ENTREP 5018 - Opportunity Assessment

North Terrace Campus - Semester 1 - 2016

This course is aimed at anyone who needs to assess possible business or project opportunities that are mainly, but not exclusively, based on an innovative technological concept. Rapid screening techniques are introduced, which will address the underlying business concept, the base technology, benefits to customers, potential markets, financial feasibility, risk and benefits to the organisation and the next steps to be taken. Opportunity screening protocols will be treated in depth and a comprehensive venture - screening guide will be developed during the course. The course covers all the key elements of a feasibility study for a new enterprise.

  • General Course Information
    Course Details
    Course Code ENTREP 5018
    Course Opportunity Assessment
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Semester 1
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Intensive: 36 - 40 hours
    Available for Study Abroad and Exchange
    Course Description This course is aimed at anyone who needs to assess possible business or project opportunities that are mainly, but not exclusively, based on an innovative technological concept. Rapid screening techniques are introduced, which will address the underlying business concept, the base technology, benefits to customers, potential markets, financial feasibility, risk and benefits to the organisation and the next steps to be taken. Opportunity screening protocols will be treated in depth and a comprehensive venture - screening guide will be developed during the course. The course covers all the key elements of a feasibility study for a new enterprise.
    Course Staff

    Course Coordinator: Dr Allan O'Connor

    Program Director Contact Details:
    Entrepreneurship & Innovation
    Name: Dr Allan O'Connor
    Email: allan.oconnor@adelaide.edu.au


    Teaching Staff:


    Trimester 1/Semester 1
    Name: Dr Wendy Lindsay

    Short Bio:
    Wendy holds an MBA from Bond University, and a Master of Advanced Business Practice from the University of South Australia. Her PhD, obtained from The University of Adelaide, adopted a repeated measures longitudinal research design to examine the effects of personal values, entrepreneurial attitude, and entrepreneurial intentions on business start-up behaviour of nascent entrepreneurs. Her research interests include opportunity recognition, entrepreneurial attitude, values, business start-up behaviour, social entrepreneurship, gender issues, family business, well-being/quality of life and cultural influences on business.

    Wendy’s academic experience comprises lecturing (face-to-face and online) in the entrepreneurship and innovation discipline at both undergraduate and postgraduate levels at the University of Adelaide, the University of South Australia, and Bond University. 

    Wendy’s business experience includes general management in the professional practice environment, and thereafter through provision of consultancy services to a diverse range of clients. She has founded/co-founded businesses in the areas of financial management, administration, tourism accommodation, e-learning streaming media, offshore entrepreneurship training, Indigenous
    entrepreneurial training, and most recently, a registered training organisation. Wendy also enjoys community outreach through the means of her Rotary membership and volunteers with Little Athletics.

    Email: wendy.lindsay@adelaide.edu.au


    Teaching Staff:
    Trimester 3/Semester 2

    Name: Dr Allan O'Connor

    Short Bio:

    Allan is the Academic Director for Innovation and Entrepreneurship at the ECIC and your lecturer for Opportunity Assessment this teaching period.

    Allan's industry experience has been largely within the small and medium enterprise sector developing and introducing new products, entering new markets, and expanding sales and business opportunities in both established and new business environments. This experience has exposed Allan to the practical challenges of growth, innovation and entrepreneurship especially with engineered and manufactured goods.

    Aside from teaching, Allan is regularly consulted by organisations seeking to enhance entrepreneurial and innovative capacities and he provides research and evaluation services in these areas. For a further insight into Allan's research, visit the Researcher Profile page: http://researchers.adelaide.edu.au/profile/allan.oconnor

    Allan's ambition is to create an Innovation and Entrepreneurship program that attracts and connects people who share a common interest in starting and growing new ventures that provide strong, positive and enduring benefits to the communities we live in.

    Email: allan.oconnor@adelaide.edu.au


    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

    Opening intensive:
    Tuesday 23rd and Wednesday 24th February 2016
    9am to 6pm
    Ligertwood 113 Teaching Room

    Closing intensive:
    Thursday 24th and Friday 25th March 2016
    9am to 6pm
    Marjoribanks 126 Santos Lecture Theatre
  • Learning Outcomes
    Course Learning Outcomes

    At the end of this course a candidate will have learned:

    1. Identify the difference between an idea and an innovative business opportunity
    2. Articulate a new venture investment proposition and communicate ideas and concepts effectively
    3. Build an assessment process for a new opportunity or venture to determine its viability and sustainability
    4. Identify the areas of risk in research commercialisation and/or introducing new technologies or other innovationsinto a market
    5. Produce a feasibility report for your own or another new venture opportunity
    6. Draw conclusions and recommend actions based upon a comprehensive opportunity assessment of a newventure idea
    University Graduate Attributes

