IT Project Management Assignment (Milestones)
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milestones.zip1/documents--ECS_Introduction.doc
CIS 321 Case Study ‘Equipment Check-Out System (ECS)’
ECS Case Introduction
In this section you will learn the background information that will prepare you to understand and complete each of the milestones of this case study. This information includes a history of the business, a description of the business’s current facilities, and the descriptions of the problems that triggered the project.
Case Background
GB Manufacturing is a producer of electronic components and testing equipment. The company is located in multiple plants in the New York City area. The corporation has over 10,000 full-time employees.
Approximately 200 employees are employed with the company's Maintenance department, which is responsible for the maintenance of building and grounds. Maintenance has assigned a group of employees to provide maintenance for each building or plant. The employees assigned to each building or plant collectively possess the skills needed to provide proper upkeep. Such employees include carpenters, electricians, painters, welders, plumbers, and the like. The Maintenance department also has a group of employees with special skills to assist with special projects that may arise.
Organization Structure
The following individuals report directly to Bill Venkman, Director of Maintenance. Each of the managers has a group of foremen and supervisors that report directly to him or her, though only the supervisors of the Equipment Depot are listed below.
GB Manufacturing Maintenance Department
ECS Case Introduction
The Problem
In August of 2003, Bill Venkman and his management staff completed a one-week retreat aimed at assessing the maintenance operations. Several initiatives resulted from this retreat. It was determined that the most important initiatives were those that primarily dealt with the equipment depot operation.
The equipment depot's function is to provide the equipment needed by maintenance employees to perform their job duties. Employees are provided with a toolbox containing commonly used, and relatively inexpensive tools such as hammers, screwdrivers, tape measures, and so on. Other tools and pieces of equipment that are needed to complete a job must be checked out through the equipment depot. When the job is completed, the employee must return the checked-out equipment.
Often pieces of equipment become lost, stolen, or damaged and are therefore never checked back in and made available for others. The dollar amount of lost and stolen equipment has reached an alarming total. It has been estimated that more than $50,000 worth of tools are lost or stolen each year. Bill Venkman has decided that something must be done to get the losses under control. Thus, he is giving top priority to the development of a new automated equipment check-out system that that will track the check-in and check-out of equipment.
The Materials Warehouse is responsible for obtaining and storing supplies that are needed to complete jobs. For example, the Materials Warehouse makes sure to maintain a supply of screws, nails, plywood, drywall, and other materials. The Materials Warehouse operates in two locations. The main Materials Warehouse is a large building located approximately a mile away from the main campus. For convenience, a smaller Materials Warehouse is located on near the central office and stores a small amount of the most commonly used materials. When workers need materials for a job assignment they are supposed to check both warehouses to see if the goods are available. Unfortunately, the employees are often impatient and will simply check the availability of materials at the smaller, more conveniently located warehouse. If the goods are not available, they routinely choose to simply move on to the next job assignment — rather than checking with the main warehouse. While the main warehouse will provide for the delivery of materials, employees prefer not to have to wait for their delivery. To complicate things further, even though the materials may be available at the larger warehouse, employees frequently request that the smaller warehouse order needed materials that are not in stock there. The net result is excessive inventory and inventory carrying costs!
While management is not sure of the total dollar amount that can be attributed to carrying excessive inventory, they are in agreement that it is likely very substantial. Therefore, a new and improved warehousing system is another top priority for the Maintenance Department.
1/documents--ECS_Milestone_1_Scope_Def_Description.doc
Case Study ‘Equipment Check-Out System (ECS)’
MILESTONE 1 – SCOPE DEFINITION
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Case Background
In this milestone, you will prepare a Request for System Services Form, which is the trigger for the Preliminary Investigation Phase. Also, you will use fact-finding techniques to extract and analyze information from an interview to determine project scope, level of management commitment, and project feasibility for the Equipment Check-Out System (ECS). With these facts and facts obtained from the Case Background, you will have the necessary information to complete the Problem Statement Matrix. Refer to the ECS Case Introduction in the Case Project page.
