Wednesday 31 January 2018

Advanced Financial Accounting


You are required to finish each of these questions, total 40 marks. Please give the solutions in detail, show calculations and submit the solutions to Moodle using a single file, it can be Excel format, Word format or PDF format, no requirement on word limits. If any reference was used, please refer to Harvard style. Question 1 (10 marks), Question 2 (10 Marks), Question 3 (10 Marks), Question 4 (10 Marks).
  1. As explained within the Chapter 8, intangible asset, Australian accounting standards now prohibit goodwill from being subject to amortisation. Rather, there is a requirement that goodwill be subject to impairment testing. In relation to impairment testing of goodwill, Petersen and Plenborg (2010, p.420) state                                                                                      Order Now
  2. Many argue that an impairment test only approach seems a logical step in the development of accounting for goodwill. First, the underlying logic for removing the traditional amortization methodology is that the amortization on a straight-line basis over a number of years contains no information value for those using financial statements (Jennings et al., 2001). Moreover, IFRS 3 (IASB, 2004b) no longer requires that companies perform the almost impossible task of estimating the useful life of goodwill (Jansson et al. 2004). Second, the impairment approach should provide users of financial statements with better information, as goodwill is not automatically amortized (Colquitt and Wilson, 2002; Bens and Heltzer, 2005). Finally, goodwill impairment tests would be operational and capture a decline in the value of goodwill (Donnelly and Keys, 2002).

REQUIRED

You are to provide a clear argument as to why you agree or disagree with the perspectives provided in the paragraph above. 

  1. On 1 July 2015 Kruger Ltd privately issues $1 million in six-year debentures, which pay interest each six months at a coupon rate of 6 per cent per annum. At the time of issuing the securities, the market requires a rate of return of 4 per cent. Consistent with the requirements of AASB 9, the debentures are accounted for using the effective interest method.

Required

(a)  Determine the fair value of the debentures at the time of issue (which will also be their issue price).
(b) Provide the journal entries at:
     (i) 1 July 2015
     (ii)   31 December 2015
     (iii)  30 June 2016.  

  1. Sun City Limited commences construction of a multi-purpose water park on 1 July 2014 for Pretoria Limited. Sun City Limited signs a fixed-price contract for total revenues of $50 million. The project is expected to be completed by the end of 2017 and Pretoria Limited controls the asset throughout the period of construction. The expected cost as at the commencement of construction is $38 million. The estimated costs of a construction project might change throughout the project—in this example, they do change. The following data relates to the project (the financial years end on 30 June):

2015 ($m) 2016 ($m) 2017($m)
Costs for the year 10 18 12
Costs incurred to date 10 28 40
Estimated costs to complete 28 12
Progress billings during the year 12 20 18
Cash collected during the year 11 19 20

Required

(a)   Using the above data, compute the gross profit to be recognised for each of the three years, assuming that the outcome of the contract can be reliably estimated.  
(b)  Prepare the journal entries for the 2015 financial year using the percentage-of-completion method. 
(c)   Prepare the journal entries for the 2015 financial year, assuming the stage of completion cannot be reliably assessed.
  1. Anderson Pty Ltd is an Australian diversified industrial company with its major business activity being to manufacture flotation devices for babies and toddlers. Over the past decade, the business has been very profitable and the directors, Simon Anderson and Lisa Anderson, have kept payment of dividends to a minimum to allow the company to diversify into other activities. The following is a list of property, plant and equipment held by the company:
Investments in companies Carrying Value ($) Current fair value ($)
Property, plant and equipment

Factory (NSW)

Land 100 000 150 000
Buildings

– Cost 70 000 80 000
– Accumulated depreciation (20 000)
Factory (Qld)

Land 150 000 120 000
Buildings

– Cost 125 000 70 000
– Accumulated depreciation (45 000)
Mr Anderson informs you that the directors intend to revalue the property, plant and equipment during the year. The company has not revalued any assets in the past.

Required

(a)  How would you account for the revaluation of the above assets?
(b) What would the relevant journal entries be?  

Taxation Law Assignment

Objectives
Answer the following questions with reference to the relevant legislative provisions operating in Australia concerning the calculation of income tax. Do not consider the effects of legislation potentially applicable other than that specifically identified.
Assessment Tasks

Question1                                                                                                       10 Marks

(a) An Australian individual who is a resident with a taxable income of $18,000.
(b) An Australian individual who is a non-resident with a taxable income of $18,000. (c) An Australian company with a taxable income of $18,000.
(d) An Australian individual who is a resident with a taxable income of $145,000.
(e) An Australian individual who is a non-resident with a taxable income of $145,000. (f) An Australian company with a taxable income of $145,000.
(g) An Australian individual who is a resident with a taxable income of $265,000.
(h) An Australian individual who is a non-resident with a taxable income of $265,000. (i) An Australian company with a taxable income of $265,000.
(j) An Australian company of a turnover of 1.3m with a taxable income of $19800.
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Question 2                                                                                                                           10 Marks
Calculate the Medicare levy and Medicare levy surcharge payable for the year ended 30 June

