I have an assessment with the following details:

Assessment type:	COURSEWORK
Task 1 REPORT (75% of total module mark)
Task 2 PRESENTATION (25% of total module mark)
Assessment title:	Analyse & Report on a Cloud-Based Case Study.
Assessment weighting:	100% of total module mark
Size or length of assessment: Task 1 REPORT 2000 words
Task 2 PRESENTATION (slides plus 10 min presentation link)
Module learning outcomes assessed by Tasks 1 & 2:
1.Demonstrate a comprehensive understanding of the business drives, techniques, and methodologies applicable to cloud computing and virtualisation.
2.Undertake independent analysis of the security issues in Cloud Computing
3.Evaluate sustainability issues arising from cloud computing and propose actions to mitigate.
4.Critically compare traditional data storage and modern-day cloud computing data center technology and apply new approaches to complex problems that are appropriate to this level.
5.Critically evaluate various cloud computing mechanisms including cloud services.

Completing your assessment
What am I required to do on this assessment?
The coursework involves tackling a business-oriented challenge related to adopting cloud solutions, following specific guidelines. Your task is to propose a solution and provide implementation details. You will be presented with a case study and expected to research to find appropriate solutions from a range of cloud service providers that meet the outlined requirements. Moreover, a set budget will be assigned for implementation, allowing for a thorough evaluation of the proposed solutions. Finally, you'll discuss any challenges encountered during the adoption process in task 1. Refer to Appendix 1 for precise instructions for Task 1.
For Task 2, your objective is to deliver a high-level presentation to stakeholders, emphasizing the significance and rationale behind the solution you've implemented, as well as the outcomes and impacts of your solution.
Where should I start?
•Conduct in-depth research on various cloud service providers and thoroughly understand the array of services they offer.
•Engage with and complete the tasks outlined in the workshop, focusing on the case studies provided for practical application and learning.
Develop sufficient knowledge of the module materials.
What do I need to do to pass?
To successfully pass this coursework assessment, you must attain an overall mark of 50% or higher in both tasks (presentation and coursework).
How do I achieve high marks in this assessment?
To get good grades, make sure you follow the instructions in Appendix 1 carefully. If your solution doesn't stick to these rules, some marks will be taken off. On the other hand, if your solution makes sense, is creative, and is based on research, you'll get higher marks.
How does the learning and teaching relate to the assessment?
During the class session, there will be a comprehensive presentation covering the assessment overview. Additionally, the class content will revolve around fundamental concepts in cloud computing, including virtualization, cloud deployment modes, cloud service models, cloud pricing models, sustainability aspects in cloud computing, and addressing security concerns related to the cloud. This knowledge will serve as a foundation to comprehend the case studies and craft suitable and effective solutions for the given problem.
What additional resources may help me complete this assessment?
Please consult the module blackboard for valuable and relevant resources.

What do I do if I am concerned about completing this assessment?
UWE Bristol offers a range of Assessment Support Options that you can explore through this link, and both Academic Support and Wellbeing Support are available.
For further information, please see the Academic Survival Guide.
How do I avoid an Assessment Offence on this module?
Use the support above if you feel unable to submit your work for this module.
Outline the most common forms of AOs for this type of assessment and brief guidance on how to avoid this.
Marks and Feedback
Your Task 1 assessment will be marked according to the following marking criteria.

Criterion	Poor (<50)	Fair (50-59)	Very Good (60-69)	Excellent (70+)
1. SWOT analysis (current & future IT infrastructure	& services)
(15%)	

Lacking	clear
purpose	or rationale; vague	

Mostly clear though a little vague/general	

Clear and SMART; context and importance quite well justified	

Very clear, research-based; convincing rationale
2. SaaS, PaaS & IaaS service	provision analysis
(30%)	Lacking novelty / poorly executed version	of
summary	
Derivative or rather uninteresting; lacking personal creativity	
Some innovation; Largely safe, conventional but solid approach	
Highly innovative / creative.	Substantial personal interpretation
3. Commercial service provider & cost analysis
(20%)	
Irrelevant material; No consideration of user needs	Some less relevant or basic; Lack of / cursory consideration of user needs	
largely relevant work cited, largely descriptive; Good understanding of user needs	Relevant, state-of-the-art literature understood and critically	reviewed; Extensive, evidence-based user needs assessment
4. INaaS & BPaaS services	&
development analysis (15%)	Poorly chosen / flawed approach; not relevant/poor match	Some structure to approach	though perhaps lacking formal aspects or comparison	
Good attempt to use methodologies; specific details	
Clear use and appropriate process methodologies; highly suited
5.	Sustainability Discussion
(10%)	Lacking	clear
rationale;	very vague	Mostly clear though a little vague/general, with some explanation	Clear and mostly SMART; context and importance quite well justified	
Very clear, research-based; convincing rationale

6. Report Structure & Quality
(10%)	Very	poorly organised and hard to understand; Spelling		or grammatical errors	
Some organisation and typological issues; Some lack of clarity in presentation	largely well organised and easy to follow; minor presentation	issues; occasional presentation issues	Logical layout of sections and narrative; Grammar and spelling correct; Accurate and complete referencing; a cohesive and coherent report

Your Task 2 assessment will be marked according to the following marking criteria.

