Mobile Web Component


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University of West London
School of Computing and Engineering

Assignment

Title Mobile Web Component Development Assignment
Module Mobile Web Component Development
Module Code CP70055E
Module Leader: Nasser Matoorian
Set by: Nasser Matoorian
Moderated by: Ying Zhang
Assignment Assignment
Hand in
arrangements
All elements of this assignment must be submitted to the Assessments area of the module
on Blackboard.
Structure of
assignment
This assignment has three elements. The learning outcomes of the module are assessed by
a successful completion of the elements.
Element Type Weighting Due Date
1 Component Model Report 60 20 December, 2020
2 Software implementation 40 17 January, 2021
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Extensions will only be granted in exceptional circumstances. Extensions will be for 10 days
or less. Documentary evidence will be required. Extensions must be agreed before the
deadline. Submissions up to one week late with no extension will be marked with a maximum
mark of 50%.

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Learning
outcomes
1 Analyse and design component based architecture solutions
2 Use suitable toolsets to construct component based architecture models.
3 Display mastery of knowledge in current and future software development practice
using component based approaches
4 Have an awareness of suitable component based implementation technologies and
frameworks.
5 Design and implement component based mobile web applications
Element 1
Title Component Model
Task details A case study accompanies this section of the assignment. It describes the requirement for a system
within a business context. You will need to make assumptions in the course of constructing your
models. Ensure you submit a list of these assumptions with your assessment elements as
appropriate. If you are at all unsure about the case study description you should ask questions
within the seminars/workshops. The Tutors will be moderating the discussion boards. The
diagrams must be completed using a CASE tool (starUML is a suitable tool).
Note: Your assignment must be submitted as a single PDF report.
Marking
Guide
Criteria Issues Mark Marking breakdown where
appropriate
Use Case
Model
A Use Case diagram showing
the system, the actors and the
use cases for the system. Each
Use Case should have a
description including a
scenario. Show extensions and
exceptions where appropriate.
10 Diagram and Explanation (5)
Use Case Descriptions (5)
Business
Concepts
A class diagram showing all the
key concepts in the case study
and their relationships.
10
Business
Process
Model
A Process Model related to the
case study.
Swim lanes Identified with
appropriate tasks.
10
10
Type Model A Type model class diagram
showing appropriate core types
and business component,
including an audit table showing