Objectives
After completing this milestone, you should be able to:
• Complete a Request for System Services form, which triggers the preliminary investigation phase.
• Analyze a user interview and extract pertinent facts, which can be used to assess project feasibility.
• Complete a "Problem Statement Matrix documenting the problems, opportunities, or directives of the project.
Prerequisites
-None
Assignment
The Maintenance Department receives computing support from the GB Manufacturing Information Systems Services Department (ISS). You are to assume that you work as a systems analyst with ISS.
You have been asked by Dan Stantz to analyze and design the Equipment Depot system to manage equipment check-in and check-out. In this assignment you first need to assist Dan Stantz in preparing a "Request for Systems Services." Secondly, by analyzing the interview transcripts, you will determine the feasibility of the project, level of management commitment, and project scope by using fact-finding techniques and the necessary communication skills to compose the "Problem Statement Matrix."
Mr. Stantz was gracious enough to allow us to record our interview session, and Exhibit 1.1 is a copy of the transcripts. Refer to the "Case Background" above and to the interview transcript in Exhibit 1.1 for the information necessary to complete the following activities.
Activities
1. To complete the Request for System Services Form, use information from the
case background. Make assumptions where necessary.
2. To complete the Problem Statement Matrix Form, use the interview with Dan
Stantz and the case background for the basis of your information. Make assumptions where necessary. Place yourself in the shoes of Mr. Stantz. Which problems do you believe have the highest visibility, and how should they be ranked? Try to determine the annual benefits. State assumptions and be prepared to justify your answers! Finally, what would be your proposed solution based on the facts you know now?
Deliverable format and software to be used are according to your instructor’s specifications. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 1”.
References and Templates
• ECS Case Introduction
• Request for System Services Template
• Problem Statement Matrix Template
• Transcripts of Interview with Dan Stantz – Exhibit 1.1
Deliverables:
Request for System Services: Due: __/__/__ Time:_______
Problem Statement Matrix: Due: __/__/__ Time:_______
ADVANCED OPTION
For the advanced option, prepare a Project Feasibility Assessment Report. A template for this report can be downloaded from the textbook website. Use the information provided by the case background, the user interview, and the completed problem statement matrix. Be sure to include a Statement of Work and Gantt charts for the project schedules. Information on the Statement of Work and Gantt charts can be found in Chapter 4 of the SADM 7th ed. textbook.
Project Feasibility Assessment Report: Due: __/__/__ Time:_______
Milestone’s Point Value: _______
Exhibit 1.1
The following is a copy of the transcripts of an interview between Mr. Dan Stantz and you, a systems analyst with GB Manufacturing Information Systems Services (ISS). This initial interview is conducted with a goal of obtaining facts about the problems and opportunities that have triggered the equipment check-out project request, plus other general information that could be used to prepare the "Problem Statement Matrix."
You have scheduled a meeting to discuss the equipment check-out project with Dan Stantz, Equipment Manager. The meeting is being held at 8:00 AM in Mr. Stantz’s office.
Dan: Good morning!
You: Morning.
Dan: I am glad we could finally get together. I’m sorry we had trouble finding a time
we could both meet and discuss my project. It’s been chaotic around here.
You: No problem. Hopefully this meeting won’t take too much of your time.
Dan: I would like to have been able to provide more time to discuss the equipment
check-out project. Unfortunately I will have to rush off to a 9:00 meeting with my
boss Bill Venkman and his boss, Fred Murray (Vice President of Physical
Facilities).
You: An hour should be more than enough time. The intent of this meeting was for me
to simply get an overall understanding of the equipment check-out project.
Dan: Sounds good. Where should we begin?
You: Let’s start with the minutes from your management retreat. Thanks for faxing a
copy of that document to me after our phone call to set up this meeting. The
minutes stated that your top priority is to improve the Equipment Depot and
Warehouse operations.
Dan: That’s correct, except the number one priority is the Equipment Depot operation.
We would like to focus on tackling that area first.
