November 6, 2015

Crafting Formal and Informal Assessment Measures Continued and Evaluating Assessment Strategies

From the e-Activity and the guidance described in Chapters 9 and 10, evaluate your experience developing meaningful test items that instructors can use to assess whether students have learned the subject matter. Suggest at least (2) specific advantages that you believe an educator would have by using essay and multiple-choice assessment items instead of short-answer and true-false assessment items. Justify your response. Take a position on whether educators should develop their own assessments or use online test generators. Support your position by citing benefits that educators gain by developing their own assessments, along with at least three (3) examples of such benefits.

November 6, 2015

HSCO 508 PRACTICAL BOOK REVIEW OF PETERSEN TEXT INSTRUCTIONS

PRACTICAL BOOK REVIEW OF PETERSEN TEXT INSTRUCTIONS A practical book review is a way of responding to readings, lectures, and life experiences that requires the learner to interact with new ideas and techniques on several levels. Your practical book review can be accomplished by thinking of four words: summarize, respond, reflect, and act. Use the following paragraphs and headings to complete your review.

November 6, 2015

Zappo Marketing Case Study

Case 2 452 Part 5: Cases told Inc. Magazine, “It sounded like the poster child of bad Internet ideas .. . but I got sucked in.” After becoming CEO, Hsieh made an unconventional decision to keep Zappos going, even selling his San Francisco loft to pay for a new warehouse and once setting his salary at just $24. Zappos struggled its first few years, making sales but not generating a profit. The dot – com crash forced Zappos to lay off half its staff, but the company recovered. By the end of 2002, Zappos had sales of $32 million but was still not profitable. In 2003, the com – pany decided that in order to offer the best customer service, it had to control the entire value chain-from order to fulfillment to delivery-and began holding its own inventory. Zappos moved to Las Vegas in 2004 to take advantage of a larger pool of experienced call center employees. The company generated its first profit in 2007 after reaching $840 million in annual sales. Zappos a lso started to be recognized for its unique work environment and approach to customer service. In 2010, Amazon bought the company for $1.2 billion. Although Hsieh had rejected an offer from Amazon in 2005, he believed that this buyout would be better for the com – pany than management from the current board of directors or an outside investor. Hsieh said, “With Amazon, it seemed that Zappos could continue to build its culture, brand, and business. We would be free to be ourselves.” Amazon agreed to let Zappos operate independently and to keep Hsieh as CEO (at his current $36,000 annual salary). Hsieh made $214 million from the merger, and Amazon set aside $40 million for distribution to Zappos employees. After the merger, the company restructured into 10 separate com – panies organized under the Zappos Family. Zappos’ Business Model and Operating Philosophy Zappos has ten core values that guide every activity at the company and form the heart of the company’s business model and culture: • Deliver WOW through service. • Embrace and drive change. • Create fun and a little weirdness. • Be adventurous, creative and open-minded. • Pursue growth and learning. • Build open and honest relationships with communication. ‘Build a positive team and family spirit. • Do more with less. • Be passionate and determined. • Be humble. Zappos’ core values differ from those of other companies in a couple of ways. In addi – tion to being untraditional, the core values create a framework for the company’s actions. This is exemplified in the company’s commitment to their customers’ and employees’ well-being and satisfaction. Zappos’ Customer-Focused Business Model The Zappos business model is built around developing long -term customer relationships. Zappos does not compete on price because it believes that customers will want to buy from the store with the best service and selection. The company strives to create a unique and addicting shopping experience, offering a wide selection of shoes, apparel, Case 13: Zappos: Delivering Happiness 453 accessories, and home products, free shipping to the customer, free shipping and full refunds on returns, and great customer service. Shopping and Shipping Zappos strives to make the shopping experience enjoyable. The website is streamlined for an easy shopping experience. Products are grouped in specialized segments, with some (like outdoor products) on their own mini-sites. Customers can view each product from multiple angles thanks to photographs taken at the com – pany’s studio, and Zappos employees make short videos highlighting the product’s features. Zappos analyzes how customers navigate the site to improve features, adapt search results, and plan inventory. This spirit of simplicity, innovation, and great service extends to Zappos’ inventory and distribution systems as well. Zappos has one of the few live inventory systems on the web. If the Zappos website displays an item, it is in stock. Once the company sells out of an item, the listing is removed from the website. This helps to reduce customer frustration. Its inventory and shipping systems are linked directly to the website via a central database, and all its information systems are developed in-house and customized to the company’s needs. Their warehouses operate around the clock, which allows them to get a product to the customer faster. Fast shipping creates an instant gratification that is similar to shopping in a physical store. Most companies have a negative view toward returns, but Zappos’ mentality is the complete opposite. It sees returns as the ability to maintain customer relationships and to increase its profits. Zappos offers a 100% Satisfaction Guaranteed Return Policy. If a customer is not satisfied with a purchase, he or she can return it within 365 days for a full refund. The customer can print a pre-paid shipping label that allows all domestic customers to return the product for free. This return policy encourages customers to order several styles or different sizes and return the items that do not work out. While this strategy seems expensive, it actually works to Zappos’ advantage. The aver – age industry merchandise return rate is 35 percent, but Zappos’ most profitable customers tend to return 50 percent of what they purchase. The customers who have the higher return percentages are the most profitable because they have experienced Zappos’ customer service and return policy, which create loyalty to the company. These customers are likely to make purchases more often and to spend more on each purchase. Craig Adkins, who is the vice president of services and operations, stated that this is exactly what has made Zappos so successful, saying, “Since it costs the same to ship a $300 pair of pumps as it does a $30 pair of sandals, the Zappos policy of winning over shoppers with its returns policy has helped to bring in high profit margins on many of its orders.” Customer Service What really makes the Zappos business model unique is the company’s focus on customer service. The company has established a method of serving customers and handling their issues that is distinctive from the rest of the industry. Zappos believes great customer service is an opportunity to make the customer happy. Customers are encouraged to call Zappos with any questions. The number is displayed on every page of the website. Hsieh says, ” … At Zappos, we want people to call us. We believe that forming personal, emotional connections with our customers is the best way to provide great service.” Customer service representatives also actively use social media sites such as Facebook and Twitter to respond to customer issues. Another key aspect of Zappos’ customer service model is that nothing is scripted. Employees have free reign in their decision -making and are expected to spend as much time as they need to “wow” customers. They help customers shop, even on their competitors’ websites, encourage them to buy multiple sizes or colors to try (since return shipping is free), and do anything it takes to make the shopping experience memorable. 