2017 for the following taxpayers:
(a) An Australian resident, aged 28 years, with a taxable income of $21,335.
(b) ) An Australian resident, eligible for a Seniors tax offset, with a taxable income of $31,738. (c) An Australian resident, aged 43 years, with a taxable income of $55,000.
(d) A taxpayer who is not a resident for tax purposes, with a taxable income of $185,000.
(e) An Australian company with a taxable income of $2m.
(f) An  Australian  resident,  aged  45  years,  with  a  taxable  income  of  $123,800,  holding private  health insurance for the year.
(g) An  Australian  resident,  aged  45  years,  with  a  taxable  income  of  $120,000,  and  no private  health insurance.
(h) An  Australian  resident  with  a  taxable  income  of  $160,000,  holding  private  health insurance  for 90 days of the income year.
(i) Victor and his wife are Australian residents. Victor has a taxable income of $105,000 and  his wife Jackie a taxable income of $85,000. They have no children and no private health insurance.
(j) An  Australian  couple  have  four  children  and  no  private  hospital  health  insurance. What would be the family’s minimum Medicare levy surcharge threshold?

Question 3                                                                                                                          10 Marks

You client, Rob, has the following income and deductions for the financial year ended 30 June
2017: salary, $32,000; bank interest received, $150; and allowable deductions for special work clothing, $450. Rob’s employer has deducted $2600 as PAYG tax from his salary during the year.
Calculate Rob’s income tax payable or refundable.

Question 4                                                                                                                         10 Marks

During the current income year Rafael, a resident taxpayer, has a gross salary of $68,000 (PAYG tax withheld $15,100), a fully franked dividend of $2,000, an unfranked dividend of $1,000, and a 60% franked dividend of $900.
There are no deductions. Calculate Rafael’s taxable income and tax payable.

Marking Guide

Questions 1 & 2 have 10 parts and for the correct answer of each part, 1 mark will be allocated.

Question 3

-     Calculation of Rob’s taxable income by applying the statutory formula under s 4-15 ITAA
1997 (2 Marks)
-     Calculation of Rob’s tax liability per the ITRA 1986 (2 Marks)
-     Calculation of the Medicare levy (2 Marks)
-     Consideration to Rob’s entitlement to any tax offsets and/or tax credits (1 Marks)
-     Calculation of income tax payable or refundable by applying the method in s 4-10 ITAA
1997 (3 Marks)

Question 4

-     Calculation of Rafael’s taxable income by applying the statutory formula under s 4-15
ITAA 1997 (2 Marks)
-     Calculation of Rafael’s tax liability per the ITRA 1986 (2 Marks)
-     Calculation of the Medicare levy (2 Marks)
-     Calculation of Rafael’s Franking tax offset and PAYG tax withheld (1 Marks)
-     Calculation of income tax payable or refundable by applying the method in s 4-10 ITAA
1997 (3 Marks)

Assessment Item 3 Essay Resistance to Change

 Task

Essay:

Discuss both of the following questions:
Why is resistance to change frequently demonised by managers, as a problem that must be managed?
What are the ethical implications of this and how else can resistance be understood?
Use examples from your own organisation, or other sources, to illustrate your essay.
To help you to answer these two essay questions, it can be useful to break them down into a set of sub-questions:
Drawing on your subject material (topic material, textbook, relevant required readings, online material) and your wider reading from the academic literature,
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    1. Identify and examine why employees resist change; critically discuss the range of different understandings of resistance in the literature; explain why managers frequently consider resistance as a problem that has to be managed.
      2. From a critical perspective, examine the relationship between power and resistance in the context of organisational change.
      3. Identify the key ethicial issues associated with power and resistance, and drawing upon a relevant ethical framework, analyse the ethics of the managerial and of resistant positions.
      4. Assess the implications of the managerial and of resistant positions for achieving an effective change management programme.
      5. Draw conclusions that summarise your work and directly address the two essay questions.
You must follow an essay structure that is at a minimum:
  • an introduction that provides an overview of the key issues and argument of the essay;
  • a main body that uses relevant sub-headings,
  • a conclusion that summaries the essay and that directly answers the two essay questions,
  • a reference list.
Use appropriate sub-headings in the main body. Your writing style must follow professional literacy: Citations and a final reference list that follows the APA6 guidelines accurately; Quality in writing and presentation through: use of topic and linking sentences, connected paragraphs organised in a logical flow of ideas; accurate mechanics (spelling, grammar, punctuation, sematics, etc.); follow the guidelines on the presentation, use respectful language to discuss all people; avoid emotive language; employ inclusive, non-sexist language; not opinionated, i.e. support ideas and observations with evidence and logical argument.
minimum of twelve appropriate and relevant peer-reviewed references should be used.
Online submission via Turnitin is required for this assignment. Details will be provided by your subject lecturer.