You: Good. I wasn’t too sure if you wanted this project to address both areas. Well
then, why don’t you tell me a little about the Equipment Depot . . . just exactly
what is an Equipment Depot?
Dan: First of all, we have close to 200 maintenance employees. These employees are
assigned to certain buildings or plants. Some of the employees are carpenters,
electricians, plumbers, and other types of skilled workers. Each new employee is
initially provided with a toolbox and a minimal number of tools. Those tools are
theirs to keep. At the end of the year, we give them a token amount of money and
if they need to replace those tools they can. Otherwise they can keep the money.
You: That sounds like a sweet deal.
Dan: We’ve found that if you give them ownership, they are more careful and
responsible with the equipment. Anyhow, as I said, they are provided with the
basic everyday tools such as hammers, pliers, screwdrivers, and the like,
depending on their skill. But many jobs they are asked to do require additional
tools. That is where the Equipment Depot comes into the picture.
You: The Equipment Depot operates as a store where the employees go to buy
additional equipment?
Dan: Not exactly. The employees don’t buy the equipment. They check the equipment
out from the Equipment Depot and return it when the job is completed.
You: That sounds like a busy operation for the Equipment Depot staff.
Dan: Oh it is! Of course, not every employee needs to go to the depot every day and for
every job to get special equipment. Currently, I have three employees working for
me in the Equipment Depot. They are able to handle things pretty well, although
the beginning and ending of the work day can bring some pretty long lines of
employees.
You: Can you tell me the names of your staff? I will likely need to talk to them at some
point in time.
Dan: Sure. Janine Peck, Oscar Barrett, and S.P. Marsh each cover one shift. Those
three and I are responsible for the Equipment Depot and its $1 million inventory.
You: A million! That is a lot of hammers and screwdrivers.
Dan: Remember these aren't hammers and screwdrivers. Small tools are provided in the
maintenance toolboxes. These are more expensive pieces of equipment. For
example, air compressors, generators, dremmels, reciprocating saws, etc. – special
items that either are needed only on occasions or are too expensive to lose!
You: I see. Tell me about the problems. Are the employees losing too many pieces of
equipment?
Dan: We estimate that more than $50,000 in equipment is lost, stolen, or damaged each
year.
You: Wow! So that's why this project is top priority. Do you have any idea what
percent is lost, and what percent is stolen or damaged?
Dan: No, we don't. I’ve seen a couple of pieces of our equipment show up at flea
markets, and we’ve caught a couple employees taking equipment home with them
. . . but no, we can’t say one way or the other for sure.
You: Tell me about your current system.
Dan: The current manual system has been in operation for over 20 years. The current
system functioned well in the earlier years. However, as GB Manufacturing has
grown in the number of buildings and maintenance employees, the system has
become inefficient and incapable of handling the growth. I should point out that
we no longer subcontract some of our work out to outside contractors.
You: I was about to ask about that.
Dan: Anyhow, along with that growth is the growth in the volume of equipment check-
ins and check-outs and volume of equipment inventory.
You: So what are you envisioning for the new system?
Dan: Obviously I would like a new system that can handle this growth. I am
envisioning a system that will permit my Equipment Depot staff to be able to
answer numerous inquiries related to the availability of equipment, the location of
a specific piece of equipment, and an up-to-date account of what equipment
employees should have in their possession.
You: I see. You want a system that not only monitors check-in and check-out, but you
also want the system to literally track the equipment.
Dan: That’s right. Heck, if an employee wants to check out an air compressor and we
don’t have one in stock, I would like my staff to be able to locate one or more of
our compressors. Find out which employees have the compressors and when they
expect to be done with them. If needed, we can check it out to another employee
and instruct that person to go to the job site to pick up the equipment. The last
thing I want my people to do is purchase new equipment when they don't have to.
That gets expensive.
You: Okay, thanks. I think I’ve got the picture. It is getting close to your next meeting
and I think I have a pretty good understanding of this project. Are there any last
things you would like to discuss about the project?
