Report

1) Question

Add Targets to Balanced score Card

Draw as a Diagram and explain

2) Question

Scope Diagram

3) Question

Use Table for Catalogue requirement

Take Two Requirements and do description

Use case diagram should directly map to the functional requirement

4) Question

Use similar to this for valentino’s case study

5) Question

Develop Root Picture and Class Diagram

6) Question

7) Question

Produce 4 Proto types

Draw Diagrams using Power Point or Paint or any Software

8) Question

Using the MVC pattern, produce 2Sequence Diagrams corresponding to 2 of the 4 Prototypes above

Use this Diagram as a Templete

9) Question

Why we need Enterprise Architecture? Critically explain, with references, the benefits of modelling the Enterprise Architecture for this case studyand why in particular Zachman Framework isuseful for this.

10) Question

Fill the Boxes from the above diagrams

Draw the Zachman Framework and populate it with the appropriate content (Including all the models and diagrams you have developed in this coursework and map them to the correct boxes of the Zachman Framework from the Valentino Case Study

Consider ALL the diagrams you have developed in this case study and populate each box with the correct diagram. Some diagrams maybe be present in several boxes. You don’t need to draw the diagram in the box, just the name of the diagram and where in you report you drew that diagram. Please also add the following diagram names: state chart diagram, component diagram and deployment diagram in the boxes these diagrams will be put in.

	Data (What)	Function (How)	Network (Where)	People Who)	Time (When)	Motivation (Why)
Objectives / Scope
Business Model
Model of the Information System
Technology Model
Detailed Representations
	(Working systems)
Functioning Enterprise

Requirements Engineering 26 © Metadata Training PESTLE - Yorkies • Politics roads politically unacceptable, pressure to reduce heavy goods traffic in cities • Economics Buoyant property market ensures many removals Increased home shopping requires more delivery services • Social Heavy goods vehicles unpopular demand - driven, stay at home economy requires rapid delivery • Technological Internet availability and bookings advances in mapping and Web technology could provide better transport information • Legal emissions legislation may effect vehicle fleet, driving hours limited • Environmental (also Ethical) see above for environmental factors, safety factors in vehicles and drivers

Requirements Engineering 33 © Metadata Training Porter's Five Forces Model: Competitive Rivalry, eg: • number and size of firms  industry size and trends  fixed v variable cost bases  product/service ranges  differentiation, strategy Supplier Power, eg: • brand reputation  geographical coverage  product/service level quality  relationships with customers  bidding processes/capabilities Product and Technology Development, eg: • alternatives price/quality  market distribution changes  fashion and trends  legislative effects Buyer Power, eg: • buyer choice  buyers size/number  change cost/frequency  product/service importance  volumes, JIT scheduling New Market Entrants eg: • entry ease/barriers  geographical factors  incumbents resistance  new entrant strategy  routes to market Impacts of IT on each?

CI7350: Agile Project Development 1 School of Computer Science and Mathematics, Kingston University, London, CUPE International i.choudhury@Kingston.ac.uk MEST PROFILE To enable identification of the areas which can be enhanced to improve the implementation of P@P and incremental or big bang approach. At the start to serve as a baseline and then at intervals during and after the implementation of P@P In a single initiative, team, department, division or across the whole organisation or network (when appropriate and ready). Why When Where

CI7350: Agile Project Development 1 School of Computer Science and Mathematics, Kingston University, London, CUPE International MEST PROFILE Benefits of improving MEST Profile: Greater market share - through customer focus Improved competitive advantage – by prioritising customer needs Improved customer satisfaction and retention – by ethical implementation Increased productivity – unleashing energy and innovation Operational effectiveness – one team framework implementation Predictable delivery performance – using empirical approaches Reduced cost and rework – fail fast Stronger linkage between strategy and execution – progress plan

CI7350: Agile Project Development 1 MEST PROFILE LEVELS School of Computer Science and Mathematics, Kingston University, London, CUPE International i.choudhury@Kingston.ac.uk 1 2 3 4 5 Organisational commitment with an organisational progress plan in place Level 4 - Managed or Planned at corporate level Level 2 - Reactive or Planned in initiative(s). The network understands what progress means for each organisation and the part they play in delivering progress successfully Level 5 – Optimised, continually improved with network learning Goals for progress are set and the department is committed. Level 3 - Proactive or Planned in Department(s) - or divisions of large organisations Level 1 - Ad hoc No commitment to progress, even if committed to changes A goal for progress is set with team commitment. No allocation of resources, despite a plan for change .

