PROJ6001 Integrated Project Management

Subject Code and Title PROJ6001 Integrated Project Management
Assessment Assessment 1: Project Management Processes and Life Cycle Report (2 parts, Individual /
Group report)
• Part A: Module 2 Discussion activity: Change requirement and Project life cycle
• Part B: Individual / Group report
Individual/Group Individual / Group
Length Part A: Min 500 words
Part B: Max. 3000 words
Learning Outcomes 1. Formulate appropriate project life cycle and integrate project management process
groups to deliver successful project outcomes.
Submission Part A – By 11:55pm AEST/AEDT Sunday end of Module 2
Part B – By 11:55pm AEST/AEDT Sunday end of Module 3
Weighting 40% (Part A: 15%; Part B: 25%)
Total Marks 40 marks
Context:
Imagine the voluminous processes which are needed to successfully complete a project. As a project
manager, you must see the big picture and coordinate the integration of these processes throughout a
project life cycle (PLC). You begin by considering common elements to most projects. In addition, you
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reflect on the process of integration by considering the steps necessary for beginning a project. For good
project management, it is not only necessary to work towards a successful final project. Each phase of
PLC must be designed, evaluated and assessed based on specific project management approach. As a
project manager, you determine how project management process groups are incorporated into each phase
of project life cycle. These decisions might be based on the ultimate goal and characteristics of the project,
the stakeholders’ objectives or the budget, among other elements.
Instructions:
In this assessment, students are to work individually or in groups of 3-4 to complete a project management
report to Executive Management using PMBOK (PMI, 2013) as a guide. Students assign project
management roles and responsibilities to the group members.
This assessment is divided into 2 parts.
Part A – Discussion activity: Change requirement and Project life cycle
To begin Assessment 1 Part A, students will be given a scenario based on approved project. They will
identify change requirements of the project and critically analyse how the requirements introduce changes
to the project management plan, process groups and life cycle of the project. Students are encouraged to
analyse the case and share personal thoughts with group members in the class, and actively seek feedback
and inputs from facilitators. The individual and group should organise discussion notes and upload it on
the Blackboard accordingly.
Assessment 1 Part A is due by the end of Module 2.
Part B – Individual / Group Report
After the proposed changes to the project management plan and the formulation of project management
processes and life cycle, students (individual or in group of 3-4 students) will elaborate and incorporate
discussion outcomes from Assessment 1 Part A into a report. The report should be structured using an
appropriate business style / format with maximum of 3000 words. The key contents of the report should
include but not limited to: Change request analysis; Change details in the project management processes
and each stage of project life cycle; Integrated change control; and justifications to the required changes
that occur.
Assessment 1 Part B individual/group final report is to be submitted at the end of Module 3. For the group
final report, each group must nominate a group leader to upload the group final report on Blackboard.
Only one submission is required for each group.
Note: Participation and contribution to discussion forums consist of one original post and at least one
response/feedback/critique to a peer’s posting. Your learning facilitator will also provide to individual
student’s summative feedback on the postings to prepare students for their assessment submission.
Learning Resources:
Burke, R. (2013). Project Management Techniques (2nd ed.). US: Burke Publishing.
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK
Guide) (6th ed.). Newtown Square, PA: PMI.
Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK
Guide) (5th ed). Newtown Square, PA: PMI.
Project Management Institute. (2013). Managing change in organisations: A practical guide. Newtown
Square, PM: PMI
*The above are suggested learning resources. Students are encouraged and may be required to search
further for specialist resources in order to complete their assessments.
See the learning rubrics in the following pages for details on the assessment criteria
Learning Rubric: Assessment 1 Part A – Change Requirement Posting Activity
Assessment Attributes Fail (0-49) Pass (50-64) Credit (65-74) Distinction (75-84) High Distinction (85-
100)
Contribution of the change requirements through various project stages, formulating appropriate project
life cycle, and integrating project management process groups
65% Fails to contribute to change requirements analysis and / or formulation and integration group
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activity.
Contributes to change requirements analysis, formulation and integration but work accomplished lacks
insight, and shows limited knowledge or understanding of project management plan, processes and life
cycle.
Resembles a recall or summary of key ideas.
Often conflates/confuses assertion of personal opinion with information substantiated by evidence from
the research/course materials.
Contributes to change requirements analysis, formulation and integration and work shows insight, and
shows understanding of project management plan, processes and life cycle.
Supports personal opinion and information substantiated by evidence from the research/course materials.
Demonstrates a capacity to explain and apply relevant concepts.
Contributes to change requirements analysis, formulation and integration and work shows insight, and
thorough understanding of project management plan, processes and life cycle.
Discriminates between assertion of personal opinion and information substantiated by robust evidence
from the research/course materials and extended reading.
Well demonstrated capacity to explain and apply relevant concepts. Actively contribute to change
requirements analysis, a sophisticated understanding of project management plan, processes and life cycle.
Systematically and critically discriminates between assertion of personal opinion and information
substantiated by robust evidence from the research/course materials and extended reading.
Mastery of concepts and application to new situations/further learning.
Contribution is comprehensive, and advances the group’s task.
Assessment Attributes Fail (0-49) Pass (50-64) Credit (65-74) Distinction (75-84) High Distinction (85-
100)
Constructive feedback to peers and teamwork
25% Fails to offer any feedback. No support or encouragement to group members. No awareness or
sensitivity to diversity amongst group members. Offers feedback but rarely constructive or useful.
Feedback is not always clear or specific to guide peers.
Little support or encouragement to group members.
Demonstrates little awareness of and/or
sensitivity to diversity amongst group members. Offers feedback that is sometimes constructive or useful.
Feedback is provided with examples to guide peers.
Some support and encouragement to group members.
Demonstrates some level of awareness of and sensitivity to diversity amongst group members. Offers
constructive feedback regularly. Formulates the merits of alternative ideas or proposals and communicates
them to peers.
Offers support and encouragement to group members.
Demonstrates a high level of awareness of and sensitivity to diversity amongst group members. Always
offers detailed constructive feedback that is specific and appropriate. Expertly articulates the merits of
alternative ideas or
proposals and
communicates them
effectively to peers. Provides expert assistance, support, and encouragement to group members.
Consistently demonstrates a high level of awareness of and sensitivity to diversity amongst group
members.
Time Management
10% Fails to deliver the assigned tasks on time and/or is of poor quality.
Often forces the group to make last-minute adjustments and changes to accommodate missing work.
Delivers some of the assigned tasks of compromised quality, but on time. Minimises the need for the
group to make last-minute adjustments and changes to accommodate missing work. Delivers most of the
assigned tasks on time.
Recognises and accommodates the group in making lastminute adjustments and changes to any missing
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work. Delivers all the assigned tasks on time.
Leads the group in making last-minute adjustments and changes to any missing work. Delivers all the
assigned task before deadline.
Leads the group to assure work is completed and no last-minute adjustments and changes are required.
Learning Rubrics: Assessment 1 Part B – Individual / Group Report
Assessment Attributes Fail (0-49) Pass (50-64) Credit (65-74) Distinction (75-84) High Distinction (85-
100)
Contributions to change requirements, changes in the project management plan, project management
processes and project
life cycle, integrated project management, and justifications to the required changes
60% Fails to contribute to change requirements and group activity.
Limited knowledge of change management.
Understands change management principles and processes, and some of the impacts on project and staff.
Contributes to change
requirements and group activity
Resembles a recall or summary of key ideas.
Conflates/confuses assertion of personal opinion with information from the research/course materials.
Articulates how to facilitate team’s involvement in the change process.
Communicates the need for change and strategies to support new ideas and processes.
Understands the role of culture on change. Supports personal opinion and information substantiated by
evidence from the research/course materials.
Demonstrates a capacity to explain and apply relevant concepts.
Advocates processes to enable continuous improvement.
Suggests a plan to develop individual and team commitment to new solutions.
Articulates strategies to encourage knowledge sharing under different change scenarios.
Discriminates between assertion of personal opinion and information substantiated by robust evidence
from the research/course materials and extended reading.
Well demonstrated capacity to explain and apply relevant concepts.
Elaborates a process to create innovative solutions.
Identifies a framework to foster a continuous improvement cycle of learning within the organisation.
Anticipates obstacles and suggests ways to alleviate obstruction.
A sophisticated understanding of project management plan, integration, processes and life cycle.
Discriminates between assertion of personal opinion and information substantiated by robust evidence
from the research/course materials and extended reading.
Mastery of concepts and
application to new situations/further learning.
Contribution is comprehensive, and advances the group’s task.
Effective communication, professionally presented business
report
30% Difficult to understand for audience, no logical/clear structure, poor flow of ideas, argument lacks
supporting evidence.
No effort is made to keep audience engaged, audience cannot follow the line of reasoning.
Little use of presentation aids, or the presentation aids and material used are irrelevant Information,
arguments and evidence are presented in a way that is not always clear and logical.
Attempts are made to keep the audience engaged, but not always successful. Line of reasoning is often
difficult to follow.
Presentation aids are used more for effect than relevance. Information, arguments and evidence are well
presented, mostly clear flow of ideas and arguments.
The audience is mostly engaged, line of reasoning is easy to follow.
Effective use of presentation aids.
Information, arguments and evidence are very well presented, the presentation is logical, clear and well
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supported by evidence.
Engages the audience, demonstrates cultural sensitivity.
Carefully and well prepared presentations aids are used. Expertly presented; the presentation is logical,
persuasive, and well supported by evidence, demonstrating a clear flow of ideas and arguments.
Engages and sustains audience’s interest in the topic, demonstrates high levels of cultural sensitivity.
Effective use of diverse presentation aids, including graphics and multi-media.
Use of academic and
discipline conventions and sources of evidence. Proper referencing style.
10% Poorly written with errors in spelling, grammar.
Demonstrates inconsistent use of good quality, credible and relevant research sources to support and
develop ideas.
There are mistakes in using the APA style. Is written according to academic genre (e.g. with introduction,
conclusion or summary) and has accurate spelling, grammar, sentence and paragraph construction.
Demonstrates consistent use of credible and relevant research sources to support and develop ideas, but
these are not always explicit or well developed.
There are no mistakes in using the APA style. Is well-written and adheres to the academic
genre (e.g. with introduction, conclusion or summary).
Demonstrates consistent use of high quality, credible and relevant research sources to support and develop
ideas.
There are no mistakes in using the APA style. Is very well-written and adheres to the academic genre.
Consistently
demonstrates expert use of good quality, credible and relevant research sources to support and develop
appropriate arguments and statements. Shows evidence of reading
beyond the key reading
There are no mistakes in using the APA style. Expertly written and adheres to the academic genre.
Demonstrates expert use of high-quality, credible and relevant research sources to support and develop
arguments and position statements. Shows extensive evidence of reading beyond

