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Deakin's Bachelor of Commerce and MBA are internationally EPAS accredited . Deakin Business School is accredited by AACSB . MPM701 – Business Process Management Trimester 1, 2018 Written Assignment DUE DATE AND TIME : Week 7, 27/04/2018 , 11:59 PM PERCENTAGE OF FINAL GRADE : 40 % HURDLE DETAILS : Not Applicable Learning Outcome Details Unit Learning Outcome (ULO) Graduate Learn ing Outcome (GLO) ULO 1: Relate the principles and frameworks of BPM to the achievement of organisational strategies and goals. GLO1: Discipline -specific knowledge and capabilities ULO 2: Generate solutions to organisational problems using the tools and methodologies of BPM. GLO1: Discipline -specific knowledge and capabilities GLO5: Problem solving ULO 3: Critically evaluate the appropriateness of enterprise systems to enable BPM and change. GLO1: Discipline -specific knowledge and capabilities GLO4: Cri tical thinking ULO 4: Design and deliver informed recommendations about process change to a variety of organisational audiences. GLO1: Discipline -specific knowledge and capabilities GLO2: Communication GLO3: Digital literacy GLO5: Problem solving Assess ment Feedback: Students who submit their work by the due date will receive their marks and feedback on CloudDeakin approximately three weeks after the due date . Description / Requirements Business processes permeate all aspects of business and it is argua ble that if a business is not adopting a business process management approach to realise its strategies, and its subsequent objectives and goals , then it may reduce its chances for success - even its very survival. By taking a business process management approach, organisations can improve their chances of succeeding in their quests for sustained competitive advantages through greater efficiencies, quality, innovation and customer responsiveness. In, what is now, a Page 2 of 12 highly competitive, global, interconnected and uncertain business environment, there has never been a better time to draw on the advantages offered by applying the BPM discipline to any business or organisation anywhere. Objective Upon successfully completing this assignment you will have demonst rated that you can provide clear written advice, and recommendations for change, to a business owner, in relation to business process management (BPM). Your advice will offer the business owner several reasons for adopting a business process management app roach including: ▪ an explanation as to what the current business processes are and why they should be redesigned ▪ a proposed redesign solution ▪ any special considerations that need to be taken into account to deliver the proposed solution successfully ▪ succin ct recommendations In providing your advice to the business owner you will take into account various perspectives and circumstances encompassing the business. Overview of AutoTeknix Pty Ltd Henry Musk is an entrepreneur, innovator, motor car enthusiast a nd a passionate and inspired fan of the old TV show called ‘Knight Rider ’ and its extraordinary hi -tech Trans Am car called KITT. He is now in his early forties and has, for the past 20 years, developed a tailored motor car dashboard concept into what is n ow a reality. His concept grew over the years in line with advancements in computing technologies and particularly during the past few years with great advances in 3D printing, virtual and augmented reality, high definition computing screens and a range of other technological innovations. With the help of venture capitalists and ‘Angel’ investors in 2013 he established AutoTeknix Pty Ltd, an advanced manufacturing operation in Mulgrave, Victoria. Henry’s plant now produces the very successful Morpheus Con sole . This is a hi -tech motor vehicle dashboard. It can be tailored for and installed into any vehicle on the road. AutoTeknix uses computer design blue print data from automobile manufacturers worldwide, coupled with artificial intelligence supported comp uter automated design software, state of the art carbon fib re based 3D printing hardware, Intel chips containing ‘on circuit’ neural net capabilities, and advanced mobile web applications to develop customer tailored consoles for motor vehicles. Using cle ver interfaces on any computing platform, clients (customers) can literally redesign their vehicles’ dashboards within the limits set by the AutoTeknix systems , but these limits are pushed to the boundaries of possibility, guided by powerful computing supp ort. No console is ever the same. Console base designs are taken from original equipment manufacturer blue prints and then improved upon by cognitive computing power – computations that would take human engineers years, are performed in seconds whilst the client is watching on her device. The computers then ‘map out’ fundamental console configurations such as speedometers, oil and fuel gauges, placing these in optimal positions which can be easily moved around on the AutoTeknix web interface by clients to s uit personal tastes. But clients can opt to have all of their console information delivered digitally, without real gauges, if desired. Interestingly, AutoTeknix has found that Page 3 of 12 males prefer an array of custom configured gauge hardware, integrated into thei r consoles, whilst females strongly prefer digital displays (screen -oriented information delivery). Clients can choose from an array of over 300 