	Poor (< 50)	Fair (50 -59)	Good (60-69)	Excellent (70+)
CONTENT (30%)	Fails to address many parts of the case. Contains so many serious errors or flaws, and usually many minor ones.
Includes many fundamental mistakes and misapplications of the business concepts.
No conclusion or reference.	Contains some serious errors or flaws, and usually some minor ones. Includes some fundamental mistakes and misapplications of business concepts.
Does not include the facts for the appropriate sections of the presentation. Insufficient reference and conclusion.	Contains one or two major errors or flaws, and one or two minor ones. Includes one or two fundamental mistakes and misapplications of the business concepts. Repeats facts for the appropriate sections but still includes minimal analysis and has adequate development of the strategic implications and recommendations.	Realizes all parts of the content and is generally very good but shows few detailed analysis and integration.
Limited recommendations, conclusion, and reference.
COHERENCE (20%)	There is little cohesion between the speakers and the material.	The flow and transitions contain serious flaws.	The flow and transitions have one or two major errors.
The presentation shows little polish and practice.	The flow and transitions are generally smooth but show less polish and practice.
ORGANIZATION (20%)	The presentation is generally disjointed and contains numerous organizational flaws.	The presentation shows little hard work and coordination.	Follows the outline with few minor flaws.	Generally, follows this outline with one or two minor flaws.
SPEAKING	SKILLS (15%)	Not completely delivered.	Inconsistent delivery.	Delivered orderly but lacks confidence.	Generally spoken with confidence.
TIMELINESS (15%)	Could not complete within 10 minutes			

Avoid copying and pasting any work into this assessment, including your own previous assessments, work from other students or internet sources
Develop your own style, arguments and wording, so avoid copying sources and changing individual words but keeping, essentially, the same sentences and/or structures from other sources
Never give your work to others who may copy it

Develop your own work and preparation, and do not allow anyone to make amends on your work (including proof-readers, who may highlight issues but not edit the work).

Appendix 1 – Assessment Overview 
Task: The Christian Volunteer Service (CVS) Case Study
Christian Volunteer Service (CVS) is a national charity supporting poor and vulnerable people 
across the UK.
Started in the 1860’s CVS has a long history of meeting pastoral and charitable goals. It is a 
provider of long-term services and beyond probity, efficiency and effectiveness, CVS is not 
driven by a financial (profit oriented) motive.
CVS has 50,000 members and employs 4,000 people, many part time. It has around 260 
charity shops across the UK which are run by employed managers and shop volunteers. 
Volunteers are often people needing support although everyone in the community is 
encouraged to volunteer. Good pay, working conditions, and generous pensions are offered 
to all staff. A bonus of 10% annual salary is also paid.

A breakdown of the total income & expenditure for 2016/17 is given in a chart which is explained below:
**Summary of Income**

The income in 2017 is broken down into the following categories:

* Donations and grants: 15%
* Investment income: 18%
* Social Services operations income: 26%
* Legacies: 14%
* Trading income: 20%
* Disposal of assets and other income: 18%
* Members Donation : 5%

**Summary of Expenditure**

The total expenditure for the year was £287.3 million. The expenditure is broken down into the following categories:

**Summary of Income**

The income in 2017 is broken down into the following categories:

* Donations and grants: 15%
* Investment income: 18%
* Social Services operations income: 26%
* Legacies: 14%
* Trading income: 20%
* Disposal of assets and other income: 18%
* Members Donation : 5%

**Summary of Expenditure**

The total expenditure for the year was £287.3 million. The expenditure is broken down into the following categories:



