includes the following:
- Business Case Investigation
- Identify 4 employees to interview to support business analysis. For each employee, state the topic(s) used for questioning. The interview topics and responses will be used to influence future design.
- A possible use case diagram for making an appointment and verifying parts availability
- Identify the users of the system and requests into and out of the system.
- Implementation resources needed for the project
- Identify people and hardware. Human resources may include internal or external resources.
I am delighted to announce that Emily Johns will be starting at Appliance Warehouse today! Emily will be undertaking the role of Service Manager and will be the force behind creating our new service department.
Emily comes to us with 25 years of experience in the service repair industry. Emily began her career as a service technician and quickly moved through the ranks to the first female service manager in ABC Appliance Service Company’s history. After 17 years, she went to work for Acme Appliance Repair. Over the last 8 years, the revenue for Acme increased by 200% after being stagnant for the preceding 5 years
Our new service manager starts work today! This is great news! As our business starts to expand, we must move our software project along.
need to talk to some of our employees to better understand the functionality and requirements for the proposed system. This is important because they are the key stakeholders of the system. list of employees who will want to interview. learn the process for scheduling an appliance repair appointment and how the parts are obtained for those repair visits. Also, it is important to understand what reports that managers are hoping to extract from the new system. I find it is helpful to write down questions prior to your meetings as to not forget the topics that you want to cover.
My suggestion is at least 10 questions per person prior to the meeting. Make sure to use open-ended questions (at least 7 questions) to get the employees talking. Also use closed response and range of response questions. I find that each type of question can provide valuable information and are quite useful in requirements gathering.
Please send the questions to me for at least two of the interviews.
We have previously used both the Joint Application Development technique and the Rapid Application Development technique. However, many colleagues of mine swear by the agile technique. Each of these methodologies offer up some great advantages. Since we need to get this project done as quickly as possible, which of these techniques should be used? I want to ensure that we’ve created software that will handle all of our users’ requirements and that it is a robust system
I almost forgot to mention to also send a questionnaire out to the users of the proposed system.Should it be sent out to all employees or as a stratified or systematic sample?
18 hours ago
department in order to get the service estimates out to the customer and get the parts for the repair quickly. Meredith Parks (programmer): I think it would be a good idea to name our new service system. Any ideas? Alan Marks (store mgr): Service Information System? SIS? Emily Johns (service manager): Service Information Manager? SIM? Meredith Parks (programmer): OK, let’s vote. Meredith conducts a quick vote and all are agreed on SIM. Maddox Farley (parts director): I’m a little worried about how this SIM will affect my inventory levels. Meredith Parks (programmer): I need you to break this down a bit for me. Who is involved in this new process? Emily Johns (service manager): We definitely have the customers, parts department, parts, technicians, appointment setters, and calendar. Meredith Parks (programmer): OK, now we have our entities. What are the processes that will take place? Alan Marks (store mgr): Well, we will need to generate estimates and final invoices. Emily Johns (service manager): Right. And we’ll make appointments, order parts, assign technicians to appointments. Meredith Parks (programmer): Anything else? Emily Johns (service manager): A calendar should be able to be viewed or printed for each technician. Each technician needs their daily schedule of appointments at the beginning of each day. Alan Marks (store mgr): I don’t think so. Payment will be accepted by the current cashier’s system. Meredith Parks (programmer): OK.
18 hours ago
Questionnaire results Results are ordered by importance. The top result (#1) is the most important to that group. Most common features requested by appointment setters: Reminder services calls/messages See technician’s availability Determination of discounts for customers See availability of parts to schedule repair View service history Most common features requested by technicians: Able to view own calendar See availability of parts to schedule repair Keep notes for each customer Mobile access of scheduling View service history Reminder services calls/messages Most common features requested by parts department: Can pull inventory requests every two hours. Database of requested parts. Most common features requested by management: Reporting by time period, type of appliance, brand Determination of discounts for customers Mobile access of scheduling Routing and mapping of technician’s driving to appointments See technician’s availability Suggest preventative maintenance to customers
The Appliance Warehouse is a facility that collects products and goods for the distribution to customers or other industries that may be able to use the products that are provided. The warehouse manager will be responsible for ensuring that all warehouse operations are done both effectively and efficiently by all staff involved with the said warehouse.
The case study concluded that millions of dollars are invested yearly purchase of materials and equipment needed for maintenance and development. The subsequent materials and equipment are then dispersed to three central warehouses and then shipped out to other warehouses and location sites as required. The management of the warehouse will be extremely important for this company as the warehouse will ensure maximum productivity with minimum investment through material handling and purchasing costs. An effectively managed warehouse will also be able to monitor the services and controls and even the flow of products. Being able to see what products the most demand and what products have can be scaled back a bit due to low demand.