Case Study – Graeter’s ice cream

Case Study – Graeter’s ice cream
Graeter’s was founded in Preston in 1870 by a couple named Charlie and Regina Graeter, who made ice
cream and lollies in the back room of their shop, sold them in the front room, and lived upstairs.
Refrigeration was still unknown at the time, and ice cream was a novelty.
The company currently operates a few dozen stores in Melbourne and regional Victoria, and its products
are available in hundreds of supermarkets throughout Victoria, Tasmania, and South Australia. Graeter’s
built an additional production facility to support its continued expansion, and it operates a retail website
where customers can order ice cream to be shipped anywhere in Australia. The company views its
competition to include all upscale treats rather than just other ice cream brands.
Several factors make Graeter’s unique and help account for its long success. Perhaps the most important is
the product’s quality. Throughout its history, Graeter’s has focused on using a unique manufacturing
process that produces its signature ice cream flavours in small batches to preserve the quality, texture, and
flavour. Graeter’s manufacturing method ensures that very little air gets into the product, producing a dens
e, creamy texture that is not found in other brands. Another success factor is the use of simple, fresh
ingredients, such as high-grade chocolate, farm-fresh cream, and fruits that are in season. The company
ensures that all of the ingredients its sources are of the highest quality.
Today, Graeter’s is still owned by the Graeter family – now in its fourth generation. The business is still
privately owned and operating out of Preston. Though the company has grown and expanded, particularly
in the last ten years, its small-batch manufacturing remains similar to the company’s original handmade
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process. Compared to the competition which mass produces its ice cream, Graeter’s takes time with every
batch and packs it by hand.
Graeter’s no longer maintains franchise operations, though it had licensed a handful of franchise
operations over the past 20 years which proved to be financially lucrative. The company discovered that it
was unable to control the quality of the product at franchised locations, which created substantial risk for
the organisation. As a result, the management team at Graeter’s repurchased all of its franchised stores.
A key to the company’s success over the years is the fact that each generation of management has
understood the importance of ensuring long-term survival even when it means keeping less profit in the
short term. The company’s top management team currently consists of the great-grandsons of the original
founders: CEO Richard Graeter and his cousins Robert and Chip Graeter. Although their functional roles
vary considerably, the family members operate the business as an equal partnership, with every major
decision being made on a consensus basis.
After three generations of mum-and-pop style operations, the company has undergone significant change
in the current generation. One of the most significant changes has been the involvement of outside people
into the corporate management team. The company brings in consultants to help refine its vision and
develop a business strategy. Graeter’s also jumped at the unexpected opportunity to buy out the last
franchise company operating Graeter’s retail stores, as well as its factory. Graeter’s went from operating
one plant to operating three plants, but the management team believes this will provide them with more
opportunities for expansion.
Although you might think working for an ice cream company would be motivating under almost any
circumstances, Graeter’s doesn’t take its employees’ commitment for granted. The company employs
about 800 hourly workers in three production facilities and dozens of ice cream shops in and around
Melbourne. Over the last few years, it has benefited from tightening up some of its long-standing human
resource management procedures, including those for hiring and evaluating employees. In past years,
Graeter’s has operated its retail operations with a laisses-faire attitude, where goals and measurement
systems weren’t strongly emphasised. But the company has since established measurement systems and is
communicating expectations through its employee training program.
Turnover is low, with some employees spending their entire careers with Graeter’s and eventually retiring
from the firm. Employees wear badges with their names and the number of years they have worked for the
firm. One of the reasons for such low turnover is the company’s competitive benefits package. Graeter’s
offers its employees’ benefits including flexible-hours, car plans, discounted lunches, generous
superannuation payments, and profit sharing in the form of bonuses at the end of each financial year.
Graeter’s uses a number of marketing strategies to promote its line of products. Graeter’s considers as its
competitors not only brands like Haagen-Dazs and Ben & Jerry’s, but also all kinds of premium-quality
desserts and edible treats. Quality is what the current management team hopes will propel Graeter’s
beyond its current market. For instance, it uses dairy products from hormone-free cows and has an
artisanal production process that yields two gallons per machine every 20 minutes. These small batches
ensure that Graeter’s maintains the highest in quality.
In 2008, Graeter’s got a big boost from some positive mentions on a few national TV programs including
Good Morning Australia and The Project. National attention continues with occasional exposure on news
and lifestyle programs. Still, Graeter’s faces the same challenge in new markets with a limited marketing
budget. Through its South Yarra-based ad agency, Graeter’s does some local advertising, including pointof-sale displays, radio ads, print ads, and billboards. The company also uses non-traditional promotion
methods, such as electronic couponing and social media. The company is able to reduce prices to some of
its distributors, allowing for in-store product promotions. Although the company regularly launches
promotions, brand loyalty has grown mostly through word of mouth that endures across generations.
Graeter’s has expanded its retail operation to South Australia in recent years. The company hopes to
someday open stores in Sydney and Brisbane.
Graeter’s uses data and information to establish sales and performance measures that are then used to help
establish strategic perspectives for the company. Once information is gathered, it becomes an input for
management information systems, giving the Graeter’s management team a set of powerful decision-

Graeter’s was founded in Preston in 1870 by a couple named Charlie and Regina Graeter, who made ice cream and lollies in the back room of their shop,