    This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

    University Graduate Attribute Course Learning Outcome(s)
    Deep discipline knowledge
    • informed and infused by cutting edge research, scaffolded throughout their program of studies
    • acquired from personal interaction with research active educators, from year 1
    • accredited or validated against national or international standards (for relevant programs)
    1, 3, 4 & 6
    Critical thinking and problem solving
    • steeped in research methods and rigor
    • based on empirical evidence and the scientific approach to knowledge development
    • demonstrated through appropriate and relevant assessment
    6
    Teamwork and communication skills
    • developed from, with, and via the SGDE
    • honed through assessment and practice throughout the program of studies
    • encouraged and valued in all aspects of learning
    1, 2, 3, 5 & 6
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    2 & 3
    Intercultural and ethical competency
    • adept at operating in other cultures
    • comfortable with different nationalities and social contexts
    • able to determine and contribute to desirable social outcomes
    • demonstrated by study abroad or with an understanding of indigenous knowledges
    4
    Self-awareness and emotional intelligence
    • a capacity for self-reflection and a willingness to engage in self-appraisal
    • open to objective and constructive feedback from supervisors and peers
    • able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
    2, 3, 4 & 5
  • Learning Resources
    Required Resources
    Text book:
    Fredrick, Howard, O'Connor, Allan and Kuratko, Donald F. (2016). Entrepreneurship: Theory, Process and Practice, 4rd Edition. Cengage Learning.
    ISBN: 9780170352550


    Supplemental readings available on MyUni:

    Aaker, David A. c2001, 'Competitor analysis', in Aaker, David A., Strategic market management, 6th ed., Wiley, Hoboken, NJ, pp. 56-75.

    Carpenter, Mason A., Sanders, W.M. Gerard, Rice, John L. & Martin, Nigel J., c2010, 'Exploring the external environment : macro and industry dynamics', in Rice, John L., Rice, John Lewis & Carpenter, Mason Andrew, Strategic management : a dynamic perspective : concepts and cases, [1st Australian ed.], Pearson, Frenchs Forest, N.S.W., pp. 58-95.

    English, John W. 2006, 'IDEAS evaluation', in English, John W., How to organise & operate a small business in Australia : how to turn ideas into success, 10th ed., Allen & Unwin, Crows Nest, N.S.W., pp. 62-84.

    Frederick, Howard H. & Kuratko, Donald F. 2010 ‘Ch 5 – Innovation: The Creative Pursuit of Ideas', in Entrepreneurship Theory, Process, Practice, 2nd ed., Cengage Learning , South Melbourne, VIC, pp 154 – 182.

    Harper, David A. 2008, 'Towards a theory of entrepreneurial teams', Journal of Business Venturing, vol. 23, no. 6, pp. 613-626.

    Kaplan, Jack M. & Warren, Anthony C. 2009, 'Analyzing the market, customers, and competition', in Kaplan, Jack M., Patterns of entrepreneurship management, 3rd ed. /, Wiley, Hoboken, N.J., pp. 65-89.

    Kuemmerle, Walter 2002, 'A test for the fainthearted', Harvard Business Review, vol. 80, no. 5, pp. 122-127.

    Lehmann, Donald R. & Winer, Russell S. c2005, 'Customer analysis', in Lehmann, Donald R. & Winer, Russell S., Analysis for marketing planning, 6th ed., McGraw-Hill/Irvin, Boston, pp. 120-166.

    Morris, Michael, Schindehutte, Minet & Allen, Jeffrey 2005, 'The entrepreneur's business model: toward a unified perspective ', Journal of Business Research, vol. 58, no. 6, pp. 726-735.

    Porter, Michael E. c1980, 'The structural analysis of industries', in Porter, Michael E., Competitive strategy : techniques for analyzing industries and competitors, Free Press, New York, pp. 3-33.

    Solomon, Michael R. c2004, 'Motivation and values', in Solomon, Michael R., Consumer behavior : buying, having, and being, 6th ed., Pearson Prentice Hall, Upper Saddle River, N.J., pp. 112-147.

    Sull, Donald N. 2004, 'Disciplined entrepreneurship', MIT Sloan Management Review, vol. 46, no. 1, pp. 71-77.

    Gillin, L. Murray 2011, 'The opportunity : creating, shaping, recognizing, seizing', in Timmons, Jeffry A. (ed.), New venture creation : entrepreneurship for the 21st century : a Pacific Rim perspective, 1st Aust. ed., McGraw-Hill Education, Sydney, pp. 149-199.