One reason for the functional accuracy issues is that of poor skills training. The training requirements for store-related personal must be looked at in depth. All personnel that have any association with the warehouse both internal and external must undergo proper warehouse training. Training completion documents should be kept not only at the human resources office at the corporate office but also on hand at each of the individual stores. Some employees are not as proficient with the computer as they should be and must be trained adequately.
Warehouse management is an integral part in most modern-day businesses. Warehouses of organizations if run and managed efficiently and effectively can serve as safe storage of goods, clear and transparent tracking and accountability at the organizational level. The effectively managed warehouse can also ensure the allocation of the right goods at the right time whenever needed to all client departments, maximum productivity with the least amount of expenditures through proper warehouse ordering. It will provide services and controls to the flow of goods entering and being dispersed by the company.
Explanation:
Organizational Chart
SWOT Analysis
Mission
Organizations are committed to selling the most credible brands to the most competing products, avoiding the need for customer comparison shopping.
By maintaining a considerate and low stress purchasing environment, their goal is to be the leading store for all home appliances needs.
Problem Statement
Providing Constant service
Employee and Customer satisfaction
Creation of a low-stress environment helps clients select the right products
Opportunities
Rapid adjustment to the changes
Low startup costs
Customization and catering to individual needs is possible
Increase in responsiveness
Improvement in reliability
Improvement in productivity through balancing Benefits
Bundling of product flows
PRELIMINARY INVESTIGATION REPORT
Subject:
Date:
INTRODUCTION
[Provide a brief description of the system, the name of the person or group who performed the investigation, and the name of the person or group who initiated the investigation.]
SYSTEMS REQUEST SUMMARY
[Explain the basis of the systems request, including an explanation of major problems or opportunities mentioned in the request.]
PRELIMINARY INVESTIGATION FINDINGS
[Describe the results of the investigation, including the scope of the proposed project and the conclusions that were reached. Mention all significant findings, including the results of interviews and other fact-finding, and provide an estimate of current costs.]
RECOMMENDATIONS
[Present a specific recommendation for further action.]
TIME AND COST ESTIMATES
[Include an estimate of time and expenses necessary for additional IT department work. This should be quite specific for the next phase and should include a timetable and cost estimate for the entire project.]
EXPECTED BENEFITS
[Explain all tangible benefits, with specific dollar estimates, using a range if appropriate. Also mention any intangible benefits.]
Questionnaire results
Results are ordered by importance. The top result (#1) is the most important to that group.
Most common features requested by appointment setters:
Reminder services calls/messages
See technician’s availability
Determination of discounts for customers
See availability of parts to schedule repair
View service history
Most common features requested by technicians:
Able to view own calendar
See availability of parts to schedule repair
Keep notes for each customer
Mobile access of scheduling
View service history
Reminder services calls/messages
Most common features requested by parts department:
Can pull inventory requests every two hours.
Database of requested parts.
Most common features requested by management:
Reporting by time period, type of appliance, brand
Determination of discounts for customers
Mobile access of scheduling
Routing and mapping of technician’s driving to appointments
See technician’s availability
Suggest preventative maintenance to customers
SYSTEM DOCUMENTATION
NAME OF SYSTEM
DATE
PAGE of
ANALYST
PURPOSE OF DOCUMENTATION
FIELD FIELD TYPE FIELD LENGTH
REQUEST FOR INFORMATION SERVICES
Date:
System enhancement: Title:
Department: Location:
New system: E-mail:
REQUEST FOR:
URGENCY:
[] Correction of system error
[] Immediate attention required
[] System enhancement [] Handle in normal priority sequence
[] New system [] Defer until new system is developed
DESCRIPTION OF REQUESTED SYSTEMS SERVICES:
(ATTACH ADDITIONAL DOCUMENTS AS NECESSARY)
(To be completed by the Information Technology Department)
[] Approved Assigned to IT contact person:
User:
Urgency code (1 low to 5 high):
[] Modified (see attached notes)
[] Rejected (see attached notes)
Date:
Action:
SYSTEM REQUIREMENTS DOCUMENT
Introduction
Summary
Findings
Recommendations
Time and Cost Estimates
Expected Benefits
Appendix
SYSTEM DESIGN SPECIFICATION
1. Management Summary
2. System Components Details
a. Program Design
b. User Interface Design
c. Output and Input Design
d. File and Database Design
e. Support Processing Design
3. Environmental Requirements
4. Implementation Requirements
5. Time and Cost Estimates
6. Appendices (as needed)
SYSTEM REQUIREMENTS CHANGE REQUEST
PRINT THE FOLLOWING INFORMATION:
NAME
DEPARTMENT
JOB TITLE
DESCRIPTION OF CHANGE:
REASON FOR CHANGE:
ATTACH ADDITIONAL INFORMATION AND DOCUMENTS AS NEEDED:
CHECK THIS BOX IF ATTACHMENTS ARE INCLUDED:
SIGNED _________________________________________________________ DATE __________________________
CONTROL NUMBER
DATE RECEIVED
TO BE COMPLETED BY THE PROJECT COORDINATOR:
IMPACT ANALYSIS:
Include an estimate of resources needed, with specific costs and timetables.