454 Part 5: Cases Zappos’ customer service representatives try to develop relationships with their customers and make them happy. Stories about great customer service include customer support calls that last for hours, sending flowers to customers on their birthdays, and surprise upgrades to faster shipping. Some extreme cases have included Zappos handdelivering shoes to customers who have lost luggage and to a groom who forgot the shoes for his wedding. Zappos has even sent pizzas to the homes of customers who have tweeted to the company about being hungry. Zappos believes that great customer experiences encourage customers to use the store again. In addition, Zappos’ long-term strategy is based on the idea that great customer service will help them expand into other categor ies. While around 80 percent of Zappos’ orders come from shoes, the markets for housewares and apparel are much larger. The company says it will expand into any area that it is passionate about and that meet their customers’ needs. The company a lso considers word-of-mouth marketing to be the best way to reach new customers. CFO/COO Alfred Lin says, “The customer is more powerful than paid advertising.” With over 75 percent of purchases made by repeat customers, it is evident that Zappos’ mission to “provide the best customer service possible” is working well for the company. Corporate Culture and Work Environment The corporate culture at Zappos sets it apart from nearly every ot her company. As Amazon’s CEO, Jeff Bezos, says, ”I’ve seen a lot of companies, and I have never seen a company with a culture like Zappos.” Zappos’ unorthodox culture is the work of CEO Tony Hsieh, an innovative and successful entrepreneur. Hsieh built the culture on the idea that if you can attract talented people and employees enjoy their work, great service and brand power will naturally develop. Zappos is famous for its relaxed and wacky atmosphere. Employee antics include Nerf ball wars, office parades, ugly sweater days, and donut-eating contests. The headquarters features an employee nap room, a wellness center, and an open mic in the cafeteria. Other quirky activities include forcing employees to wear a “rep ly-all” hat when they accidentally send a company-wide e-mail. This environment isn’t just fun; it’s a lso· strategic. According to Zappos, “When you combine a little weirdness with making sure everyone is also having fun at work, it ends up being a win-win for everyone: Employees are more engaged in the work that they do, and the company as a whole becomes more innovative.” Hiring and Training The key to creating a zany work environment lies in hiring the right people. The job application features a crossword puzzle about Zappos and asks employees questions about which_ superhero they’d like to be and how lucky they are. They may also check how potential employees treat peop le like their shuttle driver. Zappos is looking for people with a sense of humor who can work hard and play hard. Potential employees go through both cultural and technical interviews to make sure they will fit with the company. However, even Hsieh admits that finding great emp loyees is tough. “One of the biggest enemies to culture is hyper-growth. You’re trying to fill seats with warm bodies, and you end up making compromises,” says Hsieh. All new employees then attend a five-week training program, which includes two weeks on the phones providing customer service and a week fulfilling orders in a warehouse. To make sure that new employees feel committed to a future with the company, Zappos offers $2,000 to leave the company after the training (less than 1 percent of new employees take the deal). Even after the initial training is over, emp loyees take 200 hours Case 13: Zappo s: D eliveri H . ng app1 n e ss 455 of classes-with the company, covering everything from the basi’cs of business to advanced Twitter use-and read at least nine business books a year. Benefits Anot her aspect of Zappos that is unique is the benefits that i’t p ‘d . rovi es to its employees. The company has an ex tensive health plan, where it pays lOO f , . percent o employee s medteal benefits and on average 85 percent of medical expe11ses c , . . 10r emp 1 oyees dependents. The company also provides employees with dental, vision, and life insurance. Other benefits include a flexible spending account, pre-paid legal services, a 40 percent employee discount, free lunches and snacks, paid volunteer time, life coach – ing, and a car pool program. Along with the extensive benefits package, Zappos has developed a compensation model for its “Customer Loyalty Team” (call center representatives) that incentivizes employee development. All employees are paid $11 per hour for the first 90 days. After 90 days, the employee moves to $13 per hour. To move beyond $13 an hour, employees must demonstrate growth and learning by completing specific skill set courses that allow employees to specialize in certain areas of the call center. Although the reasoning for Zappos’ compensation model is to motivate employees and promote personal growth, the $13 base pay is less than the national hourly average of $15.92 earned by call center representatives. Zappos says, “While the Zappos Family tends to pay on the low-average to average side of the scale, the relaxed environment and potential for advancement both add value that cannot be counted on a paycheck.” Work-Life Integration One of Zappos’ core values is “Build a positive team and family spirit,” so the company expects employees to socialize with each other both in and out of the office. In fact, managers spend 10 to 20 percent of their time bonding with team members outside of work. Zappos outings include hiking trips, going to the movies, and hanging out at bars. Hsieh says that this increases efficiency by improving communication, building trust, and creating friendships. Along with creating friendships, employees are encouraged to support each other. Any employee can give another employee a $50 reward for great work. Zappos employees compile an annual “culture book” comprised of essays on the Zappos culture and reviews of the company. The culture book helps employees to think about the meaning of their work and is availab le unedited to the public. This positive work environment comes with the expectation that employees will work hard. Employees are evaluated on how well they embody the core values and inspire others. Zappos will fire people who are doing great work if they don’t fit with the culture of the company. Hsieh says, “We definitely don’t want anyo ne to feel that they’re entitled to employment for life. It’s more about us creating an environment and growth oppor – tunities for our employees such that they want to be employees for life.” Transparency As with its customers, the foundation of Zappos’ relationships with its employees is trust and transparency. The company wants its employees, like its customers, to active ly discuss any issues or concerns that may come up. Hsieh does not have an office; he sits in an open cubicle among the rest of the employees. He believes that “the best way to have an open-door policy is not to have a door in the first place.” Zappos’ management is very open with employees by regularly discussing issues on the company blog. Employees receive detailed information about the company’s performance and are encouraged to share information about the company. Zappos believes that employees should dev elop open and honest re lationships with all stakeholders with the hope that this will assi st in maintaining the company’s reputation. Hsieh uses Facebook and Twitter to s hare informa – tion with emp loyees and customers (he has over 2.6 million followers). 