Additional Assessment Spring 2020 Management Information Sys

Additional Assessment Spring 2020 Management Information Systems

Case Study YJ is a new toy shop opens recently in Egaila. The YJ shop has four cash registers and three customer service employees. Since the shop is new, the owner of YJ has decided to get a new system that connects all transactions and items sold among the four cash registers so every item sold will be deducted from the total number of items available in the store. This enables the automatic generating of the next order. Also, the system should help in creating the weekly and monthly reports, and calculating the extra time and part-time for the seven employees in the shop.

This system is used in other businesses like retailer shops, grocery shops, computer shops, and so on. So, the system does not have a new innovative idea and no secrets in the YJ shop. Moreover, the YJ shop does not employ any IT people yet. The shop should get this system as soon as possible to avoid loss and keep all the different items available. Based on this scenario, answer the following questions:

1. What type of sourcing (i.e., insourcing or outsourcing) would you recommend the YJ to adopt? Why would you recommend this type?

2. What kind of system development methodology/approach (e.g., Waterfall, Linear, and Agile) would you recommend the YJ to follow? Why would you recommend this approach?

3. List the stages of this methodology/approach used in question 2. Briefly mention key features in each stage.

Paper For Above instruction

The selection of sourcing strategy for YJ’s new system is critical to ensure efficiency, cost-effectiveness, and swift implementation. Given that the system in question is not particularly innovative and follows standard retail management functions, outsourcing the development process appears to be a more advantageous approach for YJ. Outsourcing entails contracting third-party vendors or software providers to develop, implement, and possibly maintain the system. For a new small business like YJ, outsourcing can offer benefits such as access to specialized expertise, faster deployment, and reduced internal resource burden. It also allows the business to focus on core operations without diverting attention to the complexities of system development, which they currently lack internal IT resources for. Moreover, outsourcing vendors often provide comprehensive support, updates, and scalability options, aligning well with YJ's need for a quick and effective solution. Conversely, insourcing might require recruiting or training staff, which could delay the process and incur additional costs, especially since YJ does not currently employ IT personnel. Therefore, outsourcing aligns with the urgency and resource constraints of YJ, making it the recommended sourcing strategy.

Regarding the development methodology, Agile methodology is most suitable for YJ’s scenario. Agile emphasizes iterative development, flexibility, and close collaboration with stakeholders. Since the system has standard functionalities similar to other retail systems, Agile allows incremental delivery of features, enabling YJ to implement parts of the system quickly and adapt based on operational feedback. This approach reduces risk, as YJ can prioritize critical functions such as sales tracking and inventory management first. Additionally, Agile's iterative sprints facilitate quick adjustments, which is beneficial given the limited internal IT expertise and the need for rapid deployment. Waterfall, being a linear and sequential process, might be less suitable due to its rigidity and longer delivery timelines, which could hinder YJ’s urgent need for the system. Agile also fosters ongoing communication with the vendor, ensuring the system aligns with YJ’s specific needs and operational realities, thus enhancing overall satisfaction with the final product.

The Agile methodology comprises several stages, each with distinct features. The first stage is requirements gathering, where stakeholders articulate their needs and priorities. In YJ’s case, this would involve defining core functionalities like transaction processing, reporting, and inventory updates. The second stage is planning and iteration planning, where the development team creates a backlog of features and schedules sprints, typically lasting 2-4 weeks. The third stage is the development or sprint execution, where tasks are developed, tested, and reviewed in short cycles, allowing for quick feedback and adjustments. After each sprint, a review meeting occurs, enabling YJ to evaluate progress and suggest refinements. The final stage includes deployment and maintenance, where the completed system is implemented in the store, followed by ongoing support and updates based on operational experience. This iterative cycle ensures that the system evolves with the business needs, providing maximum flexibility and value.

References

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