Rationale

The aims of this assessment task are to:
  • Assist you in developing your analytical and critical thinking skills by using them to deepen your understanding of key concepts, issues and debates related to organisational change management.
  • To provide you with experience to develop and refine you academic literacy skills 
  • To assess learning outcome 4 - Identify, analyse and critically evaluate resistance to organisational change from a range of positions.
  • To assess learning outcome 5 -  Analyse and assess the ethical nature of organisational change.
  • To assess learning outcome 6 - Assess an organisational change management programme and propose, justify and evaluate an alternative to this.
Marking criteria
Marking Guide

Mark High
Distinction (HD)
Distinction (D) Credit (C) Pass (P) Fail (F)
 Total 35 85% to 100% (29.75 - 35) 75% to 84%         ( 26.25 - 29.7) 65% to 74% (22.75  - 26.2) 50% to 64%        ( 17.5 - 22.7) 0% to 49%  (0 - 17.4)
INFORMATION; KNOWLEDGE OF THEORIES, KEY CONCEPTS AND ISSUES AND THEIR APPLICATION 15 Scholarly application of relevant theories and concepts, drawing upon required and wider readings.. All key issues expertly canvassed.
Scholarly, highly proficient and rigorous use of a wide range of relevant sources.
Expertise in applying relevant theories and concepts, drawing upon required and wider readings. Most key issues addressed well. Proficient use of a wide range of relevant sources. Competent application of relevant theories and concepts, drawing upon required and wider readings. Many key issues addressed. Uses a wide range of sources, most of which are relevant. Application of some relevant theories and concepts, drawing on required readings. Some key issues addressed to some extent. Limited use of sources, most of which were relevant. Little application of theories and concepts to set task. Few or no key issues addressed. Insufficient or unacceptable ranges of sources. Many of little relevance.
CRITICAL ANALYSIS; ARGUMENT – EVIDENCE, CLARITY & EXPRESSION  10 Scholoarly use of critical analysis.Logical argument developed in a scholarly fashion and well supported by evidence. Conclusion draws argument together in a coherent and scholarly manner to fully address the essay questions. Expert use of case examples. Considerable skill with critical analysis.Logical, well-developed argument clearly supported by evidence. Comprehensive conclusion that addresses the essay questions. Skilful use of relevant case examples. Some competence demonstrated in critical analysisLogical argument supported by some evidence. Effective conclusion that addresses the essay questions to some extent. Use of relevant case examples apparent. Critical analysis somewhat demonstratedArgument is not well developed, with only limited evidence to support it. Conclusion evident, addresses essay questiosn to a limited extent. Attempt to use case examples. Critical analysis below standard or not evident.Argument, if evidenced, not developed or supported. Substandard, or no merit to conclusion, which does not address the essay questions. Case examples not used.
PRESENTATION and REFERENCING 4 Expertise in use of correct referencing style. Report expertly presented with a notable standard of scholarship Very competent use of correct referencing style. Presentation is set out with high standard of scholarship Reasonable skill in use of correct referencing style. Presentation is set out with a good standard of scholarship Some inaccuracies in use of correct referencing style. Presentation set out with some evidence of scholarship Referencing is either insufficient or contains significant inaccuracies. Presentation inadequate with little regard for standards of scholarship
EXPRESSION  6 Scholarly use of academic communication. Proficient in paraphrasing key comments, and sparing, and approrpiate, use of direct quotations. Excellence demonstrated in use of language, syntax and mechanics; a very clean,well- proofed submission. Very competent use of academic communication and use of language, syntax and mechanics; competent in paraphrasing key comments and sparing, and appropriate, use of direct quotations. A proofed submission. Skillful use of academic communication and of language, syntax and mechanics; Skill in paraphrasing key comments and sparing, and appropriate, use of direct quotations; evidence of proofing Acceptable level of academic communication, and use of language, syntax and mechanics; Quotations used frequently and/ or sometimes inappropriately; some revisions needed. Language, syntax and mechanics is below an acceptable University level. Quotations over-used and/or used when irrelevant. Remediation required.
Penalty/Bonus
(-10, +10)






Percentage





Overall Mark






Presentation

Place your list of references (in APA6 style) at the end of your assignment.
This must be submitted as a document NOT a pdf!