Dan: Yes, there is one last thing. Maintenance has taken great pride in its training of
employees and its emphasis on safety. I would like the new system to place a
check-out restriction on certain equipment. This restriction would not allow
employees who do not possess a certain skill class to check out the equipment.
It’s for their safety. For example, I don’t want my carpenters checking out tools
that only electricians should operate. Someone could get hurt if they don’t know
how to operate the equipment.
You: Thank you for your time. I had better let you get ready for your meeting. By the
way, is there a deadline that you targeted for this project, and is there a budget?
Dan: I would like to have the new system tomorrow! Seriously, I would like to have
something in six months. As for a budget, no we haven’t established a budget. I
was hoping that you could tell us what it would cost. I would then talk to my boss
about getting funding.
You: Good enough. I will be getting back to you soon.
1/documents--ECS_Milestone_2_Problem_Analysis_Description.doc
Case Study ‘Equipment Check-Out System’
MILESTONE 2– PROBLEM ANALYSIS
______________________________________________________________________________________________________
Synopsis
There’s an old saying that suggests, “Don't try to fix it unless you understand it.” With those words of wisdom, the next milestone of our project is to study and analyze the existing system. There is always an existing business system, regardless of whether it currently uses a computer. The problem analysis phase provides the project team with a more thorough understanding of the problems, opportunities, and/or directives that triggered the project. Indeed, the analyst frequently uncovers new problems and opportunities. The problem analysis phase may answer the questions, “Are the problems worth solving?'' and “Is a new system worth building?''
The purpose of the problem analysis phase is threefold. First and foremost, the project team must gain an appropriate understanding of the business problem domain. Second, we need to answer the question, “Are these problems (opportunities and directives) worth solving”? Finally, we need to determine if the system is worth developing. The problem analysis phase provides the systems analyst and project team with a more thorough understanding of the problems, opportunities, and/or directives that triggered the project. In the process, they frequently uncover new problems and opportunities.
In this milestone you will perform Cause-Effect Analysis on the Equipment Check-Out System (ECS) and document your findings using the Problems, Opportunities, Objectives, and Constraints Matrix. The PIECES framework, originally developed by James Wetherbe and then adapted by the authors, can serve as a useful tool to classify the various problems, opportunities, and directives identified in Milestone 1.
Objectives
After completing this milestone, you should be able to:
· Perform a Cause-Effect Analysis to be able to thoroughly understand a system’s problems, opportunities, and/or directives that triggered the project.
· Use and understand the PIECES framework for classifying problems, opportunities, and directives.
· Complete the Problems, Opportunities, Objectives, and Constraints Matrix.
· Complete the List of Business Activities based on Requirement analysis.
Prerequisites
• Milestone 1 Solution
Assignment
Now that we have completed the preliminary investigation of the system and gained approval to proceed, we can attempt to gain a better understanding of the current system.
In this assignment we will use our results of Milestone 1, plus the Case background information and the user interview, in order to perform cause-effect analysis. The results of this activity will provide us a better understanding of the problems, opportunities, and constraints of the current system.
Activities
1. To complete the Problems, Opportunities, Objectives, and Constraints Matrix, using the interview and facts presented in this milestone. Use the PIECES framework as a model to classify the problems, opportunities, and directives.
2. To compile a List of business activities based on business requirements. It has to include the main tasks which have to be implemented.
Deliverable format and software to be used are according to your instructor’s specifications. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 2”.
References and Templates
• Problems, Opportunities, Objectives, and Constraints Matrix Template (link on Week 3
iLab page)
• Transcripts of Interviews with Equipment Depot staff o Exhibit 1.1 (see Milestone 1
Description)
∙ Exhibit 2.1 (see below)
Deliverables:
Problems, Opportunities, Objectives,
and Constraints Matrix: Due: __/__/__ Time:________
List of Business activities: Due: __/__/__ Time:_______
ADVANCED OPTIONS
Write a System Improvement Objectives and Recommendations Report for the phase. This deliverable was not discussed in the narrative because students need to be exposed to modeling (data, process, & interface), before this report can be completed. For those ambitious individuals who are familiar with those skills and wish to be challenged, use the detailed study report outline found in Chapter 5 of the textbook, as a guideline. Another advanced option is to develop one or more fishbone diagrams for problems outlined in the case. To complete this advanced option, you may need to make some assumptions about causes and effects.