    Wickham, Philip A. 2006, 'Ch. 13 The entrepreneurial venture and the entrepreneurial organisation -- Ch. 18 The strategy for the venture', in Wickham, Philip A., Strategic entrepreneurship, 4th ed., Financial Times Prentice Hall, New York, pp. 349-373.

    Recommended Resources
    There is a broad range of materials that cover and complement many of the topic areas covered in this course. A reading list will be available on MyUni to assist you with sourcing and locating additional materials.

    Candidates may also benefit by consulting the following text:
    Timmons, Jeffry A., Gillin, L. Murray, Buhrstein, Sam L. and Spinelli, Stephen Jr. (2011). New Venture Creation: Entrepreneurship for the 21st Century, A Pacific Rim Perspective, 1st Edition. McGraw-Hill Australia Pty Ltd, North Ryde, NSW.

    Library Resources
    The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. The University Library web page is: http://www.adelaide.edu.au/library/ 
    From this link, you are able to access the Library's electronic resources.
    Online Learning
    MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study (see: https://myuni.adelaide.edu.au)
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in blended learning mode with the face-to-face component offered as intensives.
    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).
    Learning Activities Summary
    Day 1: Introduction and assessing opportunity
    Topic Topic & Content Preparation
    1

    Introduction – What’s this course about?
    - Overview of course and outline of syllabus, assignments and assessment
    - Confidentiality
    - Personal backgrounds
    - Opportunity: the core of entrepreneurial activity
    - Overview of the elements of an opportunity screen


    Frederick, O’Connor and Kuratko 2014, Ch 5
    2

    Proposing a feasibility study – Might this be a good idea?
    - Group activity to generate an opportunity proposal
    - Guidelines for individual presentation in session 2
    - Knowing your audience
    - Recording and assessing assumptions


    Frederick, O’Connor and Kuratko 2014, Ch 6
    Supplemental
    Timmons & Spinelli 2009, Ch 5
    3

    Is there a compelling need?
    - Problem definition
    - Needs and wants
    - Customer motivations


    Frederick, O’Connor and Kuratko 2014, Ch 10
    Supplemental
    Solomon 2002, Ch4
    4

    Are there enough customers?
    - Customer identification and segmentation
    - Market Analysis: size, growth & profitability
    - Customer Reach


    Lehman & Winer 2005, Ch5
    Kaplan & Warren, 2010 Ch4
    Day 2: Assessing sustainability
    Topic Topic & Content Preparation
    5

    Is this the right time and right place?
    - Environment analysis: The importance and impact of environmental factors
    - Life cycle analysis
    - The role of innovation


     Carpenter et al 2010, Ch3
     
    6
    Is the industry favourable?
    - Who is the customer?
    - Industry value chain analysis
    - Channel power and five forces analysis


    Frederick, O’Connor and Kuratko 2014, Ch 9

    Supplemental
    Porter, 1979
    7 Idea/concept presentations
    - Individual presentations
    - Presentation review & discussion

    Assignment 1 (Part A)
    8
    How strong is the competition?
    - Who are your competitors?
    - Category mapping
    - Competitive position


    Frederick, O’Connor and Kuratko 2014, Ch 9

    Supplemental
    Aaker 2001,Ch 4
    D’Aveni 2007
    Day 3: Assessing Capability
    Topic Topic & Content Preparation
    9 Review and Sustainable Business Concepts
    - Industry analysis: Trends, power and dynamics, competitive forces
    - Barriers to entry
    - Thinking about exit




    Frederick, O’Connor and Kuratko 2014, Ch 11

    Supplemental
    Carpenter et al 2010 Ch3

     
    10

    How can the start-up be funded?
    - Funding options
    - Start-up resources
    - Set-up costs
    - Fixed and variable ongoing costs
    - Break-even analysis


    Frederick, O’Connor and Kuratko 2014, Ch 15

    Supplemental
    Refer course notes
    11 Group assignment presentation Assignment 2 Group presentation and discussion (ungraded)
    12
    The entrepreneur and the team
    - Capabilities and constraints
    - Personal objectives
    - Management team
    - Identifying gaps and building teams


    Frederick, O’Connor and Kuratko 2014, Ch 2

    Supplemental
    Kuemmerle 2002.
    Harper 2008
    Day 4: Assessing the risks
    Topic Topic & Content Preparation
    13 Internal Analysis
    - Vision
    - Mission
    - Acquiring resources
    - Resource based view

    Frederick, O’Connor and Kuratko 2014, Ch 11

    Supplemental
    Wickham 2006, Ch18
    14
    Assessing Strategy
    - The business model
    - Internal value chain and other logics
    - Entry strategy and failing fast