Requirements

For this assessment you are required to use APA referencing to acknowledge all the sources that you have used in preparing your assessment. All ideas and information drawn from your reading of sources must be referenced. Please refer to the CSU referencing guide.  In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

Project Claims and Damages Report

  • Program Information
Program Name: Queensland Health Payroll Program
Date: Date of the current Projects Negotiation and Conflict Report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report

  • Project 1: Forward strategy for payroll system

The preferred form of procurement as an outcome from the negotiation process for Project 1 proposed in the PPMP20011 Projects Negotiation and Conflict Report was…
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are itemized in the following tables.
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Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1.     Motivation and Context Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

2.     Joint Governance structure Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

3.     Integrated Risk Mitigation Strategy Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

4.     Join Communication Strategy Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

5.     Co-location Strategy Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:


  • Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness  (pp. 123-133)
6.     Authentic Leadership Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

7.     Trust-Control Balance Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

8.     Commitment to be Innovative Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

9.     Common best-for-project Mindset and Culture Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

10.  No-blame Culture Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:


  • Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11.  Consensus Decisions Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

12.  Learning and Continuous Improvement Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

13.  Incentive Arrangements Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

14.  Pragmatic Learning-in-Action Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

15.  Transparency Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

16.  Mutual Dependence and Accountability Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:


  • Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process for Project 2 proposed in the PPMP20011 Projects Negotiation and Conflict Report was…
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are itemized in the following tables.
  • Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1.     Motivation and Context Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

2.     Joint Governance structure Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

3.     Integrated Risk Mitigation Strategy Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

4.     Join Communication Strategy Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

5.     Co-location Strategy Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:


  • Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness  (pp. 123-133)
6.     Authentic Leadership Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

7.     Trust-Control Balance Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

8.     Commitment to be Innovative Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

9.     Common best-for-project Mindset and Culture Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

10.  No-blame Culture Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:


  • Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11.  Consensus Decisions Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

12.  Learning and Continuous Improvement Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

13.  Incentive Arrangements Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

14.  Pragmatic Learning-in-Action Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

15.  Transparency Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:

16.  Mutual Dependence and Accountability Technical KSAE:

Project Management KSAE:

Business Solution KSAE:

Relational KSAE:


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Business Information Systems

  1. Aims

To analyse a set of data (in Microsoft Excel), and write a brief report (in Microsoft Word), identifying and explaining your insights into the operation of Todd Restaurants.
  1. Learning Objectives

In the process of this assessment task you will:
  • Plan, schedule and execute project tasks with a view to improve your personal productivity;
  • Gain awareness of some typical issues related to the operation of a small-to-medium size business;
  • Use the functionality of Microsoft Excel to manipulate data, analyse it and visualise it in tabular and chart form; and
  • Use the functionality of Microsoft Word to write a brief report of your business observations and recommendations.                                                                                                                                                                         Order Now

Due date:

Refer to the course description

Submit the individual work via Moodle before the due date.

Cutoff date:

One week after the due date.

Any submission after the due date will receive a deduction of 10% per day, this includes weekends.

Marks:

This assignment is worth 30% of the total assessment.

Extensions:

An extension will only be considered with supporting documentation from a health professional and if the problem/illness occurred within the week prior to the due date. If an extension is granted the extension will then equal the number of days specified on the doctor's certificate, with a maximum limit of one week.

Authorship:

This assignment is an individual assignment and it shall be completed by the individual student ONLY. The final submission must be identifiably the work of the individual. Breaches of this requirement will result in an assignment not being accepted for assessment and may result in the offending student or students being required to present before the Disciplinary Committee.

  1. Case Background:
Feastive Restaurants offer a national chain of full-service, casual-themed restaurants across Australia. You have been offered the job of vice president of operations for Feastive Restaurants. During your first week on the job, David Feast, your boss and CEO of the company, has asked you to provide an analysis of how well the company’s restaurants are performing. Specifically, he would like to know which units and regions are performing extremely well, which are performing moderately well, and which are underperforming.
  1. Assignment Instructions
The CEO asks you to identify where to spend time and focus efforts to improve the overall health of the company.
  1. Review and use the data that Mr Feast has provided you from the Festive restaurants data warehouse in the itech1005_2017-27_assign_Data file. Rename the spreadsheet as:
  1. Use the Information worksheet for your calculations and analysis to provide results for each of the following tasks:
  • Use ‘Restaurant Size (by Sales)’ column in ‘Information’ worksheet to categorise each restaurant size as ‘Small’, ‘Medium’, ‘Large’ or ‘Huge’ according to their ‘Annual Sales’ by using the following table. (You need to use VLOOKUP function for this; and the table needs to be stored in the ‘Information’ worksheet:)

Annual Sales Levels Size Label
$0 Small
$1,000,000 Medium
$2,000,000 Large
$3,000,000 Huge

  • Calculate the number of years each restaurant is operating in the ‘Restaurant Age (years)’ column. Hint: you need to use a formula that calculates (the current date – ‘Restaurant Opening Date’)/
  • Calculate the ‘Taxes payable on annual sales’ by each restaurant for annual sales using the following information. All restaurants pay a base tax rate of 15% based upon sales and in addition some regions require additional taxes, as the table underneath indicates, and in one case the additional rate depends on the value of sales. Hint: a similar method might be used as for restaurant size but VLOOKUP only works on ordered/sorted lists while other formulae will work for unsorted lists – requires some research
For example a small restaurant in Victoria with $1000 sales must pay $200 total taxes.