System Improvement Objectives
and Recommendations Report: Due: __/__/__ Time:_______ Fishbone Diagrams Due: __/__/__ Time:_______
Milestone’s Point Value: ____
Exhibit 2.1
The following is a transcript of an interview between Dan Stantz’s staff and you, a systems analyst from Information Systems Services (ISS). Your goal for this initial interview is to obtain facts about the problems and opportunities that have triggered the Equipment Check-Out project request, plus other general information that could help prepare the Problems, Opportunities, Objectives, and Constraints Matrix.
Scene: The Equipment Depot. You have scheduled to meet with the Equipment Depot staff just after the 3:00 PM shift change when Oscar Barrett finishes work and Janine Peck starts her shift. S.P. Marsh, the third shift employee has agreed to come in for the meeting. You are sitting on stools behind the counter.
Dan: Good morning!
You: Well it looks like everyone is here. I'm sorry to be delaying Oscar's getting home
for the day. I'm especially sorry S.P. had to make a special trip in.
S.P.: That's OK. This is about when I wake up anyway. Oscar said he was going to buy
me breakfast.
You: Well, thank you anyway. If anything, this underscores how important this
proposed system is to you and to the company. I assume that Mr. Stantz has clued
each of you in on the project that I am working on?
S.P.: Yes, Dan told us. (The others nod.) We certainly need the help.
You: I hope I can help you. I’ve been charged with developing a new system, probably
computer-based, to help streamline equipment check-out. But clearly I can’t do
anything until I understand how your current system operates. Mr. Stantz gave me
an overview of the operations, but I need to learn more so that I truly understand
what you are trying to do, the problems you face, and opportunities for making
some improvements.
Oscar: I don’t know about the others, but I would be willing to stay here all night if that
is what it takes to get things straightened out around here. I’m glad you showed
up about a half hour early. Did you notice the long line of employees and how
busy we get?
You: Yes, I did. I assume those employees were returning equipment they had checked
out earlier in the day?
Oscar: Yes and no. Some were returning things they had checked out days, even months
ago. And then some of them were checking out equipment they are going to need
for tomorrow’s jobs.
Janine: And some were both checking in and checking out.
You: According to Mr. Stantz it sounds like you have the same rush of employees at the
beginning of the shift.
Oscar: Yes. The first and last half hour of each shift we get overwhelmed with
employees wanting to check in or check out equipment. That's why we each
generally get in early and clock out late – so we can help each other handle the
load. It still is discouraging that it takes so long to process a check-in or check-out
– anywhere from 2 to 5, maybe 10 minutes to process a check-out, and about 2
minutes to process a check-in. We get the feeling that the employees have come
to really resent us and are unhappy with the service provided by the Equipment
Depot.
S.P: But you should understand that we do a lot more than just check equipment in and
out.
You: I'm sure you do. Perhaps first I should get a better understanding of your overall
operations. Could you begin by identifying all the transactions that the Equipment
Depot must handle? In other words, what events take place that trigger the need
for you people to complete some type of task? I think we have identified the first
two – equipment check-in, and a check-out.
S.P.: For one thing, I periodically receive an employee hiring notice from a supervisor.
(S.P. walks over to one of several black notebooks labeled Maintenance Employee
Records and opens it up. It contains a simple one-page form labeled GB
Manufacturing Maintenance Employee Registration.)
The notice looks like this. It has some general information about the employees
such as their ID, name, skill classifications, building they are assigned to,
supervisor, and other details. We must have one of these records before an
employee is authorized to check out equipment. I would estimate there are more
than 200 employee registrations that we maintain. The supervisor usually brings
this notice to us and introduces the new employee. This is a simple task. I merely
alphabetically insert the form into the notebook.
You: Could I get a photocopy of several of those. You can mark out the names if you
want.