456 Part 5: Cases Despite the benefits of transparency, it can also be pa,inful at times. In October 2008, Sequoia Capital, a venture capital firm and controlling investor in Zappos, told the company to “cut expenses as much as possible and get to profitab’.lity and c~s~ flow positive as soon as possible.” As a result, Hsieh had to make a difficult declSlon and lay off 8 percent, or 124, of Zappos’ employees. Hsieh strived to handle the layoffs in a respectful and kind manner. He sent an e-mail notifying employees of the layoff and was honest and upfront about the reasons behind the decisions, even discussing the move on Twitter and his blog. Employees ;.vho were laid off received generous severance packages, including six months of paid COBRA health insurance coverage. Because of the company’s honesty and transparency, employees and customers were more understanding of the tough decision Hsieh and Zappos had to make. Although some companies may hesitate to open themselves to public criticism, Zappos feels it has nothing to hide. In fact, most of the public posts on Zappos’ social media sites are praise from customers. Corporate Social Responsibility Zappos also takes an unconventional approach to corporate social responsibility and philanthropy. Many companies have CSR programs that are dedicated to a certain area or cause such as education, but Zappos prefers to support a variety of programs based on the needs of communities and the interests of employees. . . Zappos is involved in a variety of philanthropic efforts. Programs mclude donatmg shoes and gifts, giving gift cards to elementary school students, and participating in LIVESTRONG Day (wearing yellow to create awareness about cancer). Zappos donates money to organizations such as the Shade Tree, a non-profit that provides shelter to women and children, and the Nevada Childhood Cancer Foundation. Zappos recently started a campaign to improve the company’s impact on the envir~nment. A group of employees created the initiative, which is known as Zappos Leadmg Environmental Awareness for the Future (L.E.A .F.). The campaign focuses on several environmental efforts, including a new recycling program, community gardens, and getting LEED certification for the company. L.E.A.F.’s most recent effort was Z~ppos Recycles Day, an event to raise awareness on recycling and other ways t.he company can reduce its carbon footprint. Like the rest of the company, L.E.A.F. is very open with its progress posted on its Twitter account and blog. Another area on the company’s blog is a section on “Eco -friendly Products.” Here, the company highlights new products that are organic or were manufactured using environntally friendly procedures. The postings also list ways that customers can live more sustainable lifestyles, including tips on how to throw an eco-friend ly party. Zappos’ Marketing ·challenges Like any company, Zappos has faced some challenging bu siness and ethical issues i~ the past. When these issues occur, Zappos attempts to handle situations in a profess10nal and efficient manner. However, the transparency at Zappos makes some business and ethical issues more complex as the company strives to solve problems while keeping its stakeholders informed. Merger with Amazon In 2009, Zappos was acquired by ecommerce giant Amazon.com. Many Zappos custo – mers were confused by the unexpected move and expressed concerns about the future of the company’s culture and customer service. Most CEOs would not have felt any Case 13: Zappos: Del ivering Happiness 457 obligation to address customer concerns over the merger, but Tony Hsieh valued the support of Zappos’ employees and customers. Shortly after the acquisition, Hsieh issued a statement about why he sold Zappos to Amazon. In the statement, Hsieh discussed the disagreement between Zappos and Sequoia Capital over ‘management styles and company focus. Specifically, Hsieh said, “The board’s attitude was that my ‘social experiments’ mi ght make for good PR but th at they didn ‘t move the overall business forward. The board wanted me, or whoever was CEO, to spend less time on worrying about employee happiness and more time sell – ing shoes .” Hsieh and Alfred Lin, Zappos’ CFO and COO, were the only two members on the board committed to preserving Zappos’ culture. The board could fire Hsieh and hire a new CEO who would focus more on profits. Hsieh decid ed that the best way to resolve these issues was to buy out the board, but he could not do this on his own. After meeting with Amazon CEO Jeff Bezos, Hsieh committed to a full acquisition, as long as Zappos could operate independently and continue to focus on building its cu lture and customer service. Many customers were concerned that Amazon was not a good fit for Zappos, but Hsieh addressed those concerns, saying, “Amazon wants to do what is best for its customers – even, it seemed to me, at the expense of short -term financial performance. Zappos has the same goal. We just have a different philosophy about how to do it.” Although consumers were not pleased with the acquisition, they at least understood why it occurred. Moreover, Hsieh’s commitment to his beliefs and management style reso – nated w ith customers and emp loyees. More than Shoes Campaign To bring awareness to the fact that Zappos sells more than just shoes, Zappos created a marketing campaign in 2011 that was designed to catch people’s attention. The company released several advertisements that featured people who appeared to be naked doing daily activities such as running, h ailing a cab, and driving a scooter. The creative advertisements had certain parts of models’ bodies blocked off with a box that said “more than shoes.” The campaign received criticism from several groups because of its sexual nature. However, the catch with these ads was that the subjects of the ads were not actually nude; they .wore bathing suits or small shorts that were later covered by the box. Because of the negative attention, Zappos pulled the ads and released an apology that explained the production process. Technical Difficulties In October 2011, Zappos experienced some technical difficulties that resulted in delays and problems in customers’ orders and shipments. Zappos upgraded one of its processing systems, and in the process many orders were del e t ed or delayed. Some orders had the incorrect shipping information, and products were shipped to the wrong locatio n. Although this upset several customers, Zappos h andled the pro – bl e ms and reassured customers that it would get their merchandise as soon as possi – ble. The company also offered different perks, depending on the circumstances of each customer experience. Another problem Zappos encountered was that every item from 6pm.com, one of its websites, was priced at $49.95 for six hours in 2010. The company had to shut down the website for a few hours to solve the probl em. Zappos honored all the orders from the pricing mistake, which resulted in a $1.6 