Region Regional Business Tax Rate
Victoria Small – Medium 5%
Large – Huge 7.5%
NSW 7%
Queensland 5%
SA 6%
WA 0
NT 6%
TAS 5%
ACT 7.5%

  • Calculate ‘Cost of Sales ($)’ on ‘Information’ worksheet. Use ‘Advertising (% sales)’ column in ‘Information’ worksheet to calculate actual advertising costs for each restaurant with all additional costs of sales calculated using the following table. The percentages applied for costs of sales (aside from advertising costs, which each restaurant decides for itself) are independent of region:

Area Total Cost of Sales (not including advertising) as Percentage of Sales
City 60%
Metro 52%
Country 56%

For example, a city restaurant with $1000 sales has $600 cost of sales in addition to any advertising costs.
  • Calculate ‘Profit ($)’ for each restaurant on the ‘Information’ worksheet. Profit is a basic calculation of: sales – cost of sales – advertising costs – taxes.
  • Calculate ‘Sales per Seat ($)’, ‘Sales per square metre ($)’, ‘Profit per Seat ($)’, and ‘Profit per square metre ($)’ in relevant columns on the ‘Information’ worksheet.
  • Calculate the Sum (i.e.Total), Mean, Median, Maximum, Minimum, Range and Standard Deviation for all relevant columns, at the bottom of the dataset on the ‘Information’ worksheet.
  1. Using the ‘Information’ worksheet, Mr Feast needs to have summary tables for each of (i) region, (ii) area and (iii) restaurant size. The summaries should include the following:
  2. Total Annual Sales
  3. Total number of Seats
  4. Average Annual Sales
  5. Average Store Age (years)
  6. Total number of Restaurants
  7. Total number of advertising Restaurants

Use the table in the ‘Summary Report’ worksheet for your calculations. For this report you should not use any Pivot Table analyses.  Instead you need to use functions such as SUMIF, AVERAGEIF, COUNTIFS, etc…
The report table needs to be sorted by ' Total Annual Sales’ column in descending order.
All the cells in the summary tables need to be formatted appropriately.

  1. Using the Information worksheet, Mr Feast also needs to have some analyses report for the following specific questions:
    1. Which region has the highest ‘Annual Sales’ for ‘Large’ size restaurants?
    2. Which region has the lowest ‘Annual Sales’ for ‘Large’ size restaurants?
    3. Which region has the best ‘Average Profit’ for ‘Small’ size restaurants?
    4. Which region has the worst ‘Average Profit’ for ‘Small’ size restaurants?
    5. Which area has the lowest ‘Profit per square metre' for ‘Medium’ size restaurants?
    6. Which area has the highest ‘Profit per square metre' for ‘Medium’ size restaurants?
    7. What is the total number of seats for ‘Medium’ size restaurants in the region with highest total ‘Annual Sales’?
    8. What is the average floorspace for ‘Huge’ size restaurants in the region with highest ‘Annual Sales’?
    9. What is the restaurant with the best 'Annual Sales' at the worst region?
    10. What is the restaurant with the worst 'Annual Sales' in the best region?
    11. What is the restaurant with the lowest 'Age' in the highest ‘Annual Sales’ area?
    12. What is the restaurant with the highest 'Age' in the lowest ‘Annual Sales’ area?
    13. What is the most profitable restaurant with no advertising expenditure?
    14. What is the least profitable restaurant with no advertising expenditure?

  • You should use Pivot Tables for these analyses – include these on the ‘Pivot Tables’ worksheet. Provide your answers on the ‘Specific Questions Summary’ worksheet using cell referencing to the results from your pivot tables.
Note: Create as many pivot tables as needed to show your results but be sure to use filtering and/or sorting where needed to get exact results.
Important: Be sure to follow the instructions for the pivots tables at the top of the ‘Pivot tables’ worksheet.
  • For each of the paired questions a-b, c-d, e-f, provide a chart with clear indication of the best/worst results. You can show both best and worst in a same chart – include these three charts (i.e. graphs) on the ‘Charts’ worksheet.

Note: Create as many additional charts as needed to demonstrate your results for the specific questions and the report (see below).
Important: be sure to follow the instructions for charts at the top of the ‘Charts’ worksheet.

