This page is public by URL. Days 5/10 are formative first-encounter checks only if the learner has not previewed it; replace them locally where prior access matters. Capture first reasoning and access/content prompts separately. These are fictional classroom cases, not QCAA authentic case studies, school assessment instruments, legal/financial advice or measured business results. A correct dictated/AAC decision can demonstrate business reasoning while reading independently remains a separate construct.
| Day | Worked target response | Teaching next move when evidence is thin |
|---|---|---|
| 1 | Card C states one commuter found text hard to read. That may justify investigating notice readability, but it cannot show most commuters' preferences. Card A is a proposed community service; no public impact is recorded. B has 34/40 on time in one model week, not proved profitability. | Highlight the exact sentence, then ask whether the conclusion requires a larger sample, cost data or actual outcome. |
| 2 | A/E explicitly seed: no public launch. B explicitly start-up: paid orders underway. C is an established fictional service but staff count/sites alone do not establish its exact later life-cycle stage. | Ask which stage is stated and which would need more evidence; resist a stage inferred from age or headcount. |
| 3 | B's broad goal is dependable fulfilment; objective ≥36/40 in a comparable week; baseline 34/40 so gap 36−34=2 on-time orders. A booking-process improvement is a possible strategy, checklist a tactic; neither has been tested. | Keep goal and objective cards separate; require a measure/timeframe and “proposed” qualifier. |
| 4 | D's one-person maintenance capacity and B's printer are internal. D's venue enquiry and B's particular competitor advert are external operating. C's one comment is one stakeholder view, not a macro trend. No broad macro factor is evidenced in these cases. | Sort by source/control/scale, then ask what data would support a wider external trend. |
| 5 | See full File G work below. | Re-teach stage evidence, factor location or feasibility separately, then use a different local case. |
| 6 | D: possible S two knowledgeable staff; W one-person maintenance/change capacity; O extra-event enquiry; T competitor weekend collection. Relationship: potential extra work may strain the stated internal capacity. No confirmed sales or loss follows. | Attach each SWOT word to a quoted case detail; separate an external opportunity from internal strength. |
| 7 | For B: operations changes booking/production process; HR schedules/trains staff; finance checks proposed spending/budget; marketing/communication keeps promises aligned with actual capacity. C supplies parallel named roles. Coordination is needed; no single function proves target achieved. | Ask which action changes the workflow versus the public message; place “unknown budget” under finance. |
| 8 | E's volunteers and potential listeners are stakeholders, but listener format preference has not been surveyed. C has one commuter concern, not a population result. A consented, nonidentifying sample-feedback question would add evidence, not guarantee satisfaction. | Replace “everyone wants” with a question and a plan for consented feedback. |
| 9 | F baseline 12/20=60%; target 18/20=90%. A forecasts 16/20=80%, +4 positive, $80÷4=$20 per additional projected positive slip. B forecasts 15/20=75%, +3, $30÷3=$10. Neither meets target. A is closer to target; B has lower narrow cost ratio. No overall efficiency, competitiveness or population satisfaction conclusion follows. | Verify arithmetic with counters, then ask which criterion each statement uses and what remains unmeasured. |
| 10 | See full File H work below. | Select the first missing evidence, arithmetic or criterion link; recheck with an unseen local card. |
Day 5 Check A · worked File G
Stage/readiness: The file explicitly says seed stage and no public session yet. Four volunteers and eight items are available in the invented plan, but no item-safety review is recorded. Internal: combined volunteer availability covers two Saturdays, so three sessions cannot be staffed on those facts alone; eight items may also limit scale, but no demand data quantifies the effect. External operating: the specific library offers a room for only one Saturday; that is not a recurring agreement. These are case facts, not a real venue commitment.
Goal gap: Proposed objective is three sessions next month. Volunteer availability is one Saturday short (3−2=1); the documented venue offer is two Saturdays short (3−1=2). Both constraints independently prevent claiming the three sessions are already feasible. A justified conditional action is to revise the objective to a safe, approved single trial or seek additional confirmed staff dates and venue dates, while completing the school's/organisation's safety and permission process. Do not claim an event is authorised merely because a room is offered. Missing information could include item-safety review, permission/insurance, actual participant interest or budget; no particular legal rule is invented.
Next move: If a learner calls a venue offer internal, point to who controls the room. If they compute only one gap, ask them to compare both two available volunteer dates and one room date with the target of three. If they recommend immediate public lending, return to absent safety/permission evidence. Use an unrelated new local case for a second first-encounter check.
Day 10 Check B · worked File H
SWOT from stated case: Possible internal weakness = one shared printer or one person handling schedule changes; neither proves a measured bottleneck. External opportunity = a venue enquiry, which is not a booking or revenue. An implication is that possible new orders could strain the existing workflow if accepted; no actual missed order from the enquiry is stated.
| Option | Forecast on time | Additional over baseline 23 | Meets ≥27 forecast target? | Fictional option cost | Narrow cost per additional projected on-time order |
|---|---|---|---|---|---|
| A · trained scheduling shift | 28/30 | 28−23=5 | Yes | $200 | $200÷5=$40 |
| B · booking-board tool | 26/30 | 26−23=3 | No | $90 | $90÷3=$30 |
A conditional recommendation can favour A on forecast effectiveness because it exceeds the 27/30 target, while acknowledging B's lower narrow cost per additional projected on-time order. A different decision might favour a small B trial if budget is the controlling constraint, but then it must explicitly say B does not meet the given target in its forecast. Neither figure proves overall efficiency or actual return, because both forecasts are unverified and budget, other costs and quality outcomes are missing. Baseline is 23/30 ≈ 76.7%, target 27/30 = 90%, A 28/30 ≈ 93.3%, B 26/30 ≈ 86.7%; percentages are optional, and comparisons by counts avoid rounding disputes.
Functions and missing evidence: Operations would test the workflow; HR would arrange a trained shift or staff acceptance; finance would check cost/budget. Marketing/communication must avoid promising next-day results from a forecast. For stakeholder satisfaction, collect consented relevant customer/staff feedback; for competitiveness, obtain comparable competitor service/price data. The venue enquiry alone supports neither claim. Next move: If arithmetic breaks, use the table's baseline 23 as the subtraction origin; if effectiveness is confused with cost ratio, ask which option reaches 27; if forecast is called fact, underline “unverified.” Use a new locally authored case for any second check.
Independent arithmetic audit: The local verifier recomputes 3−2=1, 3−1=2, 36−34=2, F's ratio pairs and H's +5/+3 and $40/$30 from structured original constants. It also checks the public answer rows and source-card numbers. This is an internal desk audit, not proof of classroom learning.
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