million loss. In January 2012, hackers broke into Zappos’ computer system, and the company had to respond to the theft of 24 million customers’ critical personal information. The stolen 458 Part 5: Cases data included customers’ names, e-mail addresses, shippng and billing addresses, phone numbers, and the last four digits of their credit cards. Zappos immediately addressed the situation by sending an e-mail to customers notifying them of the security breach. Zappos assured customers the servers containing their full credit card information were not hacked. Zappos’ next move was to disconnect its call center, reasoning that the expected number of calls would overload its system. While Zappos has a reputation for delivering customer service that is unmatched by any competitor, some customers were unhappy with how Zappos handled the hacking. Many customers were upset by their information being hacked, but the situation was made worse by Zappos’ action of disconnecting its call center. Although this situation caused problems for Zappos and blemished its customer service record, the company believes that it can restore its reputation. The Future of Zappos Zappos remains committed to serving its customers and employees. So far, the company has retained its unique culture and continues to expand into new product categories. In a recent interview, Hsieh talked about the growth of Zappos and how he believes that expanding into the clothing and merchandise market will help the company to grow. Hsieh says that “the sky is the limit” for Zappos, and that growing and expanding into many different types of businesses is Zappos’ future. During his interview, Hsieh states, “Although Zappos is a long way from becoming a company that is similar to Virgin, it does consider Virgin a role model in how Zappos wants to shape itself.” (Virgin Group Limited is a successful U.K. conglomerate .) As Zappos expands, it will have to work harder to hire the right people, avoid technical issues, and maintain its quirky culture. Leadership is a key factor in the success of any company, and for Zappos, having Tony Hsieh as a leader is a strong indicator for future success. Hsieh has expressed that he will do whatever it takes to make his employees, customers, and vendors happy. The future for any company looks bright when its leadership is committed to such s~rong values. However, Zappos needs to make sure that it continues to focus on its stakeholders and its long-term vision with or without Hsieh. Ultimately, Zappos intends to continue to deliver happiness to its stakeholders. Hsieh says, , “At Zappos, our higher purpose is delivering happiness. Whether it’s the happiness our customers receive when they get a new pair of shoes or the perfect piece of clothing, or the happiness they get when dealing with a friendly customer rep over the phone,. o~ th.e happiness our employees feel about being a part of a culture that celebrates their indi – viduality, these are all ways we .bring happiness to people’s lives.” Zappos’ success and innovative business model have caught the attention of many other companies. The company has appeared on several prestigious lists including Fortune’s “Best Companies to Work For,” Fast Company’s “50 Most Innovative Companies,” BusinessWeek’s “Top 25 Customer Service Champs,” and Ethisphere’s “World’s Most Ethical Companies.” Zappos’ business model is so successful that the company offers tours and workshops, which cost $5,000 for two days at the company’s headquarters. The company also created Zappos Insights, an online service that allows subscribers to learn more about Zappos’ business practices through biogs and videos. These programs have high profit potential for the company because they are built on what Zappos already does best. As the company continues to gain recognition for its efforts in creatmg Case 13: Zappos: Delivering Happiness 459 a vibrant and transparent corporate culture and business model, Zappos’ success among its varied stakeholders looks promising. Questions for Discussion 1. How would you define Zappos’ target market, and how would you describe its strat – egy to serve this market? 2. Has Zappos’ emphasis on customer satisfaction contributed to its profitability? Explain. 3. Has Zappos developed long-term customer relationships that provide a competitive advantage in the purchase of shoes and other products? 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Karman III, “Zappos Plans to Add 5,000 Fttl l-Time Jobs in Bttllitt County,” Business First, October 28, 2011 (http://www.bi zjournals.com/ l ouisville/print-edition/2011 /10/28/zap pos -pl a ns-to-add- 5000-full -tim e.html); Aneel Karnani, “The Case Against Corporate Soc i al Respo n sibility,” MIT Sloan Manag ement R evi ew, August 22, 2010 (http://sloan review. mi t. edu/execu tiv e -adv ise r/20 I 0 -3/523 1 /the -case-again s t -corporat e -social – respon sibility); Elizabeth C. Kitchen, “Zappos.com Hack Affects 24 Million Customers,” Yahoo Voices, January 16, 2012 (http://voices. yahoo .com/ zapposco m -hack – affec t s -24 -million – c u s t o m e r s -10842473.html); Sara Lacy, “Amazon-Zappos: Not the Usual Silicon Valley M&A,” BusinessWeek, July 30, 2009 (http://www.bu sinessweek.co m / technology/ cont ent/j ul2009/ tc20090730 16931 1.htm); Greg Lamm, “Zappos Up-Front with Challenges of New Ordering System,” Pug et Sound Busin ess Journal, October 8, 2011 (http://www .bizjournals.com/seattle/blog/techfla s h/ 2011/10/zappos-up -front – with – c h allenges.html); Jeffrey M. O’Brien, “Zappos Knows How to Kick It,” Fortun e, February 2, 2009, Vol. 159 Iss ue 2, pp. 54-60; Joyce Routson, “Hsieh of Zappos Takes Happiness Seriously,” Stanford Cente r for Soc ial Innovation, November 4, 2010 (http://csi.g sb.stanford. edu/hsieh -zappos – takes – happiness -seriousl y); Aman Singh, “At Zappos, Getting Fired For Not Contributing to Company Cttlture,” Forbes, November 23, 2010 (http://www.forbes.co m/sites/csr/2010/ 11 /23/a t -zap pos -getting -fired -for -not – contributin g – t o -compa n y -cultur e); “Tony H s i eh: Redefining Zappos’ Business Mode l,” BusinessWe ek, May 27, 2010 (http://www.b usi nessweek.com/magazine/cont ent/10 23/ b 418108859 1033.htm); “2011 World’s Most Ethical Companies,” Ethisphere, 2012 (http://ethisp h e re.com/ 201 l -worlds -most – ethica l -companies), accessed Jttly 29, 201 2; United States Bureau of Labor Statistics, Occupational Employment and Wages: C u stomer Service Representatives, May 2011 (http://www.bls.gov/oes/curr ent/oes43405 1.htm), accessed Jul y 29, 201 2; William Wei, “The Future of Zappos: From Shoes to Clothing to a Zappos Airline,” Business In sider, 460 Part 5: Cases October 22, 2010, (http://www.businessinsider.com/zappos-shoes-cloth,ing-airline-20 W-10); Samantha Whitehorne, “Cultural Lessons from the Leaders at Zappos.com,” American Society of Assoc1at10n Executives, August 2009 (http://www.asaecenter.org/Resources/ANowDetail.cfm?ltemNumber=43360), accessed July 29, 201 2; “Whitewater Rafting? 12 Unusual Perks,” CNN Mon ey (http://money.cnn.com/gallenes/20! 2/pf/Jobs/ 1201 / gallery.best-companies-unusual-pe rks.fortune/3.html), accessed July 29, 2012; Marcie Young and Erin E. Clack, “Zappos Milestone: Focus on Apparel,” Footwear News, May 4, 2009 (http://about.zappos.com/presscenter/media-cove rage/zappos-rnilestone-focus-apparel); Masha Zager, “Zappos Delivers Service … With Shoes on the Side,” Apparel Magazine, January 2009, Vol. 50 Issue 5, pp. 10- 13; and “Zappos gives up lunch to Give Back to Community,” Zappos Biogs: Znppos Family, September 9, 2008 (http://blogs.zappos.com/blogs/ inside-zappos/2008/09/09/zappos-gives- up-lunch-to-give-back-to-community).