features which can be built into the console system. The system draws from sources such as motor car sensors, human sensors [bio sensors] , mobile, Internet and satellite technologies to deliver state of the art, graphically depicted information , to inform the driver. A client, for example, can configure his console to include full on board mechanical and computing systems monitoring and real time repair of exceptions using robotic ‘infiltrators’ (mini bots traversing engine components and repairing these immediately); driver heart rate and blood pressure monitoring; traffic management guidance (quickest route to ta ke to destination in real time); home management (switch on lighting, heating and over during transit home); an intelligent on board ‘concierge’ called ‘James’ who, via voice activation, will assist the driver with anything tailored into the console (from monitoring stress to delivering entertainment to booking appointments – literally anything that is now in the realm of possibility – James will do – including driving the car i.e. autonomous capability). The consoles are beautifully designed and have rec eived many awards. Clients can tailor colors, exactly to taste, from millions of options, or overlay art work to further customise consoles, for example a jungle or forest theme or the client’s own art. The business manufactures the Morpheus Console but o btains parts from external suppliers to construct the robotic infiltrators and gauges [hardware] . Most parts suppliers are located in Australia but one is based in Germany (supplying the integrated circuit for the mini bots) and another in Japan (supplying the mini bot casings and a huge range of hi -tech gauges and gauge components ). The Japanese supplier is the only company in the world capable of manufacturing th ese critical component s. Henry has built the business to perform most major functions that are typical of a medium sized enterprise. The company’s organisational structure chart is shown below: Organisational Chart CEO Henry Musk HR Margaret Jack (2 employees ) Sales Rudy Murdoch (5 employees) Production Danny Chrome (2 employees) Accounting Sid Gagatano (4 employees) R&D Stephanie Jobs (5 employees) Purchasing Jack Welsh (3 employees) W’house/Dist ’n Lin Fox (8 employees) ICT Jet Lee (12 employee) Page 4 of 12 The departmental directors are named in their respective function boxes in the chart. The number of employees working under ea ch director is shown in each of the function boxes respectively (numbers of employees in each department include the directors of those departments). The sales function is also charged with marketing and service responsibilities; service requests though ar e usually referred to the ware house/distribution department. The accounting function is also charged with finance responsibilities. The production function manufactures the Morpheus Console and manages the warehouse/distribution department. The firm has a centralised IT function which provides all of the firm’s IT needs including the management of the [very ] hi-tech 3D printing and AI gear and programs. AutoTeknix Pty Ltd currently employs 42 individuals, including Henry. The business experienced strong gr owth in its first few years and this enabled it to grow quickly. In 2016 things started to change. Sales were down and profits reduced (see approx. profit table below and predictions for the 18 and 19 years). By 2017 things were worse. By mid -year, consumers worldwide were focusing on necessitie s rather than luxury items and panicking about what the future might hold for them financially. 2013 2014 2015 2016 2017 2018 est. 2019 est. Revenue $m 10 11 13 11.5 10 9.7 9.5 Expenses $m 3 3 3 3.2 4 3.8 4 Profit $m 7 8 10 8.3 6 5.9 5.5 Sales of the Morph eus Console essentially relied upon word of mouth communication and a good dose of social media , mainly Facebook and Pinterest, but a solid marketing strategy had not been developed at all. Worse still, Henry had never put much time or effort into developi ng streamlined and computer -based business processes and rather, resorted to many paper based manual methods and even word of mouth agreements to get things done, including purchasing material, controlling production, satisfying customer orders and managin g all the accounts. Henry just couldn’t get a chance to systemati se things (nor did he really see the point in the early years!). Henry’s business strategy has always centred on differentiation from potential competitors such as custom dash board tool mak ing shops , custom gauge manufacturers and in car media/stereo systems manufacturers . He underpins this strategy with a focus on innovation and customer responsiveness. He realises that most of his competitive advantage comes from innovation – no other comp any has been able to match the Morpheus Console’s looks and features in a single unit. He also realises that, given a recent rise in customer complaints about delays in receiving orders, his firm’s customer responsiveness is waning and needs redress. Henry wishes to maintain his strategic stance but knows that organisational change must occur urgently if it is to work as intended. He’s also concerned about the prospect of new tech start -ups, in similar domains, disrupting his business severely, to the point of possible closure o r buy out – which Henry does not want. Henry decided to hold a meeting with his directors. They assembled during the morning around