    Frederick, O’Connor and Kuratko 2014, Ch 11

    Supplemental
    Sull 2004
    Morris, Schindehutte and Allen 2005
    15 Resilience (Can the risks be managed?)
    - Risk Management principles
    - SWOT analysis
    - Fatal flaws




    Frederick, O’Connor and Kuratko 2014, Ch 11
    English 2006, Ch 5
    16 Wrap up and review
    - Review main points
    - Relationship to the business plan
    - Strategy and due diligence
    - Structuring the Opportunity Assessment assignment


  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    Assessment Summary Table
    Assessment No. Form of Assessment/ Collaborative Task Length (in word count) Weighting Due Date Learning objective covered (see 2.1 for detail)
    1 New Venture Pitch Assessment Individual Assignment Summative Max 1000 words + six (6) assessment forms 25% see MyUni 1,2
    2 Feasibility Study  Group Assignment Formative Max 3000 words 30%  see MyUni 1,3,4
    3 An Opportunity Assessment Framework -  Individual Assignment Summative Max 3000 words 45%  see MyUni 4-6
    Total 100%
    Assessment Detail
    ASSESSMENT 1

    Assessment 1
    : “New Venture Pitch Assessment” (Individual)
    Weighting:       25%
    Due Date:         see MyUni
    Submission Details: Online in MyUni via Turnitin

    Task:
    This assignment requires you to review any three (at least) new venture pitches from both of the following websites and complete and submit six (6) Investor Pitch Assessment Sheets (three (3) from each website) and answer the two questions detailed below.

    Website 1: http://www.thebusinessmakers.com/episodes/shows/2012/april-2012/episode-359/ep-rbpc-2012.html

    Website 2: http://www.mosaichub.com/pitch/all/startup-pitches?location=all&business_stage=2


    The Investor Pitch Assessment Sheet is available for download from MyUni.


    Question 1: A sophisticated venture investor is a high net worth individual who is knowledgeable and experienced in weighing the risks and opportunities in a new venture investment proposition. Based upon supporting research and your assessment of the six (6) investor pitches you have chosen to review, in your view, what comprises a great pitch for a sophisticated investor?
    Detail what you believe the content should be and recommend an ideal format and/or style of presentation. All supporting research should be cited and referenced.

    Question 2: Is it misguided to assume that a feasibility study for an opportunity is sufficient to prepare an investor pitch? Explain why you consider this perception is correct or incorrect. If you consider a feasibility study is inadequate, what else to you deem is required to be prepared to pitch for investment to a sophisticated investor?

    Scope:
    This assignment will assess your understanding of the course objectives 1 and 2.

    Length and Presentation:
    The body of the report should not exceed 1,000 words and, in addition, your six Investor pitch reviews must be included as appendices. The report should be submitted as an electronic version in WORD or Adobe Portable Document Files (pdf).

    Criteria by which your assignment will be marked:
    The report will be assessed against the following criteria:
    Comprehensiveness of your Pitch reviews
    Correspondence between your review findings with presented research
    A logical and thorough recommended pitch format
    Professionalism of the presentation of your work (correct cites, references, spelling and grammar etc), and

    Learning objectives with this assessment (refer to section 2.1): 1, 2



    ASSESSMENT 2


    Assessment 2: Opportunity Assessment (Team)
    Weighting:       30%
    Due Date:         see MyUni
    Submission Details: Online in MyUni viaTurnitin link

    Task:
    With your team of no more than five members prepare a full Opportunity Assessment and Feasibility Report that outlines the potential of a technology or business concept of your team’s choice to form a new venture. IMPORTANT: This is not a business plan but a comprehensive analysis of a business idea/concept that recommends whether the idea provides an arguable case to proceed with full business planning and business startup activity. Make your recommendations clear and base these on clearly articulated conclusions drawn from your opportunity assessment investigations and analysis.

    This can be a "go, no-go, or go-if decision" as long as it is clearly motivated. There are three possible recommendations for the business concept being presented:
    Yes, this appears to be a feasible and sustainable opportunity that should proceed to business planning and startup. The report should fully outline the reasons and rationale for this assessment to the reader of the report. Your report should further recommend what actions are next required to capitalise on the opportunity.
    No, this is neither a feasible nor sustainable opportunity for business planning and/or startup and is not recommended. The report should fully outline the reasons and rationale for this assessment to the reader of the report. In this case, the report should also suggest a course of action in response to the rejected opportunity. This could include a recommendation on what may be done to reposition the opportunity, an outline of other areas of potential opportunity discovered through the assessment process or actions that might be required in response to others who may detect or seek to exploit the opportunity.
    Yes, this may be a potentially feasible and sustainable opportunity and if certain conditions occurred or actions were achieved it should proceed to full business planning and startup. The report should fully outline the reasons and rationale for this assessment to the reader of the report. In this instance, the report should outline the conditions and/or actions that must change or occur in order for the opportunity to be both feasible and sustainable. Where appropriate, the report should also recommend who should undertake further action and by when.