you can find all the instructions in the attachment.word count should be 2000
Case Study – Graeter’s ice cream
Graeter’s was founded in Preston in 1870 by a couple named Charlie and Regina Graeter, who made ice
cream and lollies in the back room of their shop, sold them in the front room, and lived upstairs.
Refrigeration was still unknown at the time, and ice cream was a novelty.
The company currently operates a few dozen stores in Melbourne and regional Victoria, and its products
are available in hundreds of supermarkets throughout Victoria, Tasmania, and South Australia. Graeter’s
built an additional production facility to support its continued expansion, and it operates a retail website
where customers can order ice cream to be shipped anywhere in Australia. The company views its
competition to include all upscale treats rather than just other ice cream brands.
Several factors make Graeter’s unique and help account for its long success. Perhaps the most important is
the product’s quality. Throughout its history, Graeter’s has focused on using a unique manufacturing
process that produces its signature ice cream flavours in small batches to preserve the quality, texture, and
flavour. Graeter’s manufacturing method ensures that very little air gets into the product, producing a dens
e, creamy texture that is not found in other brands. Another success factor is the use of simple, fresh
ingredients, such as high-grade chocolate, farm-fresh cream, and fruits that are in season. The company
ensures that all of the ingredients its sources are of the highest quality.
Today, Graeter’s is still owned by the Graeter family – now in its fourth generation. The business is still
privately owned and operating out of Preston. Though the company has grown and expanded, particularly
10/30/2019 51861 – you can find all the instructions in the attachment.word
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in the last ten years, its small-batch manufacturing remains similar to the company’s original handmade
process. Compared to the competition which mass produces its ice cream, Graeter’s takes time with every
batch and packs it by hand.
Graeter’s no longer maintains franchise operations, though it had licensed a handful of franchise
operations over the past 20 years which proved to be financially lucrative. The company discovered that it
was unable to control the quality of the product at franchised locations, which created substantial risk for
the organisation. As a result, the management team at Graeter’s repurchased all of its franchised stores.
A key to the company’s success over the years is the fact that each generation of management has
understood the importance of ensuring long-term survival even when it means keeping less profit in the
short term. The company’s top management team currently consists of the great-grandsons of the original
founders: CEO Richard Graeter and his cousins Robert and Chip Graeter. Although their functional roles
vary considerably, the family members operate the business as an equal partnership, with every major
decision being made on a consensus basis.
After three generations of mum-and-pop style operations, the company has undergone significant change
in the current generation. One of the most significant changes has been the involvement of outside people
into the corporate management team. The company brings in consultants to help refine its vision and
develop a business strategy. Graeter’s also jumped at the unexpected opportunity to buy out the last
franchise company operating Graeter’s retail stores, as well as its factory. Graeter’s went from operating
one plant to operating three plants, but the management team believes this will provide them with more
opportunities for expansion.
Although you might think working for an ice cream company would be motivating under almost any
circumstances, Graeter’s doesn’t take its employees’ commitment for granted. The company employs
about 800 hourly workers in three production facilities and dozens of ice cream shops in and around
Melbourne. Over the last few years, it has benefited from tightening up some of its long-standing human
resource management procedures, including those for hiring and evaluating employees. In past years,
Graeter’s has operated its retail operations with a laisses-faire attitude, where goals and measurement
systems weren’t strongly emphasised. But the company has since established measurement systems and is
communicating expectations through its employee training program.
Turnover is low, with some employees spending their entire careers with Graeter’s and eventually retiring
from the firm. Employees wear badges with their names and the number of years they have worked for the
firm. One of the reasons for such low turnover is the company’s competitive benefits package. Graeter’s
offers its employees’ benefits including flexible-hours, car plans, discounted lunches, generous
superannuation payments, and profit sharing in the form of bonuses at the end of each financial year.
Graeter’s uses a number of marketing strategies to promote its line of products. Graeter’s considers as its
competitors not only brands like Haagen-Dazs and Ben & Jerry’s, but also all kinds of premium-quality
desserts and edible treats. Quality is what the current management team hopes will propel Graeter’s
beyond its current market. For instance, it uses dairy products from hormone-free cows and has an
artisanal production process that yields two gallons per machine every 20 minutes. These small batches
ensure that Graeter’s maintains the highest in quality.
In 2008, Graeter’s got a big boost from some positive mentions on a few national TV programs including
Good Morning Australia and The Project. National attention continues with occasional exposure on news
and lifestyle programs. Still, Graeter’s faces the same challenge in new markets with a limited marketing
budget. Through its South Yarra-based ad agency, Graeter’s does some local advertising, including pointof-sale displays, radio ads, print ads, and billboards. The company also uses non-traditional promotion
methods, such as electronic couponing and social media. The company is able to reduce prices to some of
its distributors, allowing for in-store product promotions. Although the company regularly launches
promotions, brand loyalty has grown mostly through word of mouth that endures across generations.
Graeter’s has expanded its retail operation to South Australia in recent years. The company hopes to
someday open stores in Sydney and Brisbane.
Graeter’s uses data and information to establish sales and performance measures that are then used to help
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establish strategic perspectives for the company. Once information is gathered, it becomes an input for
management information systems, giving the Graeter’s management team a set of powerful decisionmaking tools. On the reporting side, Graeter’s controller is responsible for preparing financial statements,
payroll, and various reports. Graeter’s has already experienced the benefits of having better information,
particularly information about sales. When management noticed that bakery sales weren’t up to par in
some stores, the company reduced the number of products sold in these locations.
A few years ago, the company undertook the construction of a second factory. A few months before the
new plant was to open, Graeter’s was facing a buyout of its remaining franchisee, which included the sale
of several stores and a factory. To pay for the unexpected acquisition, the company had to come up with
millions of dollars in additional financing over and above what was borrowed to build the new plant.
