Case Study On Learning Management System Of Solbridge

Question

Task: This assignment is a case study that requires you to analyse options and provide recommendations to Dr. Hayat.
Putting yourself into Dr. Hayat’s shoes, try to complete TCO analysis for the above learning management system acquisition options I, II and III for 5 years operations. Calculate TCO per year for each option and compare them. Being aware of the TCOs, features and subjective benefits of each option, what would you recommend to the management team if you were Dr. Hayat? How would you justify your recommendations?

Answer

Introduction
It is essential to note that the document has been generated with the sole purpose to provide a TCO analysis for the featured business case. Apart from the mentioned, the study relates to the business case from the perspective of Dr Hayat. Additionally, it is crucial to relate to the prospect that the study computes TCO analysis for the LMS acquisition options 1, 2 and 3 for 5 years of operation. The mentioned would be presented per user per year and would be comparing them for detailed understanding. The document would conclude on recommended strategies with detailed justifications.

Background
The considered business case deals with the developments and the detailed analysis of SolBridge’s learning management system (LMS). It could be observed that SolBridge is a business school in Korea. The establishment developed an open-source LMS for its operations. However, the primary point of question came while renewing the licence for the next year of development of operations (Hameed and Swar 2016). The establishment has been caught in a dilemma regarding the information system (IS)acquisition. This related to the potential prospect where the question came regarding the possibility of keeping the cost lowest while increasing the users and providing benefit for the establishment.

Additionally, it could be observed that SolBridge’s options had been more complicated with the possibility of implementing cloud-hosting opportunities (Lemaet al., 2017). Hence, the study deals with the CIO of SolBridge to analyse the TCO and related rewards for various possibilities. This would be considered before the recommendation being provided to the business establishment. Therefore, it could be observed that the business case scenario provide the audience to fit into the shoes of the CIO of SolBridge and analyse the possible options associated with TCO for the next LMS development by the association (Hyttiet al., 2017). Thus, the administrative challenges and the selection of a proper opportunity based on the possible challenges would be the primary point of decision-making. This would be further associated with the detailed learning of the economic feasibility regarding the possibilities assumed with cloud-hosting prospects and on-site opportunities (Verma andGustafsson, 2020).However, the need for investing in unnecessary changes in the technological architecture of the organisation.

Problem Statements

• The primary options related to cloud-hosting and on-site operations of the LMS had been a significant challenge related to the decision-making prospect.
• Decision-making based on the TCO as per the users had been complicated due to the availability of multiple options by the business establishment.

Scope
The scope of the project extends the decision related to the placement of the acquisition regarding the LMS of SolBridge dependent on the various opportunities and the consideration of the challenges.

Critical Issues and Key Problems in Case Study
It is critical to note that the costing and the TCO analysis has been completed through the featured business case related to the venture. Apart from the mentioned, it is essential to note that the costing and the consideration of the business have been completed with an assumption that the organisation would be employing 5 teachers for its stated MBA and BBA courses. While the number of students remains static for the featured years for 2019 till 2023, the five-year analysis can draw the correspondence for the implementation of a cloud network that would be desirable at the establishment (Kumaret al., 2020).

TCO compliance until 2023

Analysis, Evaluation and Synthesis
It is essential to note that the venture would be compiled with the two significant possibilities associated with the on-site implementation of the LMS or the cloud implementation of the LMS (Basoleet al., 2016). However, it has been observed that the total costing of implementing an LMS that would implement cloud services would be a staggering $295,035.

(Figure 1: Costing through other establishments)
(Source: Hameed and Swar, 2016)

Therefore, based on the data that has been observed for the other establishments that the number of students as per their organisations would be significantly higher than that of the stated establishment. While the entire study revolves around the possibilities associated with 20 MBA students and 40 BBA students, other establishments could be observed to house 2000 students as the minimum count. Therefore, the entire system that would be proposed would be clearly at a disadvantage for the cost. However, the organisation would be able to yield better profit while considering the future advantages and the placement in the educational prospect (Burger and Luke, 2017). Yet, based on the total cost of the venture, it could be observed that the venture could account to $295,035, which is on the higher spectrum. Specifically, the second-highest on the list of other universities.

(Figure 2: Costing through other establishments)
(Source: Hameed and Swar, 2016)

Based on the idea that the total number of student associated with the stated organisation would be a total of 65, it could be observed that the cost per student based on the LMS would be significantly high. This would relate to a cost of $4539 per student based on the functionality and the possibilities associated with the student. However, the primary concern related to the inflation of the student capacity of the university or the organisation has not been considered (Aithal, 2017). Thus, it is essential to consider the costing related to the potential risk of several students associated with the LMS. However, due to the lack of significant data and the potential figures associated with the organisational success, it would be specifically tough to settle upon a number. Yet, it is essential to note that the possible increase of capacity of the organisation through the next 5 years would be at a bare minimum of 100% this would be effective lower the cost 2time the original estimation (Castillo-Vergara, Alvarez-Marin andPlacencio-Hidalgo, 2018). Hence, based on the considered stats, it could also be mentioned that the venture would not be desirable based on the prospect that it costs higher than the associated universities in similar accounts (Ritalaet al., 2018).

Conclusion and Recommendations
Conclusion
It could be safely assumed that the study can relate to the LMS and the associated TCO based on the accountable prospects of the organisation. However, the possibilities associated with the venture would be recommended through the following strategies. This would aid the organisation to relate to the decision that would be accountable to the possible consideration and the accountability with the LMS and the renewal of the contract of the venture. It is essential to note that the study relates to the consideration of the various segments related to the possible dilemma regarding the decision based on the license renewal of LMS. However, renewal of an existing license would account to the possible investment of just the additional survive that would be corresponding to the growth of the organisation. This would be further associated with the implemented data that a slow movement to the cloud-based system would be accountable to better productivity of the organisation. Additionally, the environment is slowing adapting to the cloud and mobile possibilities based on the currency.

Recommendations
It is essential to mention that the renewal of the contract on previous terms for the organisation is mainly unknown. Thus, the decision-making prospect related to the comparison of the possibilities associated with the venture would have specifically toiled. This would be further associated with the possibilities of the organisation to bag-in a better deal than the existing deal (Aoyama, 2016). Thus, it would be essential to note that the primary possibility would be essential to understand rather than exploring the other possibilities considering cloud implementation.

The analysis has been compiled with the consideration of the TCO for the next 5 years of operation based on prospects of implementing mobile implementation and cloud possibilities. However, it is essential to note that this would be critical for the progress of the venture with the future dependability of the university. This would significantly allow the organisation to grow its student capacity without investing in physical infrastructure (Rolfe et al., 2016). Yet, it is essential to note that the cloud computability of the LMS would account to the global reach of the university with a significant rise in student capability and lessening the upkeep-cost.

It is essential to note that micro-environmental and macro-environmental analysis would be an essential prospect that would be related to the case (Grant, 2016). This would be related to understating the associated business prospects for SolBridge that would be critical for recommending the potential opportunity associated with the organisation.

Reference List
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