Of the £287.3 million total expenditure for 2017, IT costs across for all services account for about £25.7 million per year.
This cost includes the 40 IT staff working at head office at a cost of £4.4 million a year. Of the remaining £21.3 million, 40% (or £8.5 million)
is taken up by annual software licensing and service costs. The software used includes a range of leased CRM systems, legacy databases and applications, custom applications, HRM software, Payroll software,
office applications, mail, and web services. Another 30% (or £6.4 million) is accounted for by hardware and network purchase and service costs.
Legacy Income, people leaving money and property to CVS in their wills, was around £65 million for 2017. In addition, around £18 million is collected through member donations. All income from donations and grants totalled over £96 million in 2017. These income streams are crucial to the long-term financial health of the charity, and hence CVS employs 120 people at the head office in marketing & fundraising roles using CRM software and several legacy databases and custom applications. 12 IT support staff and 6 programmers/database support staff are required to support and maintain these often slow, failing, and unreliable legacy systems. Last year, 15 working days were lost to system or database downtime. Each failure affects approximately 100 members of staff and equates to 1500 lost working days (or 6 FTE’s). These legacy systems & custom applications are expensive too, costing £7 million per annum in licensing fees and support. This said, CVS cannot do without these legacy systems as they hold crucial membership and donor records (6.4GB of data).
Note that of total IT costs, the remaining £6.4 million is spent on IT staff, local volunteer management & reporting systems (usually Access DB’s or Excel spreadsheets), office software, and support in the 16 regional offices managing the 260 shops. These regional offices have also to provision their local payroll software needs using off-the-shelf packages and 5 different packages are currently used across the 16 offices.

The Context
The Board of Directors of CVS, in consultation with the CEO, Heads of Finance & IT, as well as knowledgeable senior members have decided to invest in a major upgrade to CVS’s information infrastructure and information technology systems & processes.
The key idea is to update the existing information and software systems to deliver a more robust, effective, and focused (higher level & value) service. This includes the provision of timely strategic and operational management data analytics as well as exploiting social media and emerging web and cloud-based services for better focused marketing. This has the aim of increasing public and member cash and legacy donations. The CRM, HRM, and Payroll systems also need updating and if provisioned as SaaS services will generate substantial savings in licensing and service costs according to the Head of IT.
The promise of shifting IT “CapEx” costs to lower “OpEx only” costs and ridding the
organisation of expensive leased systems is also appealing to the Board & CEO.
One weakness of CVS compared with many other national charities is that it has failed to exploit e-commerce effectively and strategically. Public donations of items to the shops - watches, jewellery, vintage clothing, paintings, books, etc. often contain valuable items. Local shop managers are advised to put these up for auction on eBay or in local auction houses. The Head of Finance has ideas for a national e-commerce strategy with each shop uploading photos of rare and valuable items to be centrally priced and sold through an e-commerce portal. However, it has been pointed out that outbound logistics (items being packaged, insured, and sent by potentially 260 shops to customers) remains problematic and will require significant planning, resource allocation, and staff training.
Overall, the Board and the CEO believe that the benefits outweigh the costs and the risks can be either mitigated or avoided. The key goal is to generate substantial increased income via more donations and IT cost savings which in turn can be spent on the core care services, training, pastoral and social work provisioned by CVS to the poor & vulnerable.
However, Head Office staff, particularly in IT and some in Marketing are not all supportive of the proposed changes and have expressed their concerns through their Unions. Some staff fear redundancy and the Board & CEO have reassured all employees of a full consultation process including arbitration and generous severance deals if any redundancies are required.
A budget of £10 million has been allocated to plan, implement, and deliver this project over the next 3 years. This figure does not include eventual redundancy costs.

Your Task
You have been commissioned by CVS to carry out a full Systems Analysis of the proposed changes.

As part of this analysis, you are required (firstly) to produce a high-level report (2000 words) covering the following areas:
a SWOT analysis of the current IT infrastructure & services.
a SWOT analysis of the proposed IT infrastructure & services.
an analysis & summary of Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) cloud computing solutions applied to and in the context of the scenario.
recommendations & cost estimates of provisioning these services from any one of the major service providers (Amazon, IBM, Google, Microsoft, etc.).
recommendations and suggestions for Information as a Service (INaaS) and Business Process as a Service (BPaaS) development & provision in the coming 3 years.
a critical examination of the selected service providers' green credentials in terms of energy efficiency and sustainability.
Resources
It is highly recommended you read through the following background readings (found on the webpage https://www.theregister.com/2018/01/08/a_drivers_guide_to_upgrading_your_it_to_a_hybrid_cloud_engine/):
A drivers’ guide to upgrading your IT to a hybrid cloud engine
Balancing the workloads
David Gordon
Mon 8 Jan 2018 // 15:15 UTC