S.P.: Let me clear it with Dan first. But I don't see why not.
Oscar: The supervisor may also send us a skill classification update notice, which
requires me to update an employee’s registration form.
S.P.: And of course, the supervisor will provide us with employee termination notices.
In fact, I received one this morning. These are difficult to process. If I’m lucky, I
can process one in about 10 minutes. We have to go through and examine the
check-in and out records for that employee to decide what equipment the
employee has in his or her possession and communicate that to the supervisor. Employees who are quitting usually check in their equipment on their last day. But if they are fired, we rely upon the supervisor to get the equipment and check it in to us. They tend to not be very prompt and reliable in doing that.
Janine: Now S.P., let’s not do any finger pointing.
S.P.: Sorry, but it is true.
You: What else do you folks process?
Janine: When employees aren’t here turning in equipment, I am frequently busy with ordering new equipment.
You: What triggers or initiates the need to order new equipment?
Janine: Usually it is the supervisors. They may have a job that requires a special piece of
equipment. If they or the employee tries to check out the needed equipment and
we don’t carry it, the supervisor submits a new equipment request. Sometimes we
initiate a request when an employee reports losing a tool.
You: Then that starts a Purchase Order cycle with the Accounts Payable department
getting involved?
Janine: No, thank goodness. That's the way we used to do it, and it took forever to scan
through vendor catalogs and find the cheapest price. But about six months ago we
signed a contract with equipmentdeals.com to be our exclusive supplier. The three
of us are authorized to buy anything they have as long as we don't go over budget.
You: So this equipmentdeals.com is the cheapest?
S.P.: They may not be the lowest cost on every single item, but with the contract that
was negotiated we have significant yearly savings. Plus we save a lot of labor for
Accounts Payable and us.
You: So this new system doesn't have to do anything with purchasing?
Janine: I wouldn't say that. Once we place an order it will take a couple days to a couple
weeks to come in. The supervisor or employee may call us several times to check
the order status. When the order comes in, then need to notify the employee who
wanted it so he or she can check it out. Right now we keep a log with information, but it doesn't work very well.
You: Okay. I'll see what I can do about that.
S.P.: Related to that, when we purchase equipment to replace something an employee
lost, we record the cost on the original check-out sheet so we have a record of it.
Oscar: Then when an employee finds lost equipment, we try to take care of it. Let me
emphasize the word “try.”
Janine: Right. Sometimes we can locate the owner of the equipment, update their
checkout records, and notify them that the equipment has been found. More often
than not the equipment that is returned cannot be identified. Going through our
check-in and check-out forms to match them with the employee is too tedious.
You: Can't you match them by serial number or something?
Oscar: I can on the big pieces that we track by serial number – things like air
compressors and compound miter saws. But we have a lot of small things, such as
specialize router bits, that don't have a serial number and are to small to attach
one to. We call those untracked equipment, because we don't track them
individually. That also applies to inexpensive pieces, such as drills, that just aren't
worth tracking individually. A drill is a drill.
You: So how do you match up a found drill with a lost drill?
Oscar: Sometimes I can make an educated guess though. I can locate any submitted
reports of lost equipment and see if it appeared on the report. But I frequently find
that there are multiple employees that reported a similar piece of equipment
missing, such as a drill or router.
You: What else do you do?
S.P.: We also follow up on damaged equipment returns. Some can be repaired. I have
to see to it that the equipment is sent out for repair and then make sure we get it
back. We record the repair cost on the original check-out sheet so we have a
record of the employee who caused the damage.
You: So you track repair costs and lost equipment costs by employee?
S.P.: I wish. The supervisors always want to identify the employees who seem to have
the most damage and most lost equipment. There’s no way we could go through
all those records that manually. Maybe you can build that into your system.
You: I’ll see what I can do. At some point I will need to learn the details about how
each of you processes those transactions. For now let’s move on to some other
items. I would now like to gain a little better understanding of the records or files
you maintain. Can you tell me a little about them? I saw the employee notebooks.