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November 6, 2015

PowerPoint Presentation with Speech

Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 1 of 25 ITC560 – Internet Technologies PG Session 2 2015 Faculty of Business School of Computing and Mathematics Internal Mode Subject Overview This subject provides an in-depth study of various internet technologies, from web applications to the underlying communication technologies. The main emphasis is to combine technical concepts with a high-level understanding of networks and the different protocol layers and communication media used in the internet. The subject covers emerging internet technologies and explores topics in detail such as network and data communication models. It further explores the concept of Internet of Everything (IoE) by introducing the pillars of IoE and the idea of connecting the unconnected. It discusses the design of web sites using programming languages such as Extensible HyperText Markup Language (XHTML) and Cascading Style Sheets (CSS). The subject provides in-depth information on how communication amongst different web applications occurs by discussing and analysing different networking concepts along with the internet infrastructure. It discusses the next generation Internet Protocol (IP) system for the Internet and explains IPv6. In the application layer, it discusses the standard client-server protocols and Peer-to-Peer Paradigm. Learning outcomes On successful completion of this subject, you should be able to explain and demonstrate various internet terminologies; be able to analyse the role and importance of internet technologies in the modern world; be able to investigate and describe emerging internet technologies such as the Internet of Everything (IoE) and web applications; be able to design web pages for the internet using programming languages such as XHTML and CSS; be able to evaluate and demonstrate how different application layer services such as client-server and Peer-to-Peer Paradigms work in the Internet. Lecturer Details Subject Coordinator Rajasekaran Lakshmiganthan Email rlakshmiganthan@studygroup.com Phone To be advised. Campus To be advised. Building/Room number To be advised. About your lecturer Dr Beulah Moses completed her primary and secondary education in her country of birth India. Her tertiary qualifications include a Bachelor’s Degree in Electronics and Telecommunication Engineering , Master’s Degree in Information Technology specializing in Mobile Computing, Master’s in Business Administration and a PhD in Computer Systems Engineering specializing in Artificial Intelligence from the University of South Australia and DSTO Australia. Her PhD was with the Defence Science and Technology Organisation, Australia under the supervision of Chief Scientist, Automation. She obtained prestigious International Postgraduate Research Scholarship from the Common wealth government to do her PhD. Currently she is doing her final semester in Grad Cert in Tertiary Education from Federation University. Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 2 of 25 Her current research interests include: Artificial Intelligence and Intelligent Agents, Big data, Machine learning, Mobile Computing and Networks, Data Analytics, Data mining and Data warehousing. Her publications include book chapters and international journals. Dr Beulah Moses has been involved in tertiary education since 1995, contributing in various IT, Engineering, Science and Mathematics subjects. In recent years, his main focus has been the IT and Mathematics subjects including: Introduction to IT; Software Engineering – Analysis and Design using Java and C#; Artificial Intelligence; Knowledge-Based Systems; Internet Technologies, TCP/IP and networking, Cloud computing, IT Project Management, Virtualisation, Data Analytics, Digital Forensics, Intelligent Internet, Advance Communication Engineering. Learning, Teaching and Support Strategies Class times and location Lecture 1: Mondays 9.00am-12.00pm, Room 4.11 & 4.12 Lecture 2: Tuesdays 9.00am-12.00pm, Room 4.11 & 4.12 How to contact your lecturer Any questions concerning the teaching of this subject can be made by contacting your Subject Lecturer. Lecturer Name: Dr Beulah Moses Lecturer Email Address: BMoses@studygroup.com Email is the best option. Please send a brief message regarding the issue and include the subject name and code in your email ?it really helps to know which class you belong to, before I respond to your query. If you prefer to phone me that is fine, but please leave a message if I am not there at the time ? I will give you a call back as soon as I can. How you are expected to engage with the subject All of your subject materials are available on the Interact site under the Topics link in the left hand side menu. I suggest that for each topic you read the learning objectives carefully, read the overview, have a quick skim of the text and then watch the interactive tutorial. Once you have got a feel for what the topic is about try and make a good set of notes under each of the topic review questions in that topic. You can do this by watching the tutorial and consulting the text again in a more considered way. These questions have been designed to give you focus in the topic, so it really helps to prepare a useful set of answers to them. Once you feel ready you can test yourself by taking the online quiz in the topic – there are no marks recorded and you can do each quiz as many times as you like. In this subject there are also lots of opportunities for you to engage with me, with your peers and with Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 3 of 25 the subject. I will be holding 12 regular sessions where we can discuss content issues and assessment items. As part of your assessment in this subject you are required to work alone for all the assessment items. It is helpful to have a small task to complete early in the session, so that you have a focus in the subject from the very first day, and so I have set a small assessment item in week 5-6, as part of your assessment. If you don’t complete the assessment, I may contact you by phone or email to have a chat about study and if there are any issue that I can help with. The study guide and/or subject materials for this subject have been written specifically to guide you through the sections (and questions) of the prescribed textbook relevant to each topic. You should check the Interact Site at least weekly for postings, announcements, lecture information and other resources that will assist your studies or additional information and resources vital to your success in the subject. Studying at university does not mean studying alone. Take advantage of collective wisdom and post your questions to the subject forum. Use the subject schedule to plan your studies over the session. The first assessment task in this subject is designed to identify students who are not engaged in the subject and are therefore at risk of failure or withdrawal Information on effective time management is available on the CSU Learning Support website via the following link: student.csu.edu.au Visit the Learning Support website for advice about assignment preparation, academic reading and note taking, referencing, effective time management and preparing for exams at: student.csu.edu.au You can also contact an adviser through Student Central on the following number: 1800 275 278 (or +61 2 6933 7507 (http://interact.csu.edu.au/sakai-msi-tool/content/templates/edit.html?setId=33933#) from outside Australia). Library services You can find on the Library Services web site full details of how we can help you find books, articles, Australian and international databases, full-text newspapers and journals, electronic reference collections as well as links to other libraries and their catalogues: The Library website provides access to print and online material, such as books, reports, journals, articles, dissertations, newspapers, and other reference tools. You will also find guides and assistance to help you use the Library’s resources. http://www.csu.edu.au/division/library/ You can find Library Services on both the CSU website and the SGA library catalogue website including access to a wide range of electronic books, electronic journals, as well as textbooks available for loan in the Darlinghurst campus library. You can also access reports, journals, articles, dissertations, full text newspapers, and online reference resources (e.g. ABS statistics, Australian standards, encyclopaedias, dictionaries), as well as links to other libraries and their catalogues: http://aleph.unilinc.edu.au/sga – SGA Melbourne library catalogue including electronic books and electronic journals online. http://www.csu.edu.au/division/library/ – CSU Library Services including Primo Search catalogue, online tutorials and video tutorials in research skills, finding articles for assignments, topic analysis, Endnote referencing program and many other online library services to help you successfully complete your assignments for all CSU courses. Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 4 of 25 http://trove.nla.gov.au/ – Powerful search engine from National Library of Australia to access many different online resources on any subject from one search. Contact Details for renewing loans, locating books and other information: SGA Melbourne Library: Marian Lees – Director, Library Services Email: MLees@studygroup.com Library Help Friendly and quick assistance available. Ask for help finding information and navigating the library’s extensive eResources. http://www.csu.edu.au/division/library/help/ask Online Tutorials Learn how to: •use Primo Search to find eReserve material and journal articles. •identify appropriate sources of information and peer reviewed material, and evaluate resources. •search journal databases and web resources for information for your assessments. http://www.csu.edu.au/division/library/how-to/watch-it Bookmark your Subject Library Guide Subject Library guides are a great way to get started with research. Each online guide is tailored to a specific area of study, outing how to research in your area and where to look for information. http://libguides.csu.edu.au/ Academic learning support assistance Visit the learning support website for advice about assignment preparation, academic reading and note-taking, referencing, and preparing for exams at: http://student.csu.edu.au/study You may also contact: Ann Ahn Email: aahn@studygroup.com Phone: (03) TBA For appointments, please see Reception. Queries regarding the content of this subject should be directed to your subject lecturer. Your workload in this subject Each week you should spend around 9 – 11 hours studying this subject – obviously some weeks may require more time than others depending on how you work – but the following is a guide for your information. Weekly class lectures: 3.0 hours Preparation of topic to be discussed in class: 2.0 hour Topic related readings: 2.0 hours Topic related activites completion: 2.0 hours Preparation for assessment items: 2.0 hours Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 5 of 25 Text and Learning Materials Prescribed text(s) Forouzan, B. A. (2013). Data communications and networking (5th ed.). McGraw Hill. Note: Some topics in this subject are covered from other text books. The electronic version of the relevant material is available through the CSU Library. Go to the CSU Library (http://www.csu.edu.au/division/library) home page and in the primo search type ‘ITC560’ and follow the links from there to access the reading material. Schedule Session Week Week Commencing Topics Learning activities 1 27 July 2015 Introduction to web technologies Interact site topic 1, Provide your working email address to your lecturer for CISCO network academy course enrolment. 2 3 August 2015 Network models Chapter 2 of the textbook, Make sure that you can access CISCO IoE course by the end of this week. 3 & 4 10 August 2015 Internet of everything (IoE) – Part 1 Internet of everything (IoE) – Part 2 CISCO IoE course, Chapter 1: What is the IoE? and Chapter 2: Pillars of the IoE, attempt practice quizzes at the end of both chapters. CISCO IoE course, Chapter 3: Connecting the Unconnected? and Chapter 4: Transitioning to the IoE, attempt practice quizzes at the end of both chapters. Getting web server account on CSU web servers: Read the document provided in student resource Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 6 of 25 Session Week Week Commencing Topics Learning activities folder, how to get CSU web server account and follow the instructions provided. 5 17 August 2015 Internet of everything (IoE) – Part 3 CISCO IoE course, Chapter 5: Bringing it all together, attempt practice quizzes at the end of this chapter. Assessment item 1: Online Quiz due midnight Sunday 21 August 2015 6 24 August 2015 Data communication models Reading resources in topic 6 of Interact site, Make sure that you get your web server account by the end of this week and check that your web site address is working. Break 31 August 2015 7 7 September 2015 Next generation IP Chapter 22 of the textbook Start working on assessment 2, due date: midnight Friday 25th September 2015 8 14 September 2015 Peer-to-peer paradigm Chapter 29 of the textbook Working on assessment 2, due date: midnight Friday 25th September 2015 9 21 September 2015 Application layer paradigm Selected topics from Chapters 25 & 26 of the textbook. See the detail in interact2 site topic. Assessment 2 due this week: due date, midnight Friday 25th September 2015 10 28 September 2015 Web page design using CSS Complete the chapter on CSS, reading material can be accessed from CSU Library. Complete the activities (1) Build a basic Style Sheet, and (2) Applying basic selection techniques, mentioned at the end of this topic. Start working on your assessment 3. due date: midnight Friday 9th October 2015 Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 7 of 25 Session Week Week Commencing Topics Learning activities 11 5 October 2015 Web page design using HTML5 Complete the chapter on HTML5, reading material can be accessed from CSU Library Work and finish assessment 3, due date: midnight Friday 9th October 2015 12 12 October 2015 Revision and final exam discussion Revision and final exam discussion Examination period 19 October – 30 October 2015 Assessment Information Introduction to assessment To protect the academic integrity of the subject, you may be asked to complete an additional test (which may be verbal) if I or another member of the teaching staff have doubts that the work that you have submitted for an assessment item is your own. This test would be held within 4 weeks of the submission of the assessment. Detailed information regarding: Sample exam (for subjects with a formal exam) Pass requirements Grades Presentation Submissions Extensions Penalties for late submission Assignment return Resubmission Plagiarism are included in Appendix 1. Assessment Items Item number Title Type Value Due date* Return date** 1 Online Quiz Assignment 15% 21-Aug-2015 11-Sep-2015 2 Short Answer Questions Assignment 20% 25-Sep-2015 16-Oct-2015 3 Web Site Design Assignment 25% 09-Oct-2015 30-Oct-2015 4 Final Exam Assignment 40% Variable Variable * due date is the last date for assessment items to be received at the University ** applies only to assessment items submitted by the due date Assessment item 1 Online Quiz Value: 15% Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 8 of 25 Due date: 21-Aug-2015 Return date: 11-Sep-2015 Submission method options N/A – submission not required/applicable Task Online Quiz can be accessed through the CISCO Networking Academy. Use the following web link to access the CISCO Networking Academy. You will need to login using your username and password to access this quiz. You must have your login created by the end of second week of the teaching session. If you have any difficulty accessing the following link please let your lecturer know immediately. https://www.netacad.com/home