  1. Prepare a Report in Microsoft Word that includes:
  • An introduction
  • The results from the Excel worksheets. You need to follow the exact question sequence and copy and paste the necessary analyses (pivot tables, summary tables and graphs) from the Excel file into the report.
  • Discussion of your observations and your recommendations for Festive Restaurants. In your report include discussion of:
  1. restaurants, areas and regions which are performing extremely well and/or poorly (if any) and what might be done to improve; and
  2. whether Festive Restaurants should spend more or less on advertising (e.g. in certain areas or regions)?
  • the types of data quality issues the company might be experiencing from analysis of the provided dataset and how they might be overcome.
Note: you are looking for distinctive features or patterns in the data you have created in order to report meaningfully to Mr Feast. For example, you might consider how restaurants of like-size are performing relative to each other.

  • Save your report as docx.
The following link provides you with some useful guidelines for writing a Business Memo:

  1. Assignment Submission
Provide your tutor with a backup copy of your assignment on a CD or USB (make sure to collect them back, after marks are released). This CD or USB needs to be in clearly labelled enclosed envelope.
Check the course schedule for assignment due date. A 10% per day deduction applies for late submissions until the cut-off date.
  1. Some Hints
The questions posed to you in this assignment range from easy, through medium to challenging. However, it is expected that all students will succeed in all the tasks. Some of the tasks are similar to those covered in tutorials and the associated exercises. Some of the challenging tasks may rely on insight that requires self-directed study (e.g. using help facilities in Excel, or online help sites or user groups).
The data may appear to be all ‘good’ but it will need to be checked for correctness, completeness and consistency – these issues (and possibly others) will also need to be addressed in your report to Mr Feast.
There are numerous Microsoft Excel facilities and functions that may be useful in this project. While planning your workbook, and especially the observations, you may wish to review the tutorials on the related topics (e.g. Excel functions, absolute and relative cell referencing, formatting, pivot tables, chartings and managing workbooks, as well as, on the analysis of Excel data and drawing recommendations). You may also need to do some research to find instructions on how to use functions such as SUM, COUNT, AVERAGE, SUMIF, SUMIFS, COUNTIF, COUNTIFS, LOOKUP, etc.
There is no ‘ideal’ or ‘best’ way of doing this project. You’ll be assessed on your correct use of Excel, your insight of the data, on your ability to make observations from analysing the results and visualising the charts, and your ability to link your observations to business issues in a professionally prepared report.
  1. Assignment Assessment

This assignment is worth 30% of the total marks in this course and will be marked on:
  • your demonstrated understanding of the problems;
  • completeness of your tasks;
  • exploration of the features in MS-Excel;
  • quality of the final product
  • format of the workbook and report to be readable and professional looking.
Check the grading criteria and make sure you have covered each item on which you will be graded.
Assignment checkpoints: During your lab classes in weeks 7 to 10 you may be asked by your tutors to show evidence of your consistent work on your assignment. In particular, weeks 8 and 9 are assigned as checkpoints. It is expected that by the first checkpoint, you will have answered majority of the questions and made your preliminary observations and recommendation in writing the report and the memo. At the second checkpoint, it is expected that you will have made a significant advancement in your assignment. Failure to meet these checkpoint requirements will affect your performance which may adversely impact on your final mark.

Requirements: Mark
·      VLOOKUP
·                     Lookup tables (3) created
·                     Lookup function is used correctly for each table:
a.               Restaurant size (by sales)
b.               Taxes Payable on annual sales ($) – in $A currency format
c.               Total Cost of Sales – including advertising ($) – in $A currency format
·      Calculate the following correctly:
·                     Restaurant Age (years) – correct to one decimal point
·                     Profit ($) – in $A currency format
·                     Sales per Seat ($)– in $A currency format
·                     Sales per square metre ($)– in $A currency format
·                     Profit per Seat ($)– in $A currency format
·                     Profit per square metre ($)– in $A currency format
·      Calculate Sum, Mean, Median, Maximum, Minimum, Range and Standard Deviation for each column:
Summaries for each region, area and restaurant size:
a.                                Total Annual Sales – in $A currency format
b.                                Total number of Seats
c.                                 Average Annual Sales – in $A currency format
d.                                Average Restaurant Age (years) – correct to one decimal point
e.                                Total number of Restaurants
f.                                  Total number of advertising Restaurants           
·      The report tables needs to be sorted by ' Total Annual Sales’ column in descending order.

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3
/50
Pivot Table Worksheet
·      For each question an understandable pivot table is provided, with meaningful titles and added background colour to “Best” and “Worst” values.
Pivot Table Worksheet
·      For each required question an appropriate format chart is provided with a clear indication of the best/worst results.

