Includes The Following Business Case Investigation Identifie

Includes The Followingbusiness Case Investigationidentify 4 Employees

Includes The Followingbusiness Case Investigationidentify 4 Employees

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 SYSTEM DOCUMENTATION NAME OF SYSTEM DATE OF DOCUMENTATION 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 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 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 - - - - 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 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- KN-1256 Robles Sophie Goldberg 123 Main St, Hopkinton, MA /6 1/7 Dishwasher WP- WP-1788 Wong Mitch Chu 5525 Winter Rd, Medford, MA /7 1/7 Refrigerator WP- WP-8877 Henson Jamie Fernandez 2 Hope St, Hull, MA /8 1/10 Microwave AB- AB-3321 Wong Mike Singh 15 Arch St, Tewksbury, MA /9 1/9 Washing machine GE- GE-2119 Robles George Kostanza 369 Pike Circle, Danvers, MA /9 1/10 Dishwasher KN- KN-5511 Robles Felicia Parkinson 50 Central Ave, Hopedale, MA 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

Paper For Above instruction

The successful development and implementation of a new business system require comprehensive stakeholder analysis, detailed process understanding, and strategic resource planning. This paper explores the critical steps involved in investigating business needs through employee interviews, choosing appropriate methodologies, designing user interfaces, and estimating costs for software development, exemplified by the context of Appliance Warehouse’s proposed service management system. Additionally, it emphasizes the importance of effective communication with key employees, systematic requirements gathering, and the deployment of suitable project management techniques to ensure a robust, user-centered, and efficient system.

Introduction

In modern organizations, implementing a new information system demands an intricate understanding of existing workflows, stakeholder requirements, and technical constraints. To support an effective business analysis, identifying key employees for interviews is essential. These interviews gather nuanced information about operational processes, system requests, and user expectations, which directly influence system design. The chosen methodology for system development influences project success, with agile techniques often favored for rapid deployment and adaptability. Proper resource allocation—including personnel and hardware—further underpins the project's feasibility and sustainability.

Stakeholder Identification and Interview Process

Research indicates that stakeholder interviews serve as vital tools for eliciting detailed requirements from personnel directly involved in system operations. For the Appliance Warehouse project, four employees were selected based on their roles: Emily Johns (Service Manager), Alan Marks (Store Manager), Meredith Parks (Programmer), and Maddox Farley (Parts Director). Each interview revolved around specific topics such as appointment scheduling, parts inventory, reporting needs, and workflow processes.

Emily Johns provided insights into service scheduling, technician management, and customer communication. Alan Marks outlined the billing and invoicing workflows, emphasizing the importance of user-friendly interfaces and accurate data entry. Meredith Parks focused on technical specifications, system integration points, and data management requirements. Maddox Farley's input revolved around inventory control, supply chain considerations, and how the new system might impact stock levels.

In developing interview questions, an open-ended approach was prioritized to facilitate free-flowing discussions, supplemented by closed questions to gather quantitative data. Such strategic questioning helped clarify priorities, identify pain points, and define critical system features. For example, questions ranged from "Describe your current process for scheduling appointments" to "What reports do you find most valuable for managing your department?"

Use Case Diagram and System Requests

The system’s use case diagram centered on key actors: customers, technicians, parts department staff, and management. Core functionalities included appointment scheduling, parts inventory verification, technician assignment, and report generation. Requests into the system involved appointment requests and parts requisitions, while outputs consisted of service schedules, inventory reports, and performance analytics.

Gathering these requirements clarified that the system must support mobile access, real-time inventory updates, and detailed reporting capabilities. Properly defining actors and interactions ensured the system would meet stakeholder expectations and operational demands.

Methodology Selection

Given the project’s urgency, the choice between Joint Application Development (JAD), Rapid Application Development (RAD), and Agile methodologies was critically assessed. JAD and RAD offer rapid prototyping, but Agile stands out for its flexibility, iterative development, and stakeholder engagement. Agile's emphasis on continuous feedback and incremental deliveries makes it particularly suited for projects with evolving requirements and tight deadlines.

Consensus among the project team preferred Agile, backed by literature indicating its superior adaptability for time-constrained projects, especially when user requirements are dynamic and multiple stakeholders are involved (Highsmith, 2002; Schwaber & Beedle, 2002).

Questionnaires and User Feedback

To gather widespread user input, questionnaires were distributed across employee groups, with stratified sampling recommended to ensure representation from all departments (administration, service, inventory, management). This approach guarantees balanced insights and avoids bias inherent in simple random sampling. Questions addressed anticipated system features, interface usability, and reporting needs, aligning with the broader requirements elicited through interviews.

Resources and Hardware Planning

Successful implementation entails both human and technical resources. Human resources include internal staff—system analysts, developers, testers, trainers—and external consultants if necessary. Hardware considerations focus on servers, network infrastructure, and mobile devices for technicians. Estimated costs for hardware investments, such as servers ($2,500) and routers ($200), are vital for budgeting. The in-house development process, with defined task durations and cost estimates for design, coding, testing, and deployment, forms the foundation of project planning (Pressman, 2014).

Cost Estimation and Benefits

Cost estimates integrate labor costs based on project durations, as well as hardware expenditures and ongoing maintenance. The application of Net Present Value (NPV) analysis facilitates financial decision-making by discounted valuation of expected benefits and costs over the system’s lifecycle. Tangible benefits include improved scheduling efficiency, reduced inventory holding costs, and enhanced reporting accuracy, quantified through cost savings projections. Intangible benefits encompass greater customer satisfaction, staff productivity, and better decision-making capabilities (Arnold & Harter, 2006).

Payback periods and ROI calculations