Copyright: Pride, W, Hughes, R, Kapoor, R 2017 Foundations of Business, 5th Edition, Cengage
Learning, Boston
Write a report in your own words (Word count less than 2000), providing solutions to the following
questions:
1. Knowing that Graeter’s competes with multinational corporations as well as small businesses, would
you recommend that Graeter’s expand by licensing its brand to a company in another country? Why or
why not?
2. Graeter’s hired management consultants to help improve its training procedures and expand
distribution. “I think my cousins and I all have come to realise we can’t do it alone,” says the CEO. Why
do you think the management team made this decision? Does the involvement of outside consultants move
Graeter’s further from its roots as a family business?
3. Do you agree with Graeter’s decision to stop franchising? Explain your answer.
4. What have been company’s most important strengths? Can you identify any weaknesses that might
affect its ability to grow?
5. Graeter’s is currently a non-union company. How might the experience of working there change if a
union were to be introduced?
6. What are the elements of Graeter’s marketing mix? Which are most likely to be affected by external
forces in the marketing environment?
7. Graeter’s ice cream line includes smoothies and sorbets. Do you think it should consider other brand
extensions such as yogurt, low-fat ice cream, coffee drinks, or other related products? Why or why not?
8. Suppose you were writing a social media plan for Graeter’s, with two objectives: to improve brand
awareness in new markets and to build online orders during holiday periods. What quantitative and
qualitative measurements would you use to evaluate the results of your plan?
9. What kinds of questions do you think bank managers might ask Graeter’s owners before agreeing to
loan the company $10 million for the “unexpected acquisition”?

ASSESSMENT 3: Role play critique

ASSESSMENT 3: Role play critique
In this assessment, students are required to conduct an in-class role play where they act as a social
worker/interviewer and submit a reflection/critique of the role play. The role play will be based on a case
study provided on LEO in Week 6. The emphasis is on your ability to critically analyse your skills as an
interviewer in engaging a child/young person, and to reflect on your developing knowledge around social
work with children, young people and families. This assessment covers all material across this unit. Please
refer to Week 12 readings and assessment-based learning materials on LEO to help you prepare for your
role play and critical writing.
Due date: Monday 4th of November, 10:00pm (you will be given time in class in Week 12 to conduct your
role play)
Weighting: 40%
Length and/or format: 1500 words
Purpose: The role play critique aims to help students demonstrate skills in:
communicating clearly and effectively with the client; ability to conduct an interview/session with purpose
as specified in the case scenario, and to be able to recognise client needs; responding with appropriate
strategies and interventions.
Learning outcomes assessed: LO1, LO2, LO3, LO4, LO5
How to submit: Via Turnitin inbox on unit LEO site.
Return of assignment: Feedback will be given via LEO 3 weeks after submission.
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Word limit in assessment The word limit for this assignment is 1500 words (plus or minus 10%). If an
assignment exceeds the +/-10% word count, it will not be marked. You must include on your title page the
actual word count for your assignment. Please note your reference list is not included in the word count
but in text citations are. Text in tables and figures are included in the word count.
Assessment criteria: See Appendix 3 attached for marking criteria.
Students will be given a choice of case scenarios on LEO in Week 6, related to engaging a child or young
person in an interview situation. Students must conduct and record a role play with another student
enrolled in this unit, where they play the social worker/interviewer and the fellow student plays the client.
Students must then upload a 1500 word written critique of the role play to LEO by Monday 4th
November, 10:00pm.
As an interviewer, each student will write a critique of the role play that should demonstrate:
• Evidence of reflective capacity and critical analysis of interviewer practice skills;
• Ability to identify strengths and areas requiring further development of interviewer in engaging and
communicating with the child/young person (student in role);
• Incorporation of the feedback the interviewer was given by the ‘client’ during/after the role play, and
reflection on their ongoing development of social work skills and knowledge in work with children, young
people and families (personal practice framework).
A minimum of 3 references is required for this assignment. A list of useful readings will be provided in
the ‘assessment readings’ list in Leganto.
REFERENCING
This unit requires you to use the APA (6th Edition) (American Psychological Society) referencing system.
See the ‘Academic referencing’ page of the Student Portal for more details.
ACU POLICIES AND REGULATIONS
It is your responsibility to read and familiarise yourself with ACU policies and regulations, including
regulations on examinations; review and appeals; acceptable use of IT facilities; and conduct and
responsibilities. These are in the ACU Handbook, available from the website.
A list of these and other important policies can be found at the University policies page of the Student
Portal.
Assessment policy and procedures
You must read the Assessment Policy and Assessment Procedures in the University Handbook:
they include rules on deadlines; penalties for late submission; extensions; and special consideration. If you
have any queries on Assessment Policy, please see your Lecturer in Charge.
Link to ACU Assessment Policy and Procedures:
http://www.acu.edu.au/policy/learning_and_teaching/assessment_policy_and_assessment_procedu res
Academic integrity
You have the responsibility to submit only work which is your own, or which properly acknowledges the
thoughts, ideas, findings and/or work of others. The Academic Integrity and Misconduct Policy and the
Academic Misconduct Procedures are available from the website. Please read them, and note in particular
that cheating, plagiarism, collusion, recycling of assignments and misrepresentation are not acceptable.
Penalties for academic misconduct can vary in severity and can include being excluded from the course.
Turnitin
The Turnitin application (a text-matching tool) will be used in this unit, in order to enable:
• students to improve their academic writing by identifying possible areas of poor citation and referencing
in their written work; and
• teaching staff to identify areas of possible plagiarism in students’ written work.
While Turnitin can help in identifying problems with plagiarism, avoiding plagiarism is more important.
Information on avoiding plagiarism is available from the Academic Skills Unit.
For any assignment that has been created to allow submission through Turnitin (check the Assignment
submission details for each assessment task), you should submit your draft well in advance of the due date
(ideally, several days before) to ensure that you have time to work on any issues identified by Turnitin. On
the assignment due date, lecturers will have access to your final submission and the Turnitin Originality
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Report.
Please note that electronic marking, Grademark, is used in this unit using Turnitin. Turnitin will be used as
a means of submitting, marking and returning assessment tasks and so a text matching percentage will
appear on your submission automatically.