Rationale This assessment consists of modules from three topics related to IoE. You are encouraged to complete the recommended topics (3, 4 & 5) before attempting this quiz. This assessment covers the following learning objectives: be able to describe and evaluate emerging Internet technologies such as Internet of Everything (IoE) and web applications; and be able to describe and analyse the role and importance of Internet technologies in the modern world. Marking criteria This assessment item is an online quiz having multiple choice questions. Each correct answer will score 1 mark. There is no deduction of marks for incorrect answers. Assessment item 2 Short Answer Questions Value: 20% Due date: 25-Sep-2015 Return date: 16-Oct-2015 Submission method options Alternative submission method Task Provide short, fully referenced, answers to the following six questions. Your answers should be clear, concise and to the point. Prepare single document (MS Word or PDF) along with title page and submit it online using TURNITIN. Question 1: The address depletion of IPv4 and other shortcomings of this protocol prompted a new version of IP known as IPv6. Explain the advantages of this new IPv6 when compared to IPv4? [3 Marks] Question 2: Migrating from IPv4 to IPv6 is known as transition from version 4 to version 6 and requires formal strategies to handle this transition. Explain each of the strategies for this migration process using appropriate examples. [4 Marks] Question 3: In a peer-to-peer (P2P) network, Internet users that are ready to share their resources become peers and form a network. Describe the differences between centralised and decentralised P2P networks? Discuss the advantages and disadvantages of both networks. [3 Marks] Question 4: What is a Distributed Hash Table (DHT) and how is it used in P2P networks? Briefly Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 9 of 25 explain how a DHT works with an example of a P2P network. [3 Marks] Question 5: In the client-server paradigm, explain which entity provides the service and which entity receives the service. Why should a server be run all the time, but a client can be run when it is needed? [3 Marks] Question 6: When an HTTP server receives a request message from an HTTP client, how does the server know when all headers have arrived and the body of the message is to follow? [4 Marks] Rationale This assessment consists of six questions assessing a basic understanding of network & data communication models, next generation IP and application layer paradigm. This assessment covers the following learning objectives: define and explain various Internet technologies; describe and analyse the role and importance of Internet technologies in the modern world; and explain how different application layer services such as client-server and peer-to-peer paradigms work in the Internet. Marking criteria The following marking criteria will be used for this assessment item. Marking Guide The following marking guide will be used while assessing each component of this assessment item. NB All your work must be cited (CSU APA), otherwise up to 100% of marks can be deducted. Question HD DI CR PS FL HD (>84%) DI (84% – 75%) CR (74% – 65%) PS (64% – 50%) FL(<50%) 1. (3 Marks) Thoroughly detailed and accurate explanation of advantages of IPv6 over IPv4. Accurate and detailed description of advantages of IPv6 over IPv4 with negligible flaws. Mostly accurate description of advantages of IPv6 over IPv4 with some specific detail. Basic description of advantages of IPv6 over IPv4, identifies key features only. Incomplete, inadequate or no answer of the question 2. (4 Marks) Thoroughly detailed and accurate explanation of all strategies for migration process, supported by appropriate examples. Accurate and detailed explanation of all strategies for migration process, supported by some examples. Mostly accurate explanation of all strategies for migration process, supported by some examples. Basic explanation of all strategies for migration process, limited use of supporting examples. Incomplete, inadequate or no answer of the question 3. (3 Marks) Thoroughly detailed and accurate comparison of 2 types of P2P networks. Comprehensive Accurate and detailed comparison of 2 types of P2P networks. Substantial discussion of Mostly accurate comparison of 2 types of P2P networks. Sound discussion of their advantages and disadvantages. Some comparison of 2 types of P2P networks. Basic explanation of their advantages and disadvantages. Incomplete, inadequate or no answer of the question Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 10 of 25 discussion of their advantages and disadvantages. their advantages and disadvantages. 4. (3 Marks) Thoroughly detailed and accurate description of DHT and clear explanation of how it works, supported by an appropriate example. Detailed and accurate description of DHT and clear explanation of how it works, supported by an appropriate example. Mostly accurate description of DHT and sound explanation of how it works, supported by a relevant example. Basic description of DHT and explanation of how it works, supported by an example. Incomplete, inadequate or no answer of the question 5. (3 Marks) Thoroughly detailed and accurate explanation of different roles in the client- server paradigm. Detailed and accurate explanation of different roles in the client- server paradigm. Mostly accurate explanation of different roles in the client- server paradigm. Basic explanation of different roles in the clientserver paradigm. Incomplete, inadequate or no answer of the question 6. (4 Marks) Thoroughly detailed and accurate explanation of HTTP client-server process. Detailed and accurate explanation of HTTP client-server process. Mostly accurate explanation of HTTP client-server process with some detail. Basic explanation of HTTP client-server process. Incomplete, inadequate or no answer of the question Presentation Your assessment should be submitted in either MS Word or PDF format (PDF usually preserves the formatting, MS Word may not). Please do not submit your assignment in any other format and also do not submit multiple copies of the assessment. Please use A4 page size with Times New Roman / Ariel / Calibri font and use font size 11 or 12. The following should be included as minimum requirements for the assessment. Title Student Name and Student ID Student Email Contact Answer all Questions References – You must use the CSU APA referencing style for all cited material you have used in your work. You must use primary sources (ie Wikipedia is not acceptable, something you thought up yourself, becasue you think you know better, is also unacceptable – unless it has been published and peer reviewed – but it still needs to be cited). Assessment item 3 Web Site Design Value: 25% Due date: 09-Oct-2015 Return date: 30-Oct-2015 Submission method options Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 11 of 25 1. 2. 3. 4. 5. 6. 1. 2. 3. 4. 5. 7. 8. 9. 10. 11. 1. 2. 3. 4. 