Are there others you can tell me about?
Janine: I can’t think of anything that wasn’t already mentioned.
Oscar: Me neither.
You: Okay then. That list of employees with damages or lost equipment leads us into
the topic of reports. Do you generate any reports?
Oscar: Very few—and that’s the problem. I would like to generate all kinds of reports to
help us do our job, but it is almost impossible to do so. For example, I would like
to have a year-end inventory report.
Janine: Yeah, and a report of all checked-out equipment, by employee.
S.P.: I tell you what we could use, it would be nice to be able provide the employees
with a periodic statement detailing what equipment they have checked out and are
expected to have in their possession.
Oscar: All that is great, but if we really want to cut into our dollar losses on lost, stolen or
damaged equipment, we need that report listing employees having a history of
excessive equipment losses or damage.
Janine: The bottom line is that we seem to collect volumes of records, but we don’t have
any ability to quickly obtain reports or information that we need to do our job.
You: I get the picture. I will certainly see what I can do about that. This was some
really helpful information. I look forward to meeting with each of you over the
next few weeks to learn even more details about your current checkout operations.
But I see we are out of time. So thanks again for permitting me to meet with you.
1/documents--Milestone_1_template_ps.doc
PROBLEM STATEMENT MATRIX
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PROJECT: <insert name of system> |
PROJECT MANAGER: <instructor’s name> |
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CREATED BY: <student name> |
LAST UPDATED BY: <student name> |
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DATE CREATED: MM/DD/YYYY |
DATE LAST UPDATED: MM/DD/YYYY |
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Brief Statements of Problem, Opportunity, or Directive |
Urgency |
Visibility |
Annual Benefits |
Priority or Rank |
Proposed Solution |
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EXAMPLE: 1. The dollar amount of lost, stolen, or damaged tools has exceeded $125,000 per year. |
6 months |
High (Physical Plant Management) |
In the thousands. |
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New Development |
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1/documents--Milestone_1_template_rfss.doc
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<INSERT COMPANY NAME HERE> Phone: Fax: |
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DATE OF REQUEST |
SERVICE REQUESTED FOR DEPARTMENT(S) |
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MM/DD/YYYY |
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SUBMITTED BY (key user contact) |
EXECUTIVE SPONSOR (funding authority) |
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Office |
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TYPE OF SERVICE REQUESTED:
FORMCHECKBOX Information Strategy Planning FORMCHECKBOX Existing Application Enhancement
FORMCHECKBOX Business Process Analysis and Redesign FORMCHECKBOX Existing Application Maintenance (problem fix)
FORMCHECKBOX New Application Development FORMCHECKBOX Not Sure
FORMCHECKBOX Other (please specify ____________________________________________________________
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BRIEF STATEMENT OF PROBLEM, OPPORTUNITY, OR DIRECTIVE (attach additional documentation as necessary)
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BRIEF STATEMENT OF EXPECTED SOLUTION
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ACTION (ISS Office Use Only) FORMCHECKBOX Feasibility assessment approved Assigned to _<name of student>_ FORMCHECKBOX Feasibility assessment waived Approved Budget $ _____________ Start Date __ _____ Deadline _ ___ FORMCHECKBOX Request delayed Backlogged until date: ______________ FORMCHECKBOX Request rejected Reason: ________________________________ Authorized Signatures:_________ _________________________________ Project Executive Sponsor |
2/documents--ECS_Milestone_2_Problem_Analysis_Description.doc
Case Study ‘Equipment Check-Out System’
MILESTONE 2– PROBLEM ANALYSIS
______________________________________________________________________________________________________
Synopsis
There’s an old saying that suggests, “Don't try to fix it unless you understand it.” With those words of wisdom, the next milestone of our project is to study and analyze the existing system. There is always an existing business system, regardless of whether it currently uses a computer. The problem analysis phase provides the project team with a more thorough understanding of the problems, opportunities, and/or directives that triggered the project. Indeed, the analyst frequently uncovers new problems and opportunities. The problem analysis phase may answer the questions, “Are the problems worth solving?'' and “Is a new system worth building?''