CI7350: Agile Project Development 1 School of Computer Science and Mathematics, Kingston University, London, CUPE International i.choudhury@Kingston.ac.uk MEST PROFILE RESULT Recommend: Explore tools which can automate some of the areas to increase throughput Monitor the skills of those administering vaccines & provide support to them ELEMENT Mass Vaccination E.g. Explanation Mindset Level 5 Everyone involved wants to do it urgently Energyset Level 5 Despite lockdown lethargy people are energised and want to do it Skillset Level 3 All those involved are trained for the roles they need to fulfil Toolset Level 3 Tools are available, although more automation would help Total Score Level 4 Good score reflects the mindset & energyset leading the delivery to overcome any obstacles of skills or tools.

Requirements Engineering 55 © Metadata Training Yorkies vision statement • For customers and potential customers who want to rent load - carrying vehicles, the Internet booking system is an information system that will enable Internet users to check the vehicle availability, cost, and driver availability for rentals; book and make credit card payments. This system will hold details of vehicles, drivers, depots, and maintain a history of vehicle movements. The system will manage the invoicing and payments of account customers. The system will increase booking revenue by 20 % and decrease administration costs by 10% in the first year of use. Unlike the current manual booking process our system will enable customers to obtain immediate feedback on availability and book one -way hires.

Requirements Engineering 57 © Metadata Training Project Scope - Context Diagram Fleet Maintenance YORKIES Bookings Invoicing Drivers Vehicles New Vehicle Documents Driver Availability Booking Confirmation Booking Request Internet User Drivers / Agencies Vehicle out of service Instructions Invoice Payment Driver Hours Agency Days Payroll

Requirements Engineering 62 © Metadata Training Costs and Benefits • Compare expected cost of development and operation with the benefits of having the system in operation • Do estimated income and other benefits exceed estimated costs? • Try to estimate everything in financial terms – Need to ensure that the project is a better investment than the bank – Known as Cost Benefit Analysis (CBA) or Return On Investment (ROI) • In theory, most objective way to compare merits of options • Many organisations require full Cost Benefit Analysis before committing to any project

Requirements Engineering 63 © Metadata Training The Project Profit & Loss Statement • Usually developed for a 5 year timeframe • Includes incremental revenue • Project related costs – Development and implementation – On - going support and maintenance • Project related expense savings and other benefits • Net return from project

Requirements Engineering 64 © Metadata Training Costs • Development costs – Salaries of all staff involved in the development Developers and users – External supplier costs – Software costs • Setup costs – Hardware and ancillary equipment – Data Conversion – Staff training and retraining – Recruitment – Relocation – Disruption and loss of productivity • Operating costs – Staff – Consumerables – Support – Maintenance

Requirements Engineering 65 © Metadata Training Benefits • Direct benefits – Reduction in staff costs through job losses, overtime reduction, increased workload, reduced accommodation costs – Increased sales – Fewer product returns / complaints – Reduced maintenance costs – Increased production capacity / faster throughput • Compliance benefits • Can estimate financial values – But very dependent on assumptions

Requirements Engineering 66 © Metadata Training Intangible benefits • How can you quantify? – improved product quality – improved service to customers – improved customer loyalty – better brand awareness – greater job satisfaction for employees – improved management information • If you can’t measure it, you can’t improve it

Requirements Engineering 120 © Metadata Training Example: Requirements Catalogue Entry Source Priority Owner Reqt ID FR 1.2 L.O. Booking Must Booking Mgr . Enquire Vehicle Availability The internet user shall be able to check availability of a particular vehicle category at a particular local office for a specific range of dates. . Functional requirement Business Activity Booking of Vehicles Benefits Comments/suggested solutions Related documents Related requirements Resolution Will enable any office to take a booking - estimate 10% of potential bookings lost because unable to confirm to customer. On - line access to central database Use Case: Make Booking Class Model Booking - Vehicle Category - Local Office FR 1. 1 Make Booking Included in Release 1

Requirements Engineering 121 © Metadata Training Requirements Catalogue – part 2: non - functional component Non -functional requirement(s) Description Target value Acceptable range Comments Service hours 08.00 - 18.00 0900 - 17.00 Mon - Sat Mon - Sat Response time 5 seconds 10 - 12 seconds Customer on telephone Ease of use 30 mins formal training May use temporary staff

Requirements Engineering 161 © Metadata Training Use Case Diagram ATM Manager Teller Customer actor communicate use case system boundary • Diagram shows use case classes and actors – Helps gain overall picture of systems functionality/user requirements – Show system boundary • Most useful is what is underneath the diagram • Use structured text to describe interactions between system and its actors Noddy ’ s Bank arrange loan close account perform transaction open account