5. Alternative submission method Task Task: This assessment item is to design a simple web site using HTML5 for an exercise equipment company. The description of the task is as follows: Body Systems: Body Systems is a leading manufacturers of home gyms. The company recently hired you to assist in developing its Web site. Your first task is to create a web page for the LSM400, a popular weight machine sold by the company. You have been given a text file (smith.txt) describing the features of the LSM400. You have also received two image files: one of the company’s logo and second a picture of the LSM400 (logo.jpg & smith.jpg). You are free to supplement these files with any other resources available to you. You are responsible for the page’s content and appearance. Complete the followings: Create a new HTML5 file named index.htm and save it in a folder with your Data Files. Add the appropriate doctype for HTML5 to the beginning of the file. Add a comment to the document head describing the document’s content and containing your name and the date. Add an appropriate page title to the document head. Set the character set of the file to UTF-8. Use the contents of the smith.txt document (provided in the student resource folder) as the basis of the document body. Include at least one example of each of the following: structural elements such as the header, footer, section and aside elements grouping elements including a heading and a paragraph a text-level element an inline image a character entity reference or a character encoding number Structure your HTML5 code so that it’s easy for others to read and understand. Save your changes to the file, and then open it in your Web browser to verify that is readable. Obtain a copy of an sftp client (for example, WinSCP (this one is on the Lab machines) or any other client you wish to use – eg psftp.exe).Obtain a copy of an sftp client (for example, WinSCP (this one is on the Lab machines) or any other client you wish to use – eg psftp.exe). Upload your files to the web server account you have created on the CSU web server (the files need to go into the public_html directory). Verify that the web page you have created is linked to your own homepage e.g. http://csusap.csu.edu.au/~username (http://csusap.csu.edu.au/~student) Submit all your completed files in a zip folder using the EASTS submission system along with the web address of your homepage. Make sure you write the web address in a separate MS Word document and include that in the zip folder along with other files. Getting Web Server Account on CSU Web Servers Do these steps early, if you have difficulties accessing the Web Server contact Student Central in the first instance. If you can’t resolve problems quickly, contact your Subject Coordinator as soon as possible. Go to the web site http://www.csu.edu.au/webpublishing/personal.htm Go to “Students? Your personal publishing information is here” link and follow the instruction to get the web server account and how to publish your information. Keep in mind that CSU web server allows maximum size of data files upto 20 MB. So your data files should be within this limit. At the completion of registration process, you should have a webpage address similar to http://csusap.csu.edu.au/~username (http://csusap.csu.edu.au/~student) (where username is your actual username) Rationale Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 12 of 25 This assessment covers the following learning objectives: be able to apply basic knowledge of creation of web pages using XHTML and CSS; and be able to describe and analyse the role and importance of Internet technologies in the modern worl. Marking criteria The following marking criteria will be used for this assessment. The explanation of each assessment component is provided in the marking guide below. Question Marks Create Index.htm 3 Upload to Server 6 Add features 7 Document and Organise Code 7 Verification 7 Total 30 Marking Guide The following marking guide will be used for this assessment. Assessment Component HD DI CR PS FL HD (>84%) DI (75% – 84%) CR (65% – 74%) PS (50% – 64%) FL (<49%) A new HTML5 file named index.htm has been created, uploaded and linked to the homepage Be able to create an index.htm correctly Created index.htm correctly minor formatting &/or spelling mistake made Created index.htm correctly formatting &/or spelling mistakes made index.htm Partially created Did not create index.htm as specified index.htm is uploaded and linked to the homepage The index.htm has been created and uploaded to the server Uploaded index.htm correctly minor formatting &/or spelling mistake made Uploaded index.htm correctly formatting &/or spelling mistakes made Partially completed the upload index.htm Did not upload index.htm as specified The contents of the smith.txt document have been used as the basis of the document body. At least one example of each the following has been included (Step 6 Items): – structural elements such as header, footer, section, and aside -grouping elements including a heading and a paragraph -text-level Be able to add at least one example of each Step 6 item correctly Be able to add at least one example of each Step 6 item with minor formatting &/or spelling mistake made Be able to add at least one example of four of the Step 6 items correctly with formatting &/or spelling mistakes made Partially able to add at least one example of three of the Step 6 items Was not able to add more than two of the required item 6 examples correctly as specified Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 13 of 25 element – an inline image -a character entity reference or a character encoding number Your HTML5 code has been structured so that it’s easy to read/understand HTML5 code has been structured so that it is easy to read/understand correctly HTML5 code has been structured so that it’s easy to read/understand, correctly with minor formatting &/or spelling mistake made HTML5 code has been structured so that it’s easy to read/understand correctly, with formatting &/or spelling mistakes made HTML5 code has partially been structured so that it’s easy to read/understand HTML5 code has not been structured so that it’s easy to read/understand as specified Changes have been saved, and the file viewed to verify that it is readable The file viewed and verified correctly The file viewed and verified correctly with minor formatting &/or spelling mistake made The file viewed and verified correctly with, formatting &/or spelling mistakes made The file viewed and verified and partially correct The file not viewed and verified correct Assessment item 4 Final Exam Value: 40% Due date: Variable Return date: – Submission method options Alternative submission method Task The final exam is worth 40% of the total subject grade. It will be of two hours duration plus ten minutes reading time. It is a closed book exam. It will cover all topics discussed in the subject. The examination consists of 20 multiple choice questions and 5 short answer questions. All questions must be answered. The format of the final exam is provided in the sample exam and in the student resource folder. Rationale The final examination is to allow you to demonstrate your knowledge and understanding of the topics covered in the subject. Covering all topics, the final exam has been designed to assess your ability to: be able to define and explain various internet terminologies; be able to describe and analyse the role and importance of internet technologies in the modern world; be able to describe and evaluate emerging internet technologies such as Internet of Everything (IoE) and web applications; and be able to explain how different application layer services such as client-server and peer-to-peer paradigms work in the Internet. Marking criteria Marks will be awarded based on: the accuracy, logical reasoning and the completeness of the answers provided; the correct use of the subject terminology and knowledge; and demonstration of understanding of the key concepts in the subject. Charles Sturt University Subject Outline ITC560 201560 SM I-1 July 2015-Version 1 Page 14 of 25 1. 2. 3. 4. 5. Requirements You are required to sit and pass the final exam in this subject to be eligible for a passing grade. The exam is worth 40% of the marks in this subject and you are required to answer all questions. Material provided by the University Answer booklets (2 x 12 page), General Purpose Answer Sheet (GPAS-200R) Material required by the student Writing implements, including a 2B pencil and an eraser. Any calculator allowed, including a programmable calculator, I-Pads and other hand-held computers are not acceptable as calculators. Appendix 1 Assessment Information Sample exam School of Computing and Mathematics ITC560 Internet Technologies PG SAMPLE EXAM NUMBER OF QUESTIONS: Section I: 20 Multiple Choice Questions Section II: 05 Short Answer Questions Value: 40% of the Final Grade INSTRUCTIONS TO CANDIDATES: Enter your name and student number and sign in the space provid

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