    Consider using the frameworks and tools presented in the course.

    During the second intensive your team will be given an opportunity to present a fifteen minute progress summary of the market analysis. THIS IS NOT YOUR RECOMMENDATION BUT MERELY A PROGRESS PRESENTATION. The presentation should outline the proposed business concept and then discuss the following points of assessment:
    How compelling the need is and whether there is a clear communicable unique selling proposition and customer value proposition
    The market differentiation and/or innovation that grounds a competitive advantage
    Who the customers and/or end-users might be
    How large the projected market capacity could be
    An assessment of situational trends and supporting social, political, environment and economic conditions
    An assessment of the industry in terms of barriers to entry, potential competitive threats, switching costs, bargaining power, risk of new entrants and substitutes, and market maturity.

    Base this presentation on clearly articulated conclusions drawn from your research and analysis.

    Scope:
    This assignment will assess your understanding of the course objectives 4, 5 and 6.

    Length and Presentation:
    The body of the report should not exceed 3,000 words; however, appendices may be used for supporting documents or analysis to the extent that is appropriate. The report should be submitted as an electronic version in WORD or Adobe Portable Document Files (pdf).

    Criteria by which your assignment will be marked:
    The standards by which the assignment will be assessed include:
    Ability to find, access and interpret supporting material relating to the assessment
    Ability to apply the assessment tools and principles presented in the course
    Originality and ability to report your findings in a clear succinct manner
    Ability to draw sound conclusions from your investigation
    Ability to make clear recommendations based on the analysis and conclusions
    The inclusion of customer and/or market validation research
    The extent to which assumptions have been validated
    Professional and businesslike presentation (including correct citations and references, spelling, grammar etc)

    NOTE: Grading of this report is not a validation of the idea or business opportunity. Assessment is based upon your analysis of the idea and how will that analysis is used to argue your conclusions.

    Learning objectives with this assessment (refer to section 2.1): 4, 5, 6



    ASSESSMENT 3

    Assessment 3: Opportunity Assessment Framework (Individual)
    Weighting:       45%
    Due Date:         06/06/2016
    Submission Details: Online in MyUni via Turnitin

    Task:
    Based on desk research and possible interviews with knowledgeable people, develop an Opportunity Assessment Framework that can be used to validate a venture idea/concept suitable for a specific end user. This may be developed specifically for a technology or industry sector, a venture capitalist, an angel investor, a social venture funder or a tool developed for your own purposes. In any case, this assignment requires you to research and identify at least three alternate methodologies suitable for your purpose of assessing new venture ideas and concepts. An example of one such methodology is the Timmons Quickscreen. From your analysis of the alternate methodologies, draw together, justify and demonstrate how and why the various assessment framework methodologies differ and identify the aspects that are most useful for your purpose. Conclude your assignment by recommending and proposing a methodology for assessing ideas and new venture opportunities fit for your designated purpose.

    Scope:
    This assignment will assess your understanding of the course objectives 1, 3 and 4.

    Length and Presentation:
    Reports are to be posted to the MyUni grade centre.
    The body of the report should not exceed 3,000 words; however, appendices may be used for supporting documents or demonstration of analysis to the extent that is appropriate. The report should be submitted as an electronic version in WORD or Adobe Portable Document Files (pdf).

    Criteria by which your assignment will be marked:
    The standards by which the assignment will be assessed include:
    Ability to find, access and interpret available literature
    Ability to recognise important aspects of concept validation
    Ability to present principles in an originality, succinct and useable format
    Professional presentation (including correct citations and references, spelling, grammar etc)
    Completeness and coverage of the Opportunity Assessment Framework

    Learning objectives with this assessment (refer to section 2.1): 1, 3, 4
    Submission
    All text based assignments must be submitted via MyUni.
    Please refer to step by step instructions: http://www.adelaide.edu.au/myuni/tutorials/files/AssignmentStudentSubmission.pdf

    There are a few points to note about the submission of assignments:
    • Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
    • Cover Sheet:  Please submit, separate to your assignment, the completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
    • Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
    • Extensions of Time:  Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
    • Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in section 5.2 or 5.3) Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.
    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through Access Adelaide.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.