Market research

Market research
Submission details
Candidate’s Name Phone No.
Assessor’s Name Phone No.
Assessment Site
Assessment Date/s Time/s
The assessment task is due on the date specified by your assessor. Any variations to this arrangement must
be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
In this assessment you are required to contract and manage an external consultant to complete research for
your organisation, and monitor work activities in regard to the research project.
Assessment description
You need to meet with a consultant and complete a contract to secure their services for the required
research activities. You also need to monitor, manage and report on work activities, to ensure that the
research project remains in alignment with the research plan.
Procedure
From the case study provided you are required to complete the following steps:
1. With the supplied generic external consultants contract, you need to meet with the identified consultant
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(your assessor) from the case study and revise the contract to suit your requirements as the manager of the
market research.
2. Using the supplied work activity information, develop weekly monitoring reports that:
? Progress of project: describes the progress of the market research project
? Adherence to plan: describes the adherence of work activities to the research plan
? Contractor performance: describes whether performance of external contractors is in line with
expectations and contractual requirements.
Specifications
You must provide:
• A revised signed contract for the identified consultant (Step 1)
• A series of written Weekly Monitoring Reports (Step 2)
Your assessor will be looking for:
• Evidence that you have examined the case study and have understood the requirements of contract
research consultants for the organisation.
Distance-based learners:
• Complete assessment as per instructions, except the meeting with the consultant (the assessor) will be
via phone or Skype or other live telephone or video medium.
Case study
The CEO has decided to use Lombards Consulting to carry out the market research work in relation to
Houzit’s plan to add the lighting fittings category to the assortment offer. Working from head office as 12
Clarence street Hendra Queensland, you organise to have a contract drawn up that covers all the areas of
agreement in relation to the work including milestones.
The following activities occurred during the market research project.
• The phases Definition/Scope and Consultant/Supplier Selection were completed by the 2nd week of the
project. 5% complete
• Develop market research information needs questionnaire – on time
• Document information needs – one week late – 10% complete
• Identify information to be gathered in research – one week late
• Identify source of information – one week late – 15% complete
• Consultant requests Houzit purchase all research materials – You approve everything except for the
Australian Chambers of Commerce, Australia wide surveys costing $1,450
• Identify research participant – on time
• Identify research technique – one week late
• Identify timing requirements and budget – two week late – 30% complete • Consultant requests more
time – You do not grant it.
• Primary Market Research including customer surveys, focus groups and interviews with Houzit
staff/managers and customers. – Completed on time except for interviews with all Houzit managers and
group buyer – 50% complete
• Consultant report difficulty working with store managers
• Secondary Market Research including the materials provided by Houzit.- Consultant requested internal
customer data be taken off-site – You do not grant it – Completed on time – 70% complete
• Document research findings – on time
• Develop research report – two days late – 100% complete.
Sample contract
Contract for Supply of ___________
This Contract is made on the Date ____ Month ____ Year ____, between
_____________________(name) ,and _____________________(ACN)
City of ______________, State of _______,
and
_____________________(name) ,and _____________________(ACN)
City of ______________, State of _______.
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For valuable consideration, the parties agree as follows:
1. (detail of Agreement is detailed here, _________________)
2. No modification of this Contract will be effective unless it is in writing and is signed by both parties.
3. This Contract binds and benefits both parties and any successors.
4. Time is of the essence of this contract.
5. This document, including any attachments, is the entire agreement between the parties.
6. This Contract is governed by the laws of the State of _______
Signatures
The parties have signed this Contract on the date specified at the beginning of this Contract.
_____________________ _____________________
Signature Signature
_____________________ _____________________
Name Name
_____________________ _____________________
Witness Witness
_____________________ _____________________

