Software Engineering Assignment
the question is in the file that I upload.
use that file Overview of the NUST Strategic Plan 2021-2025 ONE PAGER as the reference
(In Software Engineering and Human Computer Interaction)
you are requirement to code (In other word create a prototype) of the project summary below:
Namibia university of Science and Technology (NUST) want to create awareness about the strategic direction
of the university. The university has a guiding document called strategic plan in which all goals and the key
performance indicators (KPI) are outlined. The university community and the public do not effectively read and
get to know the plan. In an effort to encourage the public to engage the plan more, the department of
institutional planning proposed the gamification of the plan. You are required to make a game that will assist
the stakeholders to learn more about the plan and get to memorize and understand the strategic direction of
the plan. You are free to propose your own ideas of the game.
(In Software Engineering and Human Computer Interaction)
Vision
A premier technological university known for knowledge
creation, innovation and entrepreneurship.
Mission
An engaged and responsive university, meeting the needs of stakeholders
through excellent education, applied research, innovation and service.
Overview of the NUST Strategic Plan 2021-2025
Basic Enablers: FINANCE STAFF INFRASTRUCTURE
INTEGRITY DIVERSITY EXCELLENCE ACCOUNTABILITY SUSTAINABILITY
Values
Priorities
Competitive Advantage
Creating a transformative
student experience through a
sustained University culture
Strengthening the quality of teaching and learning
by means of blended and online learning in response
to the COVID-19 pandemic
Enhancing research collaboration
and impact to boost the
ranking of theUniversity
Managing and actively
steering the Institutional
cultural change
Ensuring Institutional
growth and operational
sustainability
Signature
programmes,
projects and services
Robust and
supportive learning
environment
Strengthened
leadership in modern
pedagogy
Development and
offering of curricula
informed by research
High quality research,
innovation and
entrepreneurship
Vigorous
partnerships and
networks
Sound governance
and management
Strategic Direction
By 2025, the progress
towards the NUST Vision
will be reflected in the
following:
A respectable ranking
among the top ten
technological / science and
technology universities
in Africa, validating the
quality of teaching, research
and services, and accredited
programmes benchmarked
internationally.
A qualifications profile
comprising 175 qualifications:
8 Certificates,
7 Diplomas,
44 Bachelors,
15 Professional Bachelors,
10 Postgraduate Cert/Diplomas,
37 Bachelor Honours,
42 Masters, and
12 Doctoral degrees.
This shows a marked growth
toward postgraduate
qualifications.
The successful integration of
technology in teaching, learning
and services as reflected in the:
• pioneering of new
methodologies and
pedagogical innovations in
online and blended learning;
• overall growth in the
enrollments in technological
qualifications and
technologisation of
qualifications;
• annual increase in the
number of international
students enrolled through
technological means.
A total enrollment of 18 426
across the six (6) Faculties: 14
022 undergraduate and 4 404
graduate, with 48% enrolled in
the STEM disciplines and at least
10% classified as international. In
addition, the University will boast:
• a first-year student retention
rate of 83% and overall student
retention rate of 84%;
• an overall undergraduate pass
rate of 68.8%;
• a 43.2% overall graduation rate.
A staff complement of 526
academic, 453 administrative,
and 34 technical staff.
Each academic department
having at least three
international partnerships,
with two focused on
joint research, while each
research cluster will have
an internationally-funded
graduate studies programme.
All programmes incorporating
elements of internships or community
service to develop the student’s
competencies through acquiring
critical knowledge and skills.
Each Faculty having at least three
active partnerships with industry,
providing staff opportunities to
engage in advisory services, conduct
industry-sponsored research, and
develop solutions, prototypes and
patents.
Consistent growth in
third stream annual
income: 10% in research
income, 10% in industry-
sourced consultancy
income, and 10% income
from commercialisation
activities.
At least five student
and graduate spin-off or
start-ups per year from
2021.
A commitment to best practices
of good governance and
management to transform the
institutional culture toward
excellence by creating a vibrant
and engaging ecosystem.
A commitment to environmental
responsiveness and sustainability.
This will be expressed in the way
the Institution conducts business
in the design and offerings of
academic programmes.
GOAL 1: STRATEGIC OBJECTIVES
GOAL 1: KEY PERFORMANCE INDICATORS
Develop a comprehensive marketing and
recruitment strategy to attract highly talented
and motivated staff and students from all over
the world.
Provide an innovative and responsive teaching
and learning environment.
Provide academic support structures facilitating
student engagement, retention and graduation.
Provide a modern, state-of-the-art and robust
ICT infrastructure that supports 21st century
pedagogy and the 4IR.
Increase the first-year student retention from
78.9% in 2019 to 82.7% in 2025.
Increase the overall graduation rate from 24.2% in
2019 to 43.2% in 2025.
Achieve a ratio of Bachelor-to-Doctorate degrees
awarded of 82:1 in 2025.