SUPPORTED You’re a business running on traditional IT, using banks of servers with monolithic applications and backed by traditional storage arrays as well. You’ve heard about a more modern way of doing things, using cloud services and hybrid IT to deliver greater flexibility and agility, but wonder how to get there.
In fact, the chances are that the vast majority of organisations will already be consuming cloud services in some form, even if that is nothing more than a hosted email or HR system. The fact is that there is nothing magic about the cloud – it is just another delivery method for IT services, one that should be evaluated alongside other delivery methods to determine their suitability based on cost effectiveness and your business requirements.
For this reason, most companies are going to end up with a multi-cloud scenario, where some of their IT remains on-premise and other services are delivered by more than one cloud provider.
With that in mind, the first step should be to consider your business objectives and come up with a defined strategy and budget. What do you want your IT to deliver, and is the cloud the best route for all workloads? Not all applications and services will necessarily benefit from being migrated to the cloud, perhaps because they process sensitive data or because performance may suffer.
However, the factors for or against migration will depend on your organisation. One oft-cited example is Peterborough City Council in the UK, which decided to move everything it could to SaaS applications. The prime motivation for this was financial: the council decided it could not afford to waste money maintaining a large IT estate under the budget constraints it was facing.
Inventory of workloads
To help set objectives, you will also need a clear picture of what you already have. Audit your hardware and software, as you may find users are running applications you were unaware of (so-called “shadow IT”). You need a breakdown of how much each application or service is costing to run, otherwise you will be unable to gauge whether moving to the cloud offers better value.
Once you have a full overview of your workloads, you can assess one or two as pilots for migration. Some, such as email, can be relatively easily switched to a SaaS-based alternative. Other applications may have occasional spikes in demand that make them good candidates for the dynamically scalable nature of the cloud.
Firms should prioritise those applications that process less sensitive data, or are the least strategic and mission-critical. It is also often easier to move smaller applications to the cloud, or those that are not closely integrated with other applications and services.
Later, when turning to workloads beyond this low-hanging fruit, attention should be paid to whether they can be refactored or redesigned to operate better on cloud infrastructure, rather than simply performing a “lift and shift” whereby on-premise servers are converted to virtual machines running in the cloud.
That said, “lift and shift” may be used as a stepping stone, so that a customer can get their workload onto the cloud, then optimise it later. Keep an eye on costs, however, as you may actually find that you are spending more to operate workloads this way.
When it comes to commercial rather than turnkey or open-source software, what you can do with it depends entirely on the supplier. Some now allow for cloud deployment in their license agreements. Meanwhile, many popular applications are now available as click-to-deploy options from software catalogues maintained by the big cloud providers.
Selecting a cloud provider
A vital step in cloud migration is in choosing a cloud provider, or providers. The big cloud firms such as AWS, Microsoft and Google have an advantage in their global footprint and ability to provide failover protection to another data centre. However, businesses may find that smaller local providers offer better support and are more willing to meet your specific requirements.
Which cloud provider you choose will depend on your specific requirements, such as the range of services and capabilities on offer. Businesses may be tempted to go for the provider offering the lowest prices, but it is not always easy to compare the cost of a resource (such as a virtual machine) between clouds, because they often differ in capability.
It goes without saying that security is a key consideration when moving workloads to the cloud. Just checking a cloud provider’s security credentials is not enough – you need to know what your own obligations are with regard to the security of your data, and what responsibilities the provider is willing to accept on your behalf.
The next step should be to carefully assess the costs of your chosen cloud platform and compare these with what you are currently spending. This can be tricky. While cloud providers publish how much they charge to use resources such as a server per hour or a gigabyte of storage per month, it is largely up to the customer to calculate how this will translate into the cost of operating their specific application or service.
Managed service providers can fill the gap
Another consideration is to ensure that your organisation has the right skills to implement your chosen strategy. This is another thorny issue, because engineers with cloud skills are often in short supply and thus highly sought after.
One way of getting around the skills problem is to make use of a managed services provider (MSP), as these typically have expertise in multiple cloud platforms such as AWS and Azure, but also plenty of experience of on-boarding customers to the cloud.
Once you have workloads in the cloud, monitoring is essential. You need to understand how you are using your cloud resources, and whether application performance is meeting requirements or suffering after migration, in which case you may wish to reconsider.
In fact, according to analyst firm Ovum, some businesses are now choosing to move some of their cloud workloads back on-premise, because they found it was costing too much money or that they had lost a measure of control and wished to regain it
Cloud adoption is thus best regarded as a journey rather than a “big bang” switchover. It pays to have a roadmap, to move less critical workloads first while staff gain cloud experience, and to constantly assess if cloud is the right option for each workload. Partnering with an MSP can also provide crucial support in order to ensure a successful cloud deployment.



Now, i need you to generate a comprehensively detailed structure to get task 1 done to the highest level of literacy, precision, and accuracy, meeting all learning outcomes and criteria mentioned getting me an excellent grade.