Research project evaluation

Research project evaluation
Submission details
Candidate’s Name Phone No.
Assessor’s Name Phone No.
Assessment Site
Assessment Date/s Time/s
The assessment task is due on the date specified by your assessor. Any variations to this arrangement must
be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
This assessment task requires you to review the market research project and evaluate the findings that
have been presented, as well as evaluating and recommending improvements to the research approaches
and processes used.
Assessment description
You need to develop a report describing and evaluating the research undertaken and the findings
presented. As part of this report you need to review the project performance against the initial research
project plan, and review the process for future improvements.
Procedure
From the case study provided you are required to prepare a final report on the market research process
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including information under the following headings:
1. Findings: A review of the research report provided to you by the consultant including:
? a brief summary of the report findings
? a description of how you confirmed the validity of information and data included in the report
? a statement assessing the relevance and usefulness of findings against research objectives.
2. Performance: assess the project performance against the research plan.
3. Review: A review of the feedback provided to you from various stakeholders, and any changes to the
process required by this feedback. Also review all of the monitoring reports and monitoring activities
completed throughout the project (in AT2) and make recommendations for changes or improvements to
the research process.
With your completed report you also need to submit a revised set of research guidelines (from Assessment
Task 1) incorporating the changes noted in your report for use in the next market research project.
Adjustment for distance-based learners:
• No variation of the task is required.
Specifications
You must provide:
• A written Final Report (Steps 1-3)
• Written revised Research Guidelines for the organisation.
Your assessor will be looking for:
• Evidence that you have examined the case study and have reviewed the market research process for the
organisation.
Distance-based learners:
• Complete assessment as per instructions.
Case study
You receive a market research report from Lombards Consulting (see following pages).
You sent out the market research report as well as your variance summary of the marketing activities taken
to key stakeholders and asked them to reply by email.
Later, in discussion with the principals of Lombards Consulting, you are made aware of the location and
availability of source data on which the report was based. These include the original responses to the
customer surveys, taped interviews and focus groups (with signed participant consent forms) and notes
taken during conversations with staff, with Houzit staff/managers and customers. Copies of secondary
data was also available, crossed referenced and physically identified in the report and source document.
Where possible Lombards Consulting used the scientific method of careful observation, formulation of
hypotheses, prediction, and testing in their research. They also spoke of using multiple methods to ensure
greater confidence in the findings.
When asked about the lack of time spent with the Houzit managers, Lombards consulting spoke about the
healthy scepticism they have built toward assumptions made by managers about how the markets work.
They also said that the intellectual divergences between the mental styles of line managers and marketing
researchers often got in the way of productive relationships. The marketing researcher’s report may seem
abstract, complicated, and tentative, while the line manager wants concreteness, simplicity, and certainty.
Lombards suggested they be involved in the earliest part of the planning process, in fact why not make
them permanent feature in the marketing strategy team.
Emails from stakeholders
The general manager said in an email “I was disappointed that Lombards did not speak to the store
managers more. They have real ‘day to day’ contact with customers and have much knowledge about what
customers want. Perhaps next time they could be involved formally in the process”
The group buying manager said in an email “The report confirms what we thought about the new
category. I would have liked to see more opinion from the consultants describing what they believed that
the business environment data meant in terms of the business opportunity.”
The CEO said that the “feedback from the board was to pass on their congratulations to you on a job well
done given the short time frame.” You replied that a research of that magnitude would normally require a
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12-14 week turn around. The CEO agreed.
Market Research Report
Market Research Report
For: Houzit By: Lombards
Consulting
Scope: Conduct market research to determine the market feasibility of adding the lighting fixtures
category to Houzit’s assortment.
The Industry
The specific category, ‘lighting fixtures’, is part of the home-wares market. Home-wares are linked to the
domestic new dwelling and renovations industry.
Industry Size – The market for new dwellings and renovations is Australia wide with particular
concentrations in demand in the high population growth states of Queensland and Western Australia. In
Queensland there is significant demand in the South East corner of the state in which the greater Brisbane
sector fits.
The value of new dwellings and renovations market in the greater Brisbane areas is estimated in 2009/10
at $3 billion. The size of the home-wares business in that market is estimated in 2009/10 as $130 million.
The ‘Lighting fixtures’ category within the home-wares business is estimated in 2009/10 at $22million.
There are approximately 12 independent outlets currently supplying this category. Our research identifies
that 89% of people that purchase home-wares are also in the market for lighting fixtures.
Industry Growth- The new dwelling and renovations markets industry in Australia is growing at 3.2% p.a.
and has been holding a long term growth rate of 2.7% p.a. The greater Brisbane area is growing at 4.5%
per year. Outlook for the coming years is that this industry will continue to grow at above national
averages and remain ahead of the long term trend by at least one percentage point. The lighting fixtures
category within this industry is estimated to follow the same trend lines.
Target Market Statistics
The target segment is the ‘lighting fixtures’ category. The target market for this category are Houzit’s
existing customers and new customers that share the same profile as the existing Houzit customers.
Target Market Size – All households that are engaged in constructing new dwellings and renovations in
the greater Brisbane area are the target market for Houzit’s ‘lighting fixture’ category. This equates to
45,000 households p.a. in the 2009/10 years. These numbers are expected to grow in the coming years in
line with the growth in the new dwellings and renovations industry in the greater Brisbane area.
Income and Activity Rates – The Houzit customer profile is skewed towards 25-45 year of age,
professionals and managers in employment with a combined household income averaging at $110,000 per
annum. Households spend on average $560 per year on home-wares.
Education – The Houzit customer profile is skewed towards higher education featuring both vocational
and university qualifications. As a group, those customers born overseas tend to spend 50% as much on
home wares as customers born in Australia.
Business environment
Economy: The economy is expansionary with a per annum growth in GDP of 3.2%. Average incomes
have increased above the trend line for inflation. Unemployment is low at 4.1% and steady.
Social: The customers in the target area are concerned about environmental issues. They actively
participate in recycling programs including the use of re-usable shopping bags. Research shows that the
target area are not active church attendees, choosing to use their weekends in renovations and home
maintenance.
Technological: Fast internet speeds are available for the target market. The shift in turning tradesmen
equipment into Do-It-Yourself continues to gain ground.
Political: Governments are pushing for more medium density living in town-houses and units to cope with
the growing population. The government is giving incentives for home wares that do reduce resource use
or help minimize waste.
Competitive Factors
There are no chains offering lighting fixtures in the target market.
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Direct Competition- There are 12 competitors in the target area which are each independently owned.
They offer similar assortments as Houzit, although many offering laundry and kitchen equipment which is
not in Houzit’s offer. One national chain that does offer very similar products to Houzit (including lighting
fixtures) does not have a store in Brisbane, choosing the north and south coast instead.
Porter’s 5 Forces- The competitive environment does not represent a significant squeeze on Houzit’s
profits, however the power of suppliers is an area that has significant play in Houzit’s target market.
Indirect Competition- Electricians will represent a potential competitor in the ‘lighting fixtures’ category.
Often they have the opportunity to sell ‘lighting fittings’ to customers and so undercut retailers.
Conclusion
The market research supports the view that the ‘lighting fixtures’ would be a feasible category addition to
Houzit’s assortment, given the positive customer response, the growth in the market and the lack of
organised competition.
Sources
Home-ware Trade association – Industry data
Australian Bureau of Statistics – Greater Brisbane area