ACTION:
ACCEPT
DEFER UNTIL (DATE)
REJECT FOR THE FOLLOWING REASONS:
SIGNED ___________________________________________________________ DATE _____________________
DATA DICTIONARY
DATA ELEMENT DESCRIPTION
SYSTEM
DATA ELEMENT NAME LABEL
ALTERNATE NAMES
Type and LENGTH OUTPUT FORMAT
DEFAULT VALUE ACCEPTABLE VALUES
PROMPT/COLUMN HEADER
SOURCE
SECURITY
RESPONSIBLE USER
DERIVATION FORMULA
DESCRIPTION AND COMMENTS
DATA DICTIONARY
DATA FLOW DESCRIPTION
ID NAME
ALIAS
DESCRIPTION
ORIGIN DESTINATION
RECORD
VOLUME AND FREQUENCY
COMMENTS
PROCESS DESCRIPTION
SYSTEM
PROCESS NAME
PROCESS ID
INPUT DATA FLOWS
OUTPUT DATA FLOWS
PROCESS DESCRIPTION
RECORD DESCRIPTION
SYSTEM
RECORD ID
RECORD NAME
ALTERNATE NAMES
DEFINITION
RECORD DATA ELEMENTS
DATA STORE DESCRIPTION
LABEL
ENTRY TYPE
DESCRIPTION
ALIAS
COMPOSITION (ATTRIBUTES)
NOTES
LONG NAME
EXTERNAL ENTITY DESCRIPTION
LABEL
ENTRY TYPE
DESCRIPTION
ALIAS
VALUES & MEANINGS
NOTES
LONG NAME
SYSTEM DOCUMENTATION
NAME OF SYSTEM
DATE
PAGE of
ANALYST
PURPOSE OF DOCUMENTATION
PROGRAM IDENTIFICATION
PURPOSE
FILES – DATABASES – CLOUD REQUIREMENTS
WEB PROCESSING REQUIREMENTS AND RESOURCES
Net Present Value (NPV) Template
Note: Cells B12:H12 and B16:H16 contain formulas to multiply discount factors * benefit and cost values Cells I12 and I16 contain adjusted cost and benefit totals Cell C18 contains the calculation for net present value (NPV) Year Year Year Year Year Year Year Total 0 1 2 3 4 5 6 Benefits Factor PV of Benefits – – – – – – – – Costs Factor PV of Costs – – – – – – – – Net Present Value: –
SYSTEM SECURITY CHECKLIST
Overview of System Security Issues and Concerns
Analysis of Physical Security
Analysis of Network Security
Analysis of Application Security
Analysis of File Security
Analysis of User Security
Analysis of Cloud vulnerability, if any
Additional Comments and Recommendations
Payback Analysis Template Note: Cells C8:C14 and E8:E14 contain formulas to accumulate costs and benefits Year Costs Cumulative Benefits Cumulative Costs Benefits 0 – – 1 – – 2 – – 3 – – 4 – – 5 – – 6 – –
1 – – 2 – – 3 – – 4 – – 5 – – 6 – – – – ROI:
#DIV/0!