Increase international student enrollment from
6% in 2019 to at least 10% in 2025.
100% of the courses offered in a high quality
blended learning environment by 2025.
Increase the number of internationally accredited
programmes from 2 in 2019 to at least 7 in 2025.
Building a vibrant and engaging
learning environment
GOAL 1
GOAL 2: STRATEGIC OBJECTIVES
GOAL 2: KEY PERFORMANCE INDICATORS
Establish a distinct research portfolio supported
by student and academic staff research.
Continuously strengthen research productivity,
impact and outputs through funding, training
and collaboration.
Promote collaborative and integrated research,
technology development, technology transfer,
innovation and entrepreneurship.
Promote global partnerships with universities,
research institutes and funding agencies.
Achieve a per capita ratio of 0.73 for peer
reviewed articles and 2.7 for research output by
2025.
Achieve a 10% annual increase in research
income, industry income, and income from spin-
off activities, respectively from 2021 onwards.
Develop a framework for measuring research
impact by June 2021.
Facilitate the creation of at least five new
student and graduate businesses annually, from
2021 onwards.
Implement a holistic Research, Innovation
and Entrepreneurship (RIE) monitoring and
evaluation system by June 2021.
Develop and implement an innovation policy and
blueprint for the University by June 2021.
Achieve a 10% annual increase in the number of
innovative and technological outputs completed
in partnership with industry and communities
from 2021 onwards.
Driving research, innovation
and entrepreneurship
GOAL 2
GOAL 3: STRATEGIC OBJECTIVES
GOAL 3: KEY PERFORMANCE INDICATORS
Expand the University’s capacity, resources,
quality and influence through partnerships with
the public and private sectors, professional
bodies, NGOs and cultural organisations.
Involve staff and students in activities/initiatives
aimed at uplifting socio-economic conditions of
communities.
Increase public and private sector access to NUST
academic programmes, research and services to
stimulate national development.
Strategically engage in local and global
partnerships to enhance the Institution’s academic
and research strengths.
Implement a comprehensive Stakeholder
Engagement Plan and Policy by March 2021.
Increase active Alumni Association membership
to 15 000 by June 2021.
Establish and operationalise the NUST Foundation
by March 2021.
Implement the NUST Marketing Plan by June 2021.
Broker at least three international partnerships per
academic department, with two focused on joint
research, by December 2022.
Achieve at least three industry partnerships per
Faculty by June 2022.
Develop a tool to measure the impact of
institutional partnerships by October 2021.
Strengthening stakeholder
engagement
GOAL 3
GOAL 4: STRATEGIC OBJECTIVES
GOAL 4: KEY PERFORMANCE INDICATORS
Embrace and document a culture of good governance
and responsiveness.
Promote accountability, integrity, ethical conduct
and compliance with applicable laws, regulations
and rules.
Promote effective internal communication standards
and culture change.
Set benchmarks for institutional responsiveness,
efficiency and sustainability.
Embrace and document achievements in culture
change and institutional success.
Embrace a performance culture with:
• Performance Agreements between the Minister
and Council Members signed by January 2021
• Council performance reviews (self-assessment)
conducted annually (by Council members).
• Performance Agreement between:
1. Council and the VC by February 2021
2. VC and DVCs by March 2021
• Bi-Annual Staff performance reviews.
Implement a Disaster Management Plan by March
2021.
Implement an Ethics and Compliance Framework by
December 2021.
Update the NUST Risk Management Plan bi-annually.
Submit the Annual Operational and Financial Plan,
including the Operating and Capital Budgets, to the
Minister in September annually.
Submit the Annual Report to the relevant Ministers
by March of the following year.
Providing leadership in governance
and management
GOAL 4
GOAL 5
: STRATEGIC OBJECTIVES
GOAL 5: KEY PERFORMANCE INDICATORS
Identify opportunities for diversifying income
streams as well as cost containment and reduction.
Achive and maintain optimal – lean and highly
efficient – academic and administrative structures.
Develop a comprehensive environmental
sustianbility plan.
Align the Human Resources Policy with the new
imperatives.
Annual 3% reduction in the operational costs of all
administrative departments starting in 2021.
Annual increase in revenue generated from tuition
fees, in line with projections by Faculties and
Departments.
Annual increase in the number of internationally-
funded postgraduate study programmes from 1 in
2020 to at least 7 in 2025.
Annual 10% increase in the proportion of operating
revenue generated from external sources by Council
and the Office of the Vice-Chancellor.
Annual 10% increase in the profits generated by
Centres and Institutes using 2020 as baseline.
Annual 10% increase in the contributions by NUST
Alumni.
Annual 20% increase in the funds generated by
the NUST Foundation starting with N$10 million
generated in 2021 as baseline.
Annual 10% reduction in greenhouse gas emissions
from 2021 onwards by implementing Solar PV Energy
Systems.
Securing Institutional
sustainability
GOAL 5