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refactoring from the Business
Concept model.
Component
Specifications
Business rules (invariants),
identification of business and
system interfaces.
10 Business Rules (5)
System Interfaces (5)
Component
Architecture
Component Diagram showing
links between interfaces and a
description of the
communication between
components via the interfaces.
10 Component Architecture (5)
Interaction Diagrams (5)
Element 2
Title Implementation
Task details Tasks:
Based on the specified models, you are required to provide an implementation for the outlined
system.
Documentary evidence (including diagrams, source code and screenshots etc.) should be
provided as appropriate within your report.
Note: You report should be a single PDF document containing the completed software
listing should be submitted.
Marking
Guide
Criteria Issues Mark Marking breakdown where
appropriate
Implementation
for Type Model
Implementation for the
specified Type Model should be
given.
10
Implementation
for UI
Appropriate Client UI with
connectivity to the server-side
components via REST API.
10
Deployment Successful deployment of your
components and program
listing explanation
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Case Study
Hill & Knowlton Looks for a New Knowledge Management System
What does a company have to do to increase the likelihood of success when installing a
knowledge management system? Or to put it another way, why do about half the knowledge
management projects fail? These are the questions that Hill & Knowlton (H&K) faced in early
1999 when it realised its current knowledge management system was not helping the company.
H&K is a global public relations firm headquartered in New York City with 1,900 employees and
68 offices in 34 countries around the world. As in so many other fields today, knowledge is central
to public relations. Moreover, because public relations firms are project-centred, their employees
and their clients must constantly share large amounts of information. Specifically, H&K
employees need to be able to share information not only with their project mates but also with
other H&K employees who have experience working with similar clients or experience working on
similar products. Then they also must continually exchange information with their clients. In
addition, all parties often need external information, such as market data, which they want to be
able to access through the company’s knowledge management system. Finally, the company
needs to preserve its organisational memory, the collective, stored learning of the firm, to
minimise the impact when employees leave. This memory is not only critical for H&K employees
to carry out their daily work but it is also vital in training new employees quickly and effectively.
H&K had previously built an Intranet to facilitate the sharing and management of its project
knowledge. However, the current system was seldom used and so Ted Graham, H&K’s
worldwide knowledge management director, had to identify the reasons why and then either fix
the old system or build a new one that employees would actually use. To examine the problem,
Graham turned to H&K’s worldwide advisory group. The group traditionally meets once every two
years to work on long-range company issues. In this case it collected feedback from around the
world and learned that H&K employees saw many problems with the existing system. Most
important, however, they simply had little reason to use it. They indicated the data were out of
date, inaccurate, and often irrelevant. For example, they noted that the staff biographies were
quite outdated, even so far as to still contain biographies on former staff members who had left
the company as much as two years earlier. Biographies are essential to H&K clients because
they want to know the skills and experience of the H&K staff assigned to their accounts. H&K
employees use biographies to help them identify someone with relevant experience that they can
turn to for advice and help. Moreover, employees indicated they wanted a system that was easy
to use where they could find one-stop shopping for all kinds of knowledge, rather than having to
go to four or five different places to fulfil their needs.
The project established a new portal-type Extranet, which it named hk.net. The site is password
protected so that employees and clients can access only the internal data they need to see. One
of the first problems the project team faced was updating and consolidating the history of all
recent projects, which could be found in past emails that were stored without any order. The team
needed to organise the emails and then to make them easily searchable. The project team turned
to Intraspect Software of Los Altos, California, and particularly to their package called Salsa. The
software enables users to store with ease emails and their attachments by project team and by
client. Each email is immediately indexed by subject and can be searched by key phrases or
words. For the first time team members could find needed past information without spending a lot
of search time and effort.
Easily accessible email solved other problems for the company. When H&K employees or their
clients’ employees were assigned to a project, they were immediately told to read the archived
project emails. In this way they were quickly and inexpensively brought up to date. “The client
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likes this because they’re not paying for the new person to become educated,” explained
Graham, “and we like it because it lowers the cost of replacing employees.”
The Extranet captures three essential “buckets” of knowledge identified by the project team as
essential to HK business processes: internal knowledge of H&K’s own products and services;
external knowledge, such as research, industry news, and economic forecasts; and client
knowledge, such as account activity, budgets, and templates. H&K can customise the company’s
Web site for each of its clients using hk.net, so that when a client’s staff member logs on to its
hk.net channel, they are greeted with the client’s company logo. All information on hk.net is
accessible through on-screen folders, one each, for example, for emails, administrative
information, and case studies, plus an H&K directory including staff biographies. These folders
are arranged according to the preferences of the client.
Andrea Bartolucci, a Toronto-based H&K employee, has realised huge time-savings by using
hk.net. She spends half her time marketing the company to prospective clients and must
assemble “credential packages” that highlight the H&K’s experience in a particular industry. The
package includes descriptions of past projects and biographies of H&K staff members who might
be assigned to the account. Because much of this information has already been assembled by
H&K in a package for another client, she can repackage it instead of starting from scratch.
Connectivity is one problem that the team could not fully solve. Because of the local
infrastructures, the data are carried at different speeds in different locations. For example the
Toronto and New York offices operate at high speed because both use T1 connections. The Paris
office, however, has an available bandwidth of only 14.4 kilobits per second. H&K was able to use
some crude workarounds to improve usage in Paris, but they were unable to fully solve the
problem.
Persuading employees and clients to use the system was a big challenge. “Technology alone
can’t make things right,” says Bartolucci. “People need to be trained to get used to it.” Employees
were reluctant to post information to the Extranet as a matter of routine. The company offered
training, but, in addition, it also offered incentives. Bonuses were given to the managers of groups
that contributed the most to their project sites, and the managers were responsible for deciding
how to share the funds with their team members. In addition, the company offers recognition to
those whose contributions are accessed the most by others by listing the authors on a company
“best-seller” list. Such a “reputational” incentive causes an individual to become recognised as an
expert by co-workers. Graham also believes that those who are so recognised will “end up with
better assignments, [such as flying] to South America to work on an exciting new project.” H&K is
also using its power by making knowledge-sharing part of performance reviews.
To encourage employees to use the Extranet to find out information, H&K has embedded a form
of micro-payment called “beenz” throughout the site. Every time an individual opens a document
or contributes information, that person stands a chance of collecting beenz, which can be
redeemed for books, CDs, and even vacations. H&K is also posting its internal announcements
on the Extranet and sending employees the links instead of emailing the announcements directly.
Once on the Extranet, employees are more likely to explore other hk.net information resources.
Sources: Eric Berkman, “Don’t Lose Your Mind Share,” CIO Magazine, October 1, 2000; Larry
Stevens, “Incentives for Sharing,” Knowledge Management, October 2000; and Steve Barth, “KM
Horror Stories,” Knowledge Management, October 2000.

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