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Answers to Specific Questions
a.       Which region has the highest ‘Annual Sales’ for ‘Large’ size restaurants?
b.       Which region has the lowest ‘Annual Sales’ for ‘Large’ size restaurants?
c.       Which region has the best ‘Average Profit’ for ‘Small’ size restaurants?
d.       Which region has the worst ‘Average Profit’ for ‘Small’ size restaurants?
e.       Which area has the lowest ‘Profit per square metre' for ‘Medium’ size restaurants?
f.        Which area has the highest ‘Profit per square metre' for ‘Medium’ size restaurants?
g.       What is the total number of seats for ‘Medium’ size restaurants in the region with highest total ‘Annual Sales’?
h.       What is the average floorspace for ‘Huge’ size restaurants in the region with highest ‘Annual Sales’?
i.         What is the restaurant with the best 'Annual Sales' at the worst region?
j.         What is the restaurant with the worst 'Annual Sales' in the best region?
k.       What is the restaurant with the lowest 'Age' in the highest ‘Annual Sales’ area?
l.         What is the restaurant with the highest 'Age' in the lowest ‘Annual Sales’ area?
m.     What is the most profitable restaurant with no advertising expenditure?
n.      What is the least profitable restaurant with no advertising expenditure?

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/14
Report (in Microsoft Word)
·      Appropriate Introduction
·      reasonable discussions of observations of the result and recommendations, incuding
·    restaurants, areas and regions which are performing extremely well and/or poorly (if any) and what might be done to improve; and
·         whether Festive Restaurants should spend more or less on advertising (e.g. in certain areas or regions)?
·         the types of data quality issues the company might be experiencing from analysis of the provided dataset and how they might be overcome.
·      Appropriate use of graphs and tables
·      Report formatting well done and professional in tone

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/32
Submission requirements not observed– penalties
Spreadsheet file is not renamed as:
Word file is not named as:
Assignment is not submitted as a zip file with all required files included and with name: itech1005_2017-

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/6
Late submission (deduction  10% per day)

Total marks students /130
Contribution to final mark 30% %

Tuesday 30 January 2018

Tutorial for Week 12


  1.  Readings:

Mandatory Readings
  • Kerzner Chapter 25;
Make sure you have done the readings.
  1. Be aware that you need to prepare your Consolidated Portfolio and will need to write a 2 page reflection on your portfolio – this will be marked
  1. Answer following Questions to reflect and assist in your Portfolio
  • How do you describe a complex project?
  • How will you manage it differently from a simple project?
  • How would you apply Agile Project Management
  1. Good news … there is no weekly portfolio this week.
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BUT you now need to do the Consolidated Portfolio, which is counted for marks. It is worth 30%!!!
What did you learn this semester? How did the weekly portfolios help you develop a better understanding of the topic?
In this course you are required to complete a weekly portfolio. A portfolio provides evidence of previous and current experience and presents a dynamic record of your growth and professional learning over the duration of this course. Your portfolio will provide an account of your learning based on your practise and your critical reflection.

Consolidated Portfolio

Since you’ll have made your own journey studying during the course then the material that you will want to include in this final consolidated portfolio will be unique for you. Your final portfolio will explain how you have developed your understanding of the learning outcomes and the topics with each week’s study.
There are a number of ways you can provide a consolidated portfolio. It is up to you to decide which way work the best for you. You final portfolio MUST be made as a single submission. For example:-
  1. You could merge all your submissions into one and provide a single big file.
  1. You could alternatively zip all of the previous portfolios into one and use a single ‘master’ portfolio to refer back to each week.
You must NOT use an index and numbering system to identify material from prior week’s leaving each portfolio on the course web site.
Whatever way that you do it; the final portfolio is the important one! It’s important that you make it clear to the marker what your consolidated portfolio refers to otherwise you may not get the marks you expect.
An analogy for the final portfolio is that you can imagine that you are going before an examination board at the end of the course and presenting to them a complete portfolio of your journey through the course. You will hand each board member a package that they should then be able to read and from it appreciate everything that you have done and learned during your work life and the course.
Ensuring you have accurate references is important and will allow the marker to easily identify where your portfolio maps to the course or other peer reviewed material. Also you need to show how you have made critical reflection on the material and added your own unique insights
Referencing should be made according to CQU’s Harvard referencing guide. To locate the guide then Google “CQU Harvard referencing” and download the PDF file for the current year.
It is as a consequence of your references and academic proficiency with critical analysis that you will be able to gain MAXIMUM MARKS.
Assessment Due Date Review/Exam Week Friday (14-Oct-2016) 11:45 PM AEST Portfolio's must be submitted weekly with a final consolidated portfolio submitted in the review/exam week.