the board room table where Henry asked “What happens when a customer places an order for a Morpheus C onsole?” (Henry’s question assumed that the group would understand that a customer might be a wholesale or retail customer or most commonly, an individual, purchasing directly from the company online via the [very hi - tech] AutoTeknix web site. AutoTeknix P ty Ltd does not have a retail store front [yet]. Rudy spoke up and said, “well, we print off the customer sales order and send it to production.” Danny said, “when we get to the sales order form, usually within a week, we access the customer’s console con figuration Page 5 of 12 via the order number generated by the Morpheus AI system. We then activate the AI system to physically produce [ 3D print out] the Morpheus Console. Then we pack it, label it and write production print details onto the sales form and send it over to Lin’s guys to ship it out and we also send a duplicate copy to Sid so he can organise the accounts. We keep a triplicate in a box in my office – I guess I should get a filing cabinet one of these days, last week Leanne tripped over the box and I had paper s all over the place, half of which ended up in the bin! Ah well, we shoved most of them all back into the box in about two minutes, not a problem! I also keep ‘post it’ notes of sales orders on my office whiteboard – these usually match the triplicates in the box so I don’t need to fiddle with the papers in the box.” When the box is full, we send it to Sid in Accounting. Then Lin said, “well, when we get the sales order from Rudy, we sign it and make notations of the date and time, then, when we pack the order onto one of the trucks for local delivery or get FedEx to collect it for interstate or international delivery, we forward the sales order along with a shipping note to Sid in accounting. We don’t know what he does with it but we’ve always done this. We keep a photocopy of the shipping note in a ring binder in the warehouse office. When the photocopier is broken we just slap a ‘post it’ note on the order in the folder. This seems to work well because we don’t lose the details for many orders”. Then Sid spoke up and said, “when we receive the sales order from Rudy we file it and wait for the shipping order to come in from Lin. We usually cross check all sales orders and shipping orders that are sitting on our desks every day to ascertain whether an in voice action can be taken. When we see a sales order and a shipping order for the same sale (which we ascertain by looking at the name of the customer on the order), we send the customer an invoice to the customer’s address, either their shipping or head o ffice address – it doesn’t really matter, we just choose whichever address appears first on the order. Payment terms are net 28 days and the majority of our customers pay within this time which means that there is very little action required in following u p debtors.” Henry sighed quietly to himself and then asked, “well, what happens if we can’t produce a console for raw materials or components reasons?” Danny said, “well, when we get the sales order from Rudy, we organise a purchase request and send it to Jack so t hat we can get the necessary materials to continue production. It only takes us a few days to get the purchase request organised and sent.” Jack then spoke up and said, “when we get the purchase request from Danny, we file it for action so that purchase re quests are tended to in order of date received. That’s how we prioritise things in my department! When we finally find time to get to the request, we study it and then organise purchase order forms which we complete and send to our respective suppliers in Germany or Japan or locally. We send these via email but these get passed through various levels of authority at our suppliers’ ends and it usually takes about a week before we receive dispatch confirmations and invoices from our suppliers indicating that our orders have been filled and sent. Then we send the original invoices from our suppliers, with a payment order, to Sid so that he can organise payment for the materials. Our job is done ! Funny though, our suppliers keep asking us when we can link our systems to theirs – what on earth are they thinking?” Sid then said, “when we receive the invoices and payment orders from Danny, we pay these immediately. We’d hate to ruin our relationships with our suppliers.” Henry sensed tensions between members of the group. He particularly noticed a strong three -way tension between Rudy, Sid and Jack. Danny seemed to be the most p ositive member of the group, even though sales were down, and whenever he spoke, Henry noticed that all other members of the group became anxious. Henry was beginning to see the consequences of his neglect of the firm’s business processes and sensed that if all of this were to continue, he could be out of business within a couple of years or even sooner. He is Page 6 of 12 confident that the Morpheus Console can continue to adapt to changing times and will remain very popular for many years to come but he knows that he must match this fantastic product with excellent business processes. Henry calls you in as his BPM Consultant to help make sense of the current organisational approach and to provide some preliminary advice about redesigning processes so that the current downward t rend in performance can be reversed. He gives you the transcript of his meeting with his directors (as seen above). He also provides you with some other information that he quickly gathered together for you , including some Balance Sheet items (to hel p you to form a view of the firm’s position to invest in change) and some other miscellaneous information which might help you to determine the extent of change necessary. No other information is available to you to develop a solution. Henry states that he has at least been conscious of accumulating some cash reserves for the firm’s development and that it seems the day has come to use some (or possibly all) of these! All of this is revealed in the tables shown below. Balance Sheet Items (summarised as at June 2018) $ Cash at Bank (based on latest statement found on floor) 2,810,000 Debtors (estimated) 550,000 Percentage of Debtors outstanding more than 2 months 15% Creditors 220,000 Materials /Parts on Hand (based on rough estimate count in warehouse) 180,0 00 Other Assets (including land, buildings, equipment (hi tech printing etc.) and vehicles (straight line depreciation), investments, software licenses, patents, trademarks and goodwill. 3,828,000 Other Liabilities (including bank loans, venture capital etc.) 456,000 Loan s review date 30 September, 2018 Other information (based on Henry’s investigations only; no other information is available) Item Units/Info Organisational Personal Computers (Quad Core, basic peripherals) 30 Laser Printers (Hewlett Packard, 4 years old) 5 Local Area Network 15 PCs connected Internet Access 28 PCs connected Software – Microsoft Office 2016 20 Licenses only Telecommunication Networks – NBN available to whole business Cable Telecommunications provider Telstra Some customer data are currently held on spreadsheets Excel and Open Office Three MS Access databases hold some data on employees Name, Address, Employee Number and Title only. A company intranet has not been formally established Computer literate staff (b asic and intermediate levels; no power users) 32 Total product lines (includes Console and associated mini bots) 1 International Suppliers (one in Germany, one in Japan, both have Internet access) 2 approx. Customers (i.e. wholesale (7 known), retail (4 known) and many individuals) 1000’s Sale Price for a Morpheus Console (av. depending on config.) $4800 Cost of producing a Morpheus Console unit (average) $1200 Individual Directors’ salaries p.a. average $140,000 Staff average annual income $60,000 Production time for one Morpheus Console 1.2 hours Average orders per day (as of last month and best guess but declining) Between 2 and 5 Page 7 of 12 Average order cancellations per day .03 Known a verage business running expenses per month (e.g. power , telecommunications, wa ter, maintenance , etc.) but figures very unreliable and subject to vast variations. $37,000 Page 8 of 12 Task: Preliminary Business Report (40 marks) This assignment will be completed by teams of 3 individuals. Your task is to prepare a preliminary business report f or the CEO . The CEO has an in -house style which he expects for business reports, so the main body of your report must be structured using the following headings. A brief about what each section of the report must address is also provided. If you believe th at there is insufficient information on which to carry out your analysis, you may make reasonable assumptions however, these must be clearly stated. BPM and Strategy ▪ Advise the CEO why a BPM approach should now become part of the way AutoTeknix does busin ess. ▪ Introduce the CEO to Business Process Management by stating in plain terms what it actually is and how it can help his business . ▪ In describing the benefits of BPM to the CEO , ensure that you briefly highlight how BPM connects to business strategy (inte rnal and external perspectives), positioning, structure and value propositions and use this case to provide examples where you believe this will assist the reader’s understanding . Briefly describe the meaning of value chains and how using BPM, in conjuncti on with this concept, can assist the CEO to improve the business. ▪ Clearly describe the strategy that you believe the CEO should be following and provide a justification for your view. Problem Analysis ▪ The CEO is aware that there are a number of problems within the company and is happy for you to briefly describe these but would like you to concentrate your efforts on the problem which you determine to be the most urgent . Failure to clearly identify, what you consider to be the most urgent problem, will re sult in a loss of five marks. In relation to this problem, the CEO would like you to identify the causes of the problem, the problem and the consequences of the problem; refer to the capabilities gap and the performance gap here if relevant . ▪ Show the curre nt ‘As Is’ process using Bizagi Modeler software (or other graphical software if you are unable to use Bizagi) . ▪ Identify any process flow problems and/or day to day management problems; output and input problems; and problems with controls and enablers; dev elop a project scoping diagram to illustrate the problem which you have identified . Proposed Solution ▪ Advise the CEO what it means to develop a ‘business process architecture’ and, particularly, how valuable this can be to the success of the business . ▪ Bridg e the identified gap, revealed in the previous section, by describing a ‘To Be’ process; what will the ‘To Be’ process do, or not do, when the change project is