Net Present Value (NPV) Template Note: Cells B12:H12 and B16:H16 contain formulas to multiply discount factors * benefit and cost values Cells I12 and I16 contain adjusted cost and benefit totals Cell C18 contains the calculation for net present value (NPV) Year Year Year Year Year Year Year Total 0 1 2 3 4 5 6 Benefits Factor PV of Benefits – – – – – – – – Costs Factor PV of Costs – – – – – – – – Net Present Value:
–
Appliance Warehouse staffing
Parts Department – purchasing, inventory control, sales
Director: Maddox Farley
Sales staff: Tyler Cummings, Steve Dawson, Amelia Warner
Purchasing: Celia Martel, Joe Perez
Inventory/warehouse: Ben Cooke, Melissa Benedict, Matt Jones
Appliance Sales – sales of new appliances in 4 departments
Director: Sonia Lopez
Large Kitchen Appliance department: Mike Nelson (manager), Jessica Scott, Rachel Evans, Justin Cooper
Laundry Appliance department: Tina Turner (manager), Mackenzie Scott, James Wright
Audio/Visual department: Samantha Campbell (manager), Tim Reynolds, Tracey Oliver
Small Appliance department: Peter Parker (manager), Ken Howell, Marti Castillo
Service Department
Service Manager: Emily Johns
Technicians: Liam Henson, Mark Robles, Lee Wong
Appointment setters: Lisa Shields, Jake Meyers
Equipment and parts: Rhonda Patel
Storewide Cashiers:
Manager: Abby Franklin
Cashiers: Nancy Richards, Joy Vasquez, David Goodman, Paul Patton, Maria Nunez
Administrative roles:
Owner (store manager reports to this role): Mae Roth
Store Manager (all department heads and assistant manager report to this role): Alan Marks
Store Assistant Manager (admin roles report to this assistant manager): Ali Miranda
Admin Assistant to store manager: Tim Stafford
Human Resources specialist: Joey Booker
Accounting, payroll, accounts payable/receivable: Doug Dorsey, Tia Carey
IT department: Carlie Davis (manager), Tony Barlett, Meredith Parks, you
Costs for in-house development Standard Development Times As standard practice, use these costs for all in-house development. As standard practice, use these guidelines (assume 8 hours of work per day). Cost per hour (for first year) Duration Database Development $ 60 Database design 5 days Web developers $ 75 Database build 10 days App developers $ 75 Design of a report (web or app) 2 days UX designers $ 60 Design of data entry page (web or app) 2 days Business Analyst $ 50 Design of static text page (web or app) 1 day Trainers $ 50 Build of a report (web or app) 1 day Cybersecurity specialists $ 90 Build of data entry page (web or app) 1 day System Admin $ 70 Build of static text page (web or app) 1 day Connection to separate system or database (sys admin) 8 days Analysis work (both web and app combined) 20 days Training 5 days Equipment: Cybersecurity work 10 days Servers $ 2,500 Routers $ 200 Expected Monthly Maintenance: Development (web or app) 2 days System Admin 3 days Training 1 day Key: Web or app = activity must be done for both web and app. Same amount of time required for each deliverable. Both web and app = time given includes development for both of the web and app deliverables.
Service Records Sample
Date Called Date of Service Appliance type Appliance serial number Parts Needed Technician assigned Customer Name Customer Address Customer Phone
1/6 1/6 Refrigerator KN-78-215-896 KN-1256 Robles Sophie Goldberg 123 Main St, Hopkinton, MA 508-555-1256
1/6 1/7 Dishwasher WP-55-311-698 WP-1788 Wong Mitch Chu 5525 Winter Rd, Medford, MA 617-555-9898
1/7 1/7 Refrigerator WP-78-956-694 WP-8877 Henson Jamie Fernandez 2 Hope St, Hull, MA 617-555-4125
1/8 1/10 Microwave AB-99-357-753 AB-3321 Wong Mike Singh 15 Arch St, Tewksbury, MA 508-555-3596
1/9 1/9 Washing machine GE-10-122-542 GE-2119 Robles George Kostanza 369 Pike Circle, Danvers, MA 508-555-6235
1/9 1/10 Dishwasher KN-55-396-477 KN-5511 Robles Felicia Parkinson 50 Central Ave, Hopedale, MA 508-555-2144
Analysis and Design task durations Project name Year Task name Duration Accounts Payable 2018 Interview process 5 days Development of User Questionnaire 2 days Identification of risks 1.5 days DFD diagram 4 days UML diagram 4 days Layout of 1 report 4 hours Layout of 1 user screen 2 hours Testing plan 5 days Implementation plan 3 days Human Resources 2017 Interview process 4 days Development of User Questionnaire 2 days Identification of risks 1 day DFD diagram 3.5 days UML diagram 2 days Layout of 1 report 2 hours Layout of 1 user screen 4 hours Testing plan 7 days Implementation plan 3 days Payroll 2019 Interview process 6 days Development of User Questionnaire 1 day Identification of risks 2 days DFD diagram 4.5 days UML diagram 5 days Layout of 1 report 1 day Layout of 1 user screen 4 hours Testing plan 5 days Implementation plan 3.5 days of 1 report 1 day Layout of 1 user screen 4 hours Testing plan 5 days Implementation plan 3.5 days