Develop market research plan

Develop market research plan
Submission details
Candidate’s Name Phone No.
Assessor’s Name Phone No.
Assessment Site
Assessment Date/s Time/s
The assessment task is due on the date specified by your assessor. Any variations to this arrangement must
be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
In this assessment you are required to establish guidelines for researching and gathering information and
work with your staff to gather and evaluate the data.
Assessment description
You need to review existing policy and procedure documents (in the appendices of your Student
Workbook) and develop guidelines for managing the process of gathering research information. You also
need to identify and plan to acquire all resources necessary for supporting the project.
Procedure
From the case study provided you are required to complete the following steps:
1. Develop guidelines reflecting organisational policy and procedures to be used for conducting research.
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These guidelines for research must provide information and guidance under the following headings:
? OHS
? Data privacy
? Staff involvement
? KPIs
? Quality of data.
2. Meet with and commission a staff member (your assessor) to develop detailed work plans for how
research will be undertaken, using the guidelines you have established. Make sure you agree on the format
of the materials (print/electronic/oral, etc.) and a date for the provision of these materials.
When the staff member returns the plans to you, you will need to review the plans to identify the
following and providing a written Work Plan Summary (document) – the steps below should be the main
sections of your summary:
1. Resources: Identify all required resources to support the implementation of the plans by:
a. creating a list of all required resources
b. completing the Resource requisition/acquisition form provided for each resource.
2. Consultants: Identify preferred consultants by:
a. describing requirements for external consultants within the project plan
b. detailing selection criteria for selection of external consultants
c. identifying which consultant/s from the preapproved list is/are suitable.
3. Providers and suppliers: Identify preferred providers and suppliers by:
? describing requirements for goods and services within the project plan
? detailing selection criteria for selection of providers and suppliers
? identifying which providers and suppliers from the preapproved list is/are suitable.
Adjustment for distance-based learners:
No variation of the task is required.
Specifications
You must provide:
A written Organisational Guidelines for Conducting Research (Step 1)
A brief written summary of your meeting with the staff member you commissioned for research (Step 2)
A written Work Plan Summary (Steps 3-5) with completed acquisition forms.
Your assessor will be looking for:
• Evidence that you have examined the case study and reviewed organisational requirements to develop
market research plans.
Distance-based learners:
• Complete assessment as per instructions, except the meeting with your staff member (the assessor) will
be via phone or Skype or other live telephone or video medium.
Case study
Your are the marketing manager for a 15 store chain of homeware stores in Brisbane called Houzit. The
stores specialise in bathroom fittings, bedroom fittings, mirrors and decorative items. As part of the
strategic plans of the business, the board want to broaden the store offer by including lighting fixtures in
the assortment mix. The board identified the need to carry out market research to determine the market
feasibility of adding the lighting fixtures category to Houzit’s assortment. The board have requested that
this work be undertaken by a specialist market research firm with extensive knowledge of the target
market and who can undertake a wide variety of research methods and complete the process in a timely
manner.
The CEO has asked you to manage the entire market research process for the board. You are asked to
liaise with the general manager of store operations and the group buying manager. Initially you are
required to develop the guidelines for conducting the market research which must adhere with Houzit’s
policy and procedures. The scope of research to be undertaken encompasses the greater Brisbane area.
The CEO explained that the market research report together with your summary must be ready to be
presented to the board in 8 weeks time. You have been allocated a budget for the project of $15,000 to
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cover external consultants and associated external material costs. You are required to stay within this
budget. Houzit’s policy and procedures requires that you submit a Resource Usage application for all
resources required in the project both internal and external.
Your marketing team consists of Tony (search engine optimisation and website maintenance), Marie
(advertising and public relations) and Joanne an administration officer. You have asked Tony to take
responsibility for the operational aspects of the project and estimate that it will take up 50% of his time
over the next 11 weeks. Joanne will also be involved for about 20% of her time in attending to
administration matters. You estimate that you will need to allocate 30% of your time to manage the overall
project.
According to Houzit’s policy and procedures the following detailed Work Plan Summary needs to be
undertaken:
Definition/scope phase
• Define research objectives
• Define research requirements
• Determine in-house resource
• Compile a list of preferred consultants/suppliers.
Consultant/supplier selection phase
• Define consultant/supplier selection criteria
• Develop consultant/supplier selection questionnaire
• Develop Statement of Work
• Evaluate proposals
• Select consultant/supplier.
Research phase
• Monitor milestone achievements
• Consultant/supplier performance management.
Reporting phase
• Review Market Research report with stakeholders • Prepare summary report.
The CEO meets with you and you and Tony to discuss the plans. The CEO explained that it is Houzit’s
policy to always engage external consultants when deciding on major category changes because it
provided some objectivity to the decision making process.
The three preferred consultants are:
1. Acworth Accounting: 27 Pitt Street, Hawthorne QLD, who prepared the business plan for Houzit but
who don’t have specialist market research staff
2. Lombard Consulting: 78 Queen Street, Brisbane QLD, who are a local specialist market research firm
based in Brisbane specializing in home accessory products and markets.
3. Holt & Burrows: 58 Lonsdale Street, Melbourne Vic, a national marketing firm based in Melbourne
who consult on all issues relating to branding and marketing for all industries. They specialise in fashion,
cosmetics and consumables.
The CEO explained that there was extensive information available in the company archives concerning
customer feedback and surveys that has been collected by the stores over the past few years. This could
prove useful in the research. The CEO also explained that you would need to have a member from head
office do the information extraction work and could take up to 20 hours to complete.
The CEO would like to see a report that covered five main areas:
1. industry overview
2. target category and market
3. business environment
4. competitors
5. conclusion.
Tony prepared a list of preferred suppliers together with the products and services that they supplied to
help determine the materials needed in accordance with the CEO’s directive that it be a credible source,
within the budget and easily accessible. These materials could be included in the project if required and it
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is within budget:
Homeware Trade association has an Australian wide industry report for $1,000
Australian Bureau of Statistics has Census data for the target area the is mostly free but will costs about
$250 in search fees
IBIS market report covers each major market in Australia including the greater
Brisbane area – $1,200
Australian Chamber of Commerce has Australia wide surveys on industries $1,450
Homeware Magazines and Publications is an international magazine covering innovations in home wares
$250 per quarter
Newspaper subscriptions covering local issues $100 per quarter.
Resource usage application
Resource description Resource quantity Internal or external External resource costs
You and Tony meet with each of the consultants identified by the CEO and explain to the need to meet the
time frame set by the board. You know that the Definition/Scope Phase together with the
Consultant/Supplier Selection Phase will take 2 weeks. You also realise that you will need a week at the
end to prepare your reports.
Tony explains that there is an expectation that they will be able to complete the following tasks in the time
frame allowed:
• Develop market research information needs questionnaire
• Document information needs
• Identify information to be gathered in research
• Identify source of information
• Identify research participant
• Identify research technique
• Identify timing requirements and budget
• Conduct research o Primary Market Research including customer surveys, focus groups and interviews
with Houzit staff/managers and customers.
o Secondary Market Research including the materials provided by Houzit.
• Document research findings • Develop research report.
A week and a half into the project you receive the following responses from the preferred consultants.
• Acworth Accounting quote: $11,500. Will need to engage external research staff. Will need ten weeks to
complete the report. Cannot do focus groups.
• Lombards quote: $12,000. Have specialist staff available in the homewares field. Can complete the work
within eight weeks. Can apply all methods of research.
• Holt & Burrows quote: $14,500. Will send research staff from Melbourne. Can complete the work within
eight weeks. Can apply all methods of research