rolled out . ▪ Support your ‘To Be’ process with a BPMN process flow diagram using Bizagi Modeler s oftware (or other graphical software if you are unable to use Bizagi) . ▪ Are there any key aspects in your proposed solution that you should clearly describe to the CEO , for example: SOA; ERP; Master Data; Core, Support and Management processes; alignment iss ues; etc? ▪ Based on the information provided in your proposed solution you must also include a fully annotated organisational structure chart. Page 9 of 12 Solution Considerations Large BPM driven organisational changes can be extremely valuable, they are also complex undert akings impacting the organisation, its people and its use of modern technologies. ▪ Identify and briefly describe significant considerations that might impact your client’s company , both during the redesign development stage and upon the implementation of yo ur proposed solution. Some considerations might pertain to the costs of bridging the gap (time, effort, money, etc.), risks, opportunity costs, politics, etc. ▪ Specifically address any upstream or downstream implications (within or outside the organisation) of the solution you have proposed, stating why these implications are important. Recommendations ▪ Provide the CEO with a succinct list of recommendations to conclude your report . Written Assignment Administrative Details You should include a brief executive summary, table of contents and brief appendices. Do not include extensive appendices – this is a preliminary report – extensive appendices may result in a reduction of marks. Use the section headings above to structure the main body of your report (you sh ould not need sub - headings). The CEO will not read the report if it does not use the above headings in the body of your report. The CEO wants to see a reasonable use of references. While textbook references can be used, the CEO would prefer that you use industry research reports, case studies and any other industry -based evidence which can justify why his organisation should implement your proposed BPM solution. You do not need to specify a particular commercial solution (such as SAP or another enterpris e system), although you may specify commercial solutions to help you to clarify and support your proposed solution recommendations. The report must be no longer than 2,000 words (approximately 4 to 5 pages of words, but by including diagrams and any othe r graphics or figures it will be considerably longer. Words in diagrams such as the Gap Model, Project Scoping Diagram and As -Is and To -Be process diagrams will not be included in the word count provided they are used to explain necessary steps and highlig ht critical information. If paragraphs of text are included in these diagrams, they will be included in the word count. Words in tables are included in the word count of the main body of your report. Note that the 2000 -word count does not include your cover page, your executive summary, your reference list or your appendices. Note also that 10% of the total available marks for the assignment may be deducted from your final assignment mark for every 100 words that exceed the 2000 -word limit. For example , assignments of 2300 words (not including descriptors in diagrams, cover page, executive summary , reference list or appendices) may receive a penalty deduction of 30% of the total available marks for the assignment. Please do not exceed the word limit for the assignment. It is strongly recommended that the process to produce your report be an iterative one, with interim reports and drafts produced early so that you and your group partners can reflect on progress and refine the work as Page 10 of 12 necessary. You migh t be asked in your seminars to present a brief update about the progress of your report. This is a major unit assignment, get started early as the trimester moves very quickly. Assessment Preliminary Business Report (40 marks) Your report will be assessed using the marking criteria shown below: Marking Criteria Mark BPM and Strategy 15 Problem Analysis 20 Proposed Solution 20 Solution Considerations 15 Recommendations 10 Overall Quality of the Report ▪ Presentation ▪ Spelling and Grammar ▪ Quality and use of References 20 Total 100 (will be converted to a mark out of 40) It is expected that you and your partners will contribute significantly and equally to the group’s efforts and will therefore receive 100% of the final assignment mark out of 40. Howeve r, if you do not make a significant contribution you will receive less than 100% of the assignment mark. In particular, in the past, some members of some groups have only made a contribution in the last few days before submission – they are usually awarded a very low percentage of the assignment mark, sometimes 0%. Also note that it is not sufficient to simply research aspects of the solution that your team proposes without also contributing to the overall final report. You must normally make regular, at least weekly, contributions to the work; if you are unable to do so you must make necessary arrangements with your partners. Other team -working skills may be discussed in seminars and online in Cloud Deakin. The first page of the business report must cont ain the names of all team members with the proportional contribution of each team member agreed to by all team members. The total proportion must sum to (or round up to – see below) 100%. For example: Clint Eastwood: 