Assessment Criteria

Your assignment will be assessed on the extent and quality to which it meets each of the following criteria.
  1. Evidence in regular weekly portfolios of meeting the graduate attributes? (20%)
  2. Qualitative reflections of each of the course learning outcomes? (40%)
  3. Quantitative achievement of the course topics? (20%)
  4. Clarity of expression, grammar and spelling? (5%)

  1. Strict conformity to CQUniversity Australia Harvard Referencing Guide (author-date)? (5%)
  2. Document clarity and presentation format? (10%)

Tutorial for Week 11


  1.  Readings:
Mandatory Readings
  • Kerzner Chapter 21.5-21.8, & 22; Make sure you have done the readings.

    1. Answer following Questions to reflect and assist in your Portfolio
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  • How do you ensure you have the right number of resources for the project?
  • How do you ensure your project team have the correct skills and knowledge to do their job?
  • How do you manage scope change and ensure there is no scope creep? Why do changes happen in a project?
  • Have you ever in your personal life experienced the need for change? How do you handle this? What did you do?

Tutorial for Week 10


  1.  Readings:
Mandatory Readings

  • Kerzner Chapter 20.0-20.8, & 21.0-21.4;
  • PMI Implementing Organizational PM PM Appendices X2 & X3;
  • PMI Managing Change Chapter 6;

Make sure you have done the readings.

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  • Answer following Questions to reflect and assist in your Portfolio
  • How do you describe ‘Continuous Improvement?
  • In your own life, give an example where you have continuous improvement. What is quality? And how does continuous improvement impact on quality? Describe the history for the quality movement.
  • How do you ensure quality in what you do in life?
  • Describe the processes you have introduced to ensure you deliver quality.

Tutorial for Week 9


  1.  Readings:
Mandatory Readings
  • Kerzner Chapter 11.9-11.14, 11.22-11.29;
  • PMI Implementing Organizational PM Chapter 5;
  • PMI Managing Change Chapter 5;
Make sure you have done the readings.
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  1. Answer following Questions to reflect and assist in your Portfolio
  • How do you develop specifications in a project?
  • Describe the steps in developing a Work Breakdown Structure List some of the problems in decomposition of a WBS
  • Describe what is the role of a senior manager or top level manager or executive
  • Are senior management important for a project? What is the role of the executive during planning?
  • In your personal experience describe a situation where someone else “owned” the event. Describe how you managed the owner who was paying for the event. Describe any politics or tensions. How did you manage the situation?

  • What should be in a Project Plan? Why?
  • Describe the different types of plans that a Project Manager needs to develop. What is a Project Charter? And how do you develop one?
  • If you have a plan, how do you personally keep to it? How do you make sure the work assigned is being done?
  • What is a SOW?
  • What is Configuration Management?
  • How can a Project Management methodology enhance project planning?

Tutorial for Week 8


  1.  Readings:
Mandatory Readings
  • Kerzner Chapter 11.0-11.8;
  • PMI Implementing Organizational PM Chapter 4;
  • PMI Managing Change Preface, Chapter 4;

Make sure you have done the readings.
  1. Answer following Questions to reflect and assist in your Portfolio
    • What planning steps should precede total program scheduling? What steps are necessary?
    • Describe in your own personal life projects the process for planning.
    • How does a project manager determine how complex to make a program plan or how many schedules to include?
    • Is it possible for the WBS to be designed so that resource allocation is easier to identify?
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  • What roles does a functional manager play in establishing the first three levels of the WBS?
  • In your own life projects … are there times where there is a “Functional Manager” overlooking your planning?  Like your mother or friends or …
  • What types of conflicts can occur during the planning cycle, and what modes should be used for their resolution?
  • How do the customer and contractor know if each one completely understands the statement of work, the work breakdown structure, and the program plan?
  • In your own projects, how do you make sure stakeholders know what is going on? Describe what you do? Do you use social media to help in your communication? Or do you have meetings? Or do you ring everyone by phone?
  • You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination?

Tutorial for Week 7

1. Readings:
Mandatory Readings
  • Kerzner Chapter 1.8-1.10, & 10 & 11.25;
  • PMI Implementing Organizational PM Chapter 3;
  • PMI Managing Change Preface, Chapters 1, 2 & 3;
Make sure you have done the readings.

  1. Answer following Questions to reflect and assist in your Portfolio
  • What must the project manager provide in order to develop a solid project plan?
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  • For projects that are done for external sources, the project manager is first viewed as starting out with a pot of gold and then as having to manage the project so that sufficient profits will be made for the stockholders. Why is this the case? Explain.
  • Should age have a bearing on how long it takes an executive to accept project management?
  • How should a project manager react when he finds inefficiency in the functional lines? Should executive management become involved?
  • Should project managers be permitted to establish prerequisites for top management regarding standard company procedures?
  • Does a project sponsor have the right to have an in-house representative removed from his company
  • When does project management turn into over management?
  • What does a program manager bear final responsibility for?

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