You are required to choose two Australian companies (listed ASX) that participate in either Global Reporting Initiative (GRI)

You are required to choose two Australian companies (listed ASX) that participate in either Global
Reporting Initiative (GRI) or Integrated Reporting (IR). Specifically AS A student identify the two
companies, their sustainability or integrated reports for the same year and collect any further published
information on the company’s approach to sustainability or non-financial reporting.
Using the companies identified students are required to individually complete the assignment in two parts:
1.Based on your two chosen companies, you should compare and contrast in a Report on their GRI or
Integrated Reporting Output and Objectives and make a judgement on whether the companies’
sustainability reports reflect the principles of the GRI/IR. (word limit 1,000 words)
2.Choose one of the companies identified by the group and explain why you think the chosen company is
ethical or not, based on either utilitarian or deontological/duty-based ethics theories covered . Your answer
should consider both actions your chosen company reports that might be viewed as ethical, and actions
your chosen company reports that might be viewed as unethical. (word limit 1,000 words)

Assessment 4 Reflective Portfolio

Assessment 4 Reflective Portfolio
Due date Pattern A — Friday 1 November 2019, 1700 hrs
Pattern B — Friday 13 December 2019, 1700 hrs
Pattern C – Friday 10 January 2020, 1700 hrs
Weighting 60%
Submission Your assignment will be submitted into a Turnitin submission box within the SNUG108
Moodle site. You will have the opportunity to review and re-submit your assignment up to the due date
and time.
Type of Collaboration Individual assessment
Length 1500 words (two 750 word reflections)
Details You are to complete a professional portfolio that demonstrates your learning during your
workplace experience (WPE) placement. The portfolio can be completed using any materials or software
and must be submitted in a PDF format. You are to consider how 10 days of learning in the clinical
environment has contributed to your knowledge and understanding of nursing practice. The professional
portfolio is to have the following headings:
Introduction
You are to provide a short overview of the professional portfolio in this section and outline the care
environment where you undertook your WPE placement.
Student Led Conversation Form
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This section is to have a copy of your completed student led conversation form.
Individual Learning Goals
This section is to include a copy of the Individual Learning Goals template in the WPE Assessment Tool.
This includes a description of how you did/did not achieve your learning goals.
Summative ANSAT Assessment (only for students who have not completed this assessment online)
If you have not submitted an online summative ANSAT in SONIA, upload a copy of your completed
Summative ANSAT assessment into this section.
Reflective Professional Portfolio
Reflect on your learning during your WPE placement and share this learning using a creative
representation (for example poetry, words, wordle, tagexdo, drawing, collage, pictures, cards or colours).
During the construction of your creative representation consider the following questions:
1. Consider your practice experience against your values/virtues?
2. Consider what you did well during your placement?
3. Consider an area for improvement you could focus on for your future WPE placements?
Using your creative representation as a guide and examples from your practice, write two 750 word
reflections, one for each of the following:
1. Reflecting on the RN Standards for Practice (2016) Standard 2, Engages in therapeutic and professional
relationships, consider how you have met this standard and one or more of the 9 related criteria.
2. Consider the Person-centred Practice Framework (2017) — pre-requisite — being professionally
competent and how your learning across your year 1 subjects in Autumn and Spring Sessions (tutorials,
simulated nursing tutorials and online) has influenced your nursing practice during your WPE placement.
Each reflection is to use the Rolfe et al model of reflection (2001). In each section you need to include a
reference to the model and how this is being applied and your creative work and how it has influenced
your reflection.
In the What section – describe the experience that you would like to analyse and include how it was
represented in your creative reflection. Consider how this relates to professional practice standards and
codes.
In the So What section – – identify the key learnings to unpack from your experience and explore this
using a variety of academic sources. Ensure you challenge your assumptions that you have made as part of
this experience using the literature.
In the Now What phase — again consider your creative work and how your learning from the analysis and
your creativity will influence your future practice as a nurse both in your next placement and once you are
working as a registered nurse.
Your use of the reflective model must be integrated into the discussion. Do not use subheadings.
Reference
Rolfe, G., Freshwater, D.and Jasper, M. (2001).Critical reflection in nursing and the helping
professions: a user’s guide.Basingstoke: Palgrave Macmillan.
Style and format Portfolio
Subject Learning Outcomes 1-7
Marking Criteria See Rubric page 9

Assessment 3 Description: Extending your work from Assignment 2, write a 1000-1200 word paper that briefly critiques a global issue

Assessment 3 Description: Extending your work from Assignment 2, write a 1000-1200 word paper that
briefly critiques a global issue (i.e., the issue or challenge you chose for Assessment 2) where shared
responsibility for the common good is not being realised (approx. 300 words) and then, propose ways to
address this challenge (approx. 900 words) in your professional community, locally and Page 10 of 15
Version: 21/07/2019 globally. (NB: Emphasis is on your proposed ways of addressing the challenge
because some of the critique will have been covered in Assignment 2). Please see the assessment overview
and instructions on LEO for information on the assessment and on late penalties. Please Note: In order to
achieve a higher grade you will need to demonstrate a sophisticated understanding of the Common Good
and its relationship to other CST principles, particularly Human Dignity. Your discussion should
demonstrate how Advocacy and Community Engagement may contribute to your proposed solution. Due
date: November 2 4am Weighting: 50% Length and/or format: 1000-1200 words. Purpose: To demonstrate
your ability to apply your knowledge and understanding of principles of human dignity, advocacy, and
community engagement to potential ways to address the challenge of realising the common good in a
global context. Learning outcomes assessed: 1,2,3 How to submit: The paper must be submitted via
Turnitin as a MS Word document. Instructions explaining how to do this can be found on the UNCC300
LEO page under Assessment Turnitin Submission Guide. Return of assignment: Assignments will be
returned via LEO when final grades are released. If you are unsure how to find your results and feedback
you can read how to do this on LEO under Assessment How to find your results and feedback.
Assessment criteria: A rubric outlining the criteria you will be marked on and the standard for each