incorrect international marketing may
strategy and implementation
impact on Elite University reputation.
international plans are required for the
Improper international admissions
student
international student
handling might lead to Accreditation
application
admissions which are
cancelation.
different from local
admissions.
INTERNATIONAL ADMISSIONS
7
Operational Risks:
Capability
1. Ability to Process
Misalignment
Risk
If people not having enough The reputation of the university will
ISA based on
skill to keep up with this
be damaged in case ISA and other
federal rules and
process.
regulations are not followed to the
regulations /
later.
Ability to update
SEVIS records.
2. Capability to
Lack of proper
There is a risk of fake documents
complete
technological tools and
being accepted in the university due
evaluation of
resources to verify
to lack of proper verification.
foreign
documents. For example,
transcripts,
the database used to verify
degrees and other
documents may not have
relevant
information from all
documents.
universities and colleges
around the world.
3. Ability to provide
Mismanagement of human
Risk of having unqualified teaching
Teaching
resources and misuse of
personnel and lack of finances to aid
Assistant /
finances.
needy students. This lowers quality of
Tutoring /
Orientation /
education acquired by the students.
INTERNATIONAL ADMISSIONS
8
Cultural seminars
/ Financial Aid
for International
students
4. OPT/ CPT/
Unqualified staff members
Internship support who are not paying
for students
5. Support for
opportunity of working outside the
attention to students’
university environment to gain
affairs.
experience and exposure.
Lack of proper planning for
Shortage of Housing/everyday needs
Housing/everyday students housing and
needs ( health,
Risk of students lacking the
( health, food, transport )
welfare.
food, transport )
Technical Risks
Capability
•
Misalignment
Risk
Provide
ICT department failing to
Cyber threats risks increases. This may
increased
enforce password policies
lead to data breach of the university’s
Access control
and observing necessary
system.
to comply with
standards.
US federal
policies like
update
INTERNATIONAL ADMISSIONS
9
password
regulations.
•
Event
ICT staff lacking the skills to Wrong scheduling may lead to delays
Scheduler
perform proper scheduling.
and high priority work been delivered
very late. In other words, jobs cannot
be guaranteed to be completed on time.
•
Documents
Improper configuration of
Risk of electronic documents been
manager
the documents management
inaccessible or insecure. Insecurity may
system
system.
lead to inaccessibility of the
documents, violation of privacy and
unauthorized change of the documents.
•
Perform Audit
ICT department failing to
Risk of system vulnerability going
perform a regular audit.
unnoticed until they are exploited by a
hacker. The risk of not adhering to
ISO 19011:2011 standards for audits
increases (Lenning & Gremyr, 2017).
•
Access to apps
Employees are undergoing
Due to lack of experience employees
that evaluate
training for how to use
may evaluate transcripts wrongly
international
applications provided to
leading to acceptance of fake document
transcripts
evaluate international
and rejection of valid ones.
transcripts.
INTERNATIONAL ADMISSIONS
•
10
Video
Video conferencing tools are
Risk of cyber-attacks such as sniffing
conferencing
using an unsecured network
of video conferencing sessions.
tools
which is also attached to the
public Wi-Fi in the
university for operation.
•
Readjust
Since some of the system
Risk of system been out of date and
support and
units are new, employees
vulnerable. Systems which are not
maintenance
may lack proper skills to
properly maintained become outdated
scheduling
provide support and
which reduces the performance of the
maintain them. In addition,
system as a whole and vulnerable to
the lack of maintenance plan
latest cyber-attacks.
impacts a lot the
maintenance of a system.
The system can go for
months without being
maintained which will be a
violation of ISO 13374
standards (Campos et al.,
2016).
INTERNATIONAL ADMISSIONS
11
Assumptions
Assumption
•
Economy of scale
Misalignment
It is assumed that the more the students the
university will have the more profit. This is due to
the proper utilization of resources and facilities.
•
Budget
It is assumed the amount of money provided by the
university will be enough to implement the program
and run it as expected.
•
International Students
It is assumed that all the international students are of
good character and they cannot jeopardize other
students’ security. The reason being that the
government will have to clear them at the entry of
the United States like any other people entering the
country.
Resources
People
The university will have a lot of employees working as a team in various departments: The
following teams will be required for the successful implementation of the program:
➢ Board of management
➢ Help Desk team
➢ Students’ affairs and welfare team
➢ Teaching team
INTERNATIONAL ADMISSIONS
12
➢ Housing team
➢ ICT team
➢ Healthcare team
Infrastructure
The university will need to implement the following infrastructure:
➢ Building necessary buildings such as dedicated offices for serving international students
and addressing their affairs.
➢ Increasing housing facilities and building a network with third parties so that it can be
easy for students to rent housing off the campus.
➢ Have dedicated servers for managing documents and processing evaluating international
transcripts and other documents. The server should also have the capability for
supporting university website and providing other resources such as applications used in
the university.
INTERNATIONAL ADMISSIONS
13
References
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