ENTREP 5018 - Opportunity Assessment

North Terrace Campus - Trimester 1 - 2017

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 Trimester 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: Professor Paul Steffens

    Program Director Contact Details:
    Entrepreneurship & Innovation
    Name: Professor Paul Steffens
    Email: paul.steffens@adelaide.edu.au

    Teaching Staff:

    Trimester 1
    Name: Matt McKinlay

    Short Bio:
    Matthew is currently completing his PhD in innovation, with a focus on the iPod, digital music and the internet. Previously, Matthew has researched entrepreneurship at a state level in Australia, using data from the Global Entrepreneurship Monitor, which is an international research program coordinated by Babson College (US) and the London School of Economics (UK). 

    Email: matthew.mckinlay@adelaide.edu.au
    Phone: +61 8 8313 7422

    Semester 2
    Name: Dr Todd Davey

    Short Bio:
    Prof. Dr. Todd Davey is currently a Professor at the Munich Business School as well as being author of the book ‘Entrepreneurship at Universities’. He has been the director for the largest international study yet completed into cooperation between university and business for the European Commission conducted in 2010-11 and again in 2016-17 and also the director of one of the largest studies into student motivation for entrepreneurship.  Formerly a Senior Manager within Deloitte’s Technology Commercialisation Group and Strategy Director for one of Australia’s fastest growing tech start-ups, he is the Creator of TechAdvance™, a tool for evaluating technologies, and is presently director of strategy at the University-Industry Innovation Network (UIIN). Todd has been a visiting lecturer for entrepreneurship and innovation in Germany, Netherlands and South Africa and is currently a visiting academic at the University of Adelaide (Aust.) and Imperial College (UK).

    Email: todd.davey@adelaide.edu.au

    Course Timetable

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

    Class 30024

    Opening intensive:

    Thursday 23rd and Friday 24th February 2017
    9am to 6pm
    Napier, 210, Teaching Room

    Closing intensive:
    Thursday 6th and Friday 7th April 2017
    9am to 6pm
    Napier, 210, Teaching Room
  • Learning Outcomes
    Course Learning Outcomes

    On successful completion of this course, students will be able to:

    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
    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
    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.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in blended learning mode with the face-to-face component offered as intensives.

    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 2016, Ch 5
    2 Proposing a feasibility study – Might this be a good idea?
    - Group activity to generate an opportunity proposal
    - Guidelines for group presentation in session 2
    - Knowing your audience
    - Recording and assessing assumptions
    Frederick, O’Connor and Kuratko 2016, Ch 6
    Timmons & Spinelli 2009, Ch 5
    3 Is there a compelling need?
    - Problem definition
    - Needs and wants
    - Customer motivations
    Frederick, O’Connor and Kuratko 2016, Ch 10
    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 2016, Ch 9

    Porter, 1979
    7 Researching the customer
    - Verifying the demand
    - Identifying market assumptions
    Case preparation and findings
    8 How strong is the competition?
    - Who are your competitors?
    - Category mapping
    - Competitive position
    Frederick, O’Connor and Kuratko 2016, Ch 9

    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 2016, Ch 11

    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 2016, Ch 15

    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 2016, Ch 2

    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 2016, Ch 11

    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 2016, Ch 11

    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 2016, 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

    Specific Course Requirements
    This course requires you to present mature and well reasoned work that addresses the assessment of ideas and technologies for feasibility in the Australian business context. You will specifically refer to those factors that promote or work against successful opportunity assessment. Of prime importance is to show insight into limitations and risks of any approach you suggest or take – you therefore need to always take a critical stance.

    You will need to read more widely on the topic then the list of references provided and beyond hits found on Google; remember this is postgraduate study.

    Your work will need to be succinct and you should avoid overly verbose presentations. Do not labour the point, regurgitate theory or address irrelevant issues. Examples or cases may be used, if appropriate, to illustrate your point as they will serve to strengthen your arguments.

    You are also required to structure your work so as it flows logically and your reasoning needs to be logical, sound and clear. The proper use of headings, sub-headings, bullet points and paragraphing will assist this purpose. Further, an executive summary or abstract at the beginning of your work will provide a clear overview of what follows in the body of your report.

    Keep to the word limits and do not ramble. In every instance present your work as if it is a submission to a Board of Directors – succinct, clear, structured and reasoned.
  • 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 TaskTask TypeLengthWeightLearning Outcomes
    1 New Venture Pitch Assessment Individual /Summative Max 1000 words
    + six (6) assessment forms
    25% 2, 5 & 6
    2 Feasibility Study Group / Summative Max 3000 words 30% 1, 3, 4, 5 & 6
    3 An Opportunity Assessment Framework Individual / Summative Max 3000 words 45% 1, 2, 3 & 6
    Total 100%
    Assessment Related Requirements
    Students must complete all course assessment requirements and must attend lectures to be eligible to pass the course.
    Course results are subject to moderation by the ECIC Board of Examiners

    It is expected that assignments will be typed, using word processing software such as Microsoft Word. The preference is for you to hand in a printed and bound assignment, and also email the file as per the instructions in the following section.

    Don’t cram too many words onto a page: use a line spacing of 1.5 lines, and a right-hand margin of 4cm (to enable feedback and comments). If software other than Microsoft Word is used, the file format must be one that can be read using Word, such as .doc or .rtf (rich text format). PDF (Acrobat) format is not acceptable unless accompanied by an editable Microsoft Word document or similar. All assignments may be scrutinised using Turn-It-In as per University policy (see below).
    Assessment Detail
    Assessment 1: “Assessing New Venture Pitch” (Individual)
    Weighting: 25%
    Submission Details: Online in MyUni via Turnitin

    What makes a good new venture pitch? This assignment requires you to review any two (at least) new venture proposals from each of the following websites and complete and submit six (6) Investor Pitch Assessment Sheets (at least 2 from each website) and answer the two questions detailed below.
    Website 1: https://www.youtube.com/watch?v=rX1d_uS-JTE 
    Website 2: http://www.shell-livewire.org/video-lounge/?category=awards 
    Website 3: https://www.youtube.com/watch?v=I5HIyqZOayA 

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

    Question 1: An elevator pitch is intended to attract the attention of a potential investor and should position an idea as a high potential new venture opportunity. Based upon supporting research and your assessment of the six (6) investor pitches you have chosen to review, in your view, what makes the difference between an idea and a new venture opportunity?
    Detail what you believe the content of an elevator pitch should be and recommend an ideal format and/or style of presentation. All supporting research should be cited and referenced.

    Question 2: Is a feasibility study of an opportunity sufficient to prepare an elevator pitch? Describe the elements of a feasibility study and explain how these elements either fulfil or not the necessary criteria for an elevator pitch.

    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:
    Comprehensiveness of your Pitch reviews
    Correspondence between your review findings with presented research
    A logical and thorough recommended pitch format and illustrated links to the feasibility study.
    Professionalism of the presentation of your work (correct cites, references, spelling and grammar etc), and

    Assessment 2: Feasibility Study (Team)
    Weighting: 30%
    Submission Details: Online in MyUni viaTurnitin link

    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.

    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
    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.

    Assessment 3: Opportunity Assessment Framework (Individual)
    Weighting: 45%
    Submission Details: Online in MyUni via Turnitin

    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.

    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:
    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
    All text based assignments must be submitted via MyUni.
    Please refer to step by step instructions: MyUni Learning Centre

    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 'Assessment Related Requirements' or 'Assessment Detail' above) Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

    Resubmission & Remarking

    Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted.  Approval for resubmission will only be granted on medical or compassionate grounds.
    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.

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