Requirements Engineering 165 © Metadata Training Yorkies Use Case Diagram

Requirements Engineering 209 © Metadata Training Hospital Class Model grossly simplified

Requirements Engineering 210 © Metadata Training Yorkies Class Model • Classes – Attributes – Operations (not shown here) • Associations – Link classes together – Cardinality shown here • Drawn with StarUML – a Computer Aided Software Engineering (CASE) tool

Requirements Engineering 243 © Metadata Training Problem situation considered problematic Problem situation expressed: rich picture Root definitions of relevant purposeful activity systems Conceptual activity models of systems named in root definitions Comparison of models and real world Changes: systemically desirable, culturally feasible Action to improve the problem situation Real World Systems Thinking about Real World The Steps of Soft Systems Analysis

Requirements Engineering 244 © Metadata Training Yorkies Rich Picture

Requirements Engineering 245 © Metadata Training Rich Pictures Diagrammatic non - judgemental cartoon - like representation of the real - world situation as we see it. Contain anything we like to include, providing it is predominantly diagrammatic. For example: Hard information - Factual data and processes. Soft information - Subjective interpretation of situation aspects. Conflict, emotions, gossip, comments etc. Gives an Holistic Impression! No conventions

Requirements Engineering 247 © Metadata Training Add conflicts between personnel and function Problem Owner Managers Users Systems Analysts Systems People Tasks Climate Relationships Rich Picture as output Feedback as discussion aid with problem owner Organization's help as input Problem themes are extracted, problems identified and the problem owner informed of the situation Inform the owner of the problem situation, rather than developing solutions Rich Picture Development

Requirements Engineering 249 © Metadata Training Valentino’s Case Study • One of the first computer dating agencies in the UK • New members submit detailed questionnaire and receive 6 matched “dates” by post or email • Website with members area but no online matching • Worried about their market share and continuing profitability – Feeling a bit left behind • You are a team of business analysts – appointed to help them with their IS strategy – to help identify new opportunities

35 • Represent the interactions among the objects of the system – Focus on the timeline of the interactions

Requirements Engineering 19 © Metadata Training The Balanced Business Scorecard according to Kaplan & Norton Defined as: “a set of measures that gives top managers a fast but comprehensive view of the business” Measures = Key Performance Indicators Includes: • Financial Measures • Operational Measures ― Customer Satisfaction ― Internal Processes ― Innovation, Learning and Improvement Activities Compare these with Competencies? Harvard Business Review – January - February 1992

36 • Represent the states of objects and the state transitions

37 • Describe the sequence of activities

38 • Represent the modules of the system and their relationships

39 • Represent the software components and their relationships

40 • Describe how the software is deployed on the hardware

41

8 Alternative allocation of responsibilities for use case Add a new advert to a campaign 3.1.2: *getCampaignDetails() 5.1.1.1: Advert() 4.1.2: *getAdvertDetails() 5.1.1: addNewAdvert() :AddAdvertUI :AddAdvert :Client :Campaign :Advert 3.1: showClientCampaigns() 3: selectClient() 4: selectCampaign() 4.1: showCampaignAdverts() 4.1.1: listAdverts() 5: createNewAdvert() 5.1: addNewAdvert() newAd:Advert 2: startInterface() 3.1.1: listCampaigns() 1:*getClient() Campaign Manager

Drawing a Sequence Diagram  Identify possible Participants (classes from the class diagram, actors from use case diagram)  Add interface classes between actors and system classes.  Draw the interactions between the actor and the interface class (Use Case Scenario)  For each interaction, determine how the system classes need to work 10

13 Sequence Diagram in Practice  Consider which purpose the sequence diagram serves  Where to compromise between Powerful UML notation – Need for simplicity • Can be used for Software Blue Prints • Ready to be translated to Code • Full UML notation used • Keep diagrams readable • Can be more abstract • A4 page • If diagram too complicate, split it using the ref frame

Sequence diagrams in Unified Process  System Sequence Diagrams to visualise use cases scenarios (requirements analysis, elaboration phase)  Sequence Diagrams to design solutions for use case scenarios (design in elaboration or construction phase)  Produced in parallel with Design model class diagrams 14

Requirements Engineering 27 © Metadata Training SWOT analysis • Strengths • Weaknesses • Opportunities • Threats • Strength and Weaknesses normally emerge from the internal analysis • Opportunities and Threats from external analysis • Can be applied at all levels – provides useful summary of the position of the industry, organisation, department, system or project

33 • Represent the objects of the system and their relationships