Application implimentation | CMGT445 Application Implementation | University of Phoenix

 

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  

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