33.3% Cameron Diaz: 33.3% Tom Cruise : 33.3% Rounded Total 100% In case of dispute, your seminar facilitator will be able to provide advice on determining each team member’s contribution, and may in certain instances intervene to determine the allocations. Individuals will be awarded a perce ntage of the final team mark based on the proportions reported, with the student(s) receiving the highest proportion obtaining 100% of the team marks and all other team members receiving a Page 11 of 12 proportional allocation. For example, if the team above obtained a team mark of 32/40, all team members would receive the full 32 marks (they contributed equally). Online areas and getting help A ‘ Written Assignment’ link is in the ‘ Unit Assessment’ area in the MPM701 Cloud Deakin site (in the Unit Resources folder) and it accessible to all students enrolled in MPM701. The written assignment area contains resources to support your work for this assignment. The W ritten Assignment area contains a Written Assignment Discussion area for questions and discussions of a general nature about the assignment. It is open to all students so that all students can benefit. Submission Instructions (Up to 5 marks may be lost if these instructions are not followed correctly) Your work must be submitted in accordance with the instructions shown below. 1. You lodge your assignment via the ‘Drop Box’ which is accessible in the Written Assignment area of the MPM701 Cloud Deakin site. 2. Your assignment must be submitted in Word format. The Word document you submit must be named using the Deakin use r ID of the student who is to do the actual submission in Cloud Deakin. The format is: MPM701WrittenAssignment -DeakinuserID For example, if Clint Eastwood is going to submit an assignment via Cloud Deakin and his Deakin user ID is ‘clinte’, then the Word document would be named MPM701WrittenAssignment -clinte 3. Your names and student numbers must be at the start of the business report , i.e. front/title page. Again, the front page must also contain the proportional contribution of each team member, agreed to by you and your partne rs. The total proportion must sum to (or round up to – see below) 100%. For example: Clint Eastwood: 33.3% Cameron Diaz: 33.3% Tom Cruise: 33.3% 4. Submit the Word document (preliminary business report) via the Written Assignment Submission link. Only ONE member of the team completes this step – that is, there must be only one submission from the group. Important to note: ▪ If you submit your assignment after 11:59pm on the due date it will be considered late. If you need to, you can look up your local time a t http://www.whitepages.com.au/wp/search/time.html . ▪ No extensions will be considered for assignment submission due dates, unless a written request is submitted well prior to the due date and approved by the unit chair or the off -campus coordinator. ▪ See below for penalties pertaining to late submissions . Page 12 of 12 You must keep a backup copy of every assignment you submit, until the marked assignment has been returned to you. In the unlikely event that one of your assignments is misplaced, you will need to submit your backup copy. Any work you submit may be checked by electronic or other means for the purposes of detecting collusion and/or plagiarism. When you are required to submit an assignment throu gh your Cloud Deakin unit site , you will receive an email to your Deakin email address confirming that it has been submitted. You should check that you can see your assignment in the Submissions view of the Assignment dropbox folder after upload, and check for, and keep, the email receipt for the submission . Additional Notes ▪ Penalties for late submission: The following marking penalties will apply if you submit an assessment task after the due date without an approved extension: 5% will be deducted from avai lable marks for each day up to five days, and work that is submitted more than five days after the due date will not be marked. You will receive 0% for the task. 'Day' means working day for paper submissions and calendar day for electronic submissions. The Unit Chair may refuse to accept a late submission where it is unreasonable or impracticable to assess the task after the due date. ▪ For more information about academic misconduct, special consideration, extensions, and assessment feedback, please refer t o the document Your rights and responsibilities as a student in this Unit in the first folder next to the Unit Guide of the Resources ar ea in the CloudDeakin unit site. ▪ Building evidence of your experiences, skills and knowledge (Portfolio) - Building a p ortfolio that evidences your skills, knowledge and experience will provide you with a valuable tool to help you prepare for interviews and to showcase to potential employers. There are a number of tools that you can use to build a portfolio. You are prov ided with cloud space through OneDrive, or through the Portfolio tool in the Cloud Unit Site, but you can use any storage repository system that you like. Remember that a Portfolio is YOUR tool. You should be able to store your assessment work, reflections , achievements and artefacts in YOUR Portfolio. Once you have completed this assessment piece, add it to your personal Portfolio to use and showcase your learning later, when applying for jobs, or further studies. Curate your work by adding meaningful tag s to your artefacts that describe what the artefact represents .