The purpose of the problem analysis phase is threefold. First and foremost, the project team must gain an appropriate understanding of the business problem domain. Second, we need to answer the question, “Are these problems (opportunities and directives) worth solving”? Finally, we need to determine if the system is worth developing. The problem analysis phase provides the systems analyst and project team with a more thorough understanding of the problems, opportunities, and/or directives that triggered the project. In the process, they frequently uncover new problems and opportunities.
In this milestone you will perform Cause-Effect Analysis on the Equipment Check-Out System (ECS) and document your findings using the Problems, Opportunities, Objectives, and Constraints Matrix. The PIECES framework, originally developed by James Wetherbe and then adapted by the authors, can serve as a useful tool to classify the various problems, opportunities, and directives identified in Milestone 1.
Objectives
After completing this milestone, you should be able to:
· Perform a Cause-Effect Analysis to be able to thoroughly understand a system’s problems, opportunities, and/or directives that triggered the project.
· Use and understand the PIECES framework for classifying problems, opportunities, and directives.
· Complete the Problems, Opportunities, Objectives, and Constraints Matrix.
· Complete the List of Business Activities based on Requirement analysis.
Prerequisites
Before starting this milestone, the following topics should be covered:
• Milestone 1 Solution
Assignment
Now that we have completed the preliminary investigation of the system and gained approval to proceed, we can attempt to gain a better understanding of the current system.
In this assignment we will use our results of Milestone 1, plus the Case background information and the user interview, in order to perform cause-effect analysis. The results of this activity will provide us a better understanding of the problems, opportunities, and constraints of the current system.
Activities
1. To complete the Problems, Opportunities, Objectives, and Constraints Matrix, using the interview and facts presented in this milestone. Use the PIECES framework as a model to classify the problems, opportunities, and directives.
2. To compile a List of business activities based on business requirements. It has to include the main tasks which have to be implemented.
Deliverable format and software to be used are according to your instructor’s specifications. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 2”.
References and Templates
• Problems, Opportunities, Objectives, and Constraints Matrix Template
• Transcripts of Interviews with Equipment Depot staff o Exhibit 1.1
∙ Exhibit 2.1 (see below)
Deliverables:
Problems, Opportunities, Objectives,
and Constraints Matrix: Due: __/__/__ Time:________
List of Business activities: Due: __/__/__ Time:_______
ADVANCED OPTIONS
Write a System Improvement Objectives and Recommendations Report for the phase. This deliverable was not discussed in the narrative because students need to be exposed to modeling (data, process, & interface), before this report can be completed. For those ambitious individuals who are familiar with those skills and wish to be challenged, use the detailed study report outline found in Chapter 5 of the textbook, as a guideline. Another advanced option is to develop one or more fishbone diagrams for problems outlined in the case. To complete this advanced option, you may need to make some assumptions about causes and effects.
System Improvement Objectives
and Recommendations Report: Due: __/__/__ Time:_______ Fishbone Diagrams Due: __/__/__ Time:_______
Milestone’s Point Value: ____
Exhibit 2.1
The following is a transcript of an interview between Dan Stantz’s staff and you, a systems analyst from Information Systems Services (ISS). Your goal for this initial interview is to obtain facts about the problems and opportunities that have triggered the Equipment Check-Out project request, plus other general information that could help prepare the Problems, Opportunities, Objectives, and Constraints Matrix.
Scene: The Equipment Depot. You have scheduled to meet with the Equipment Depot staff just after the 3:00 PM shift change when Oscar Barrett finishes work and Janine Peck starts her shift. S.P. Marsh, the third shift employee has agreed to come in for the meeting. You are sitting on stools behind the counter.
Dan: Good morning!
You: Well it looks like everyone is here. I'm sorry to be delaying Oscar's getting home
for the day. I'm especially sorry S.P. had to make a special trip in.
S.P.: That's OK. This is about when I wake up anyway. Oscar said he was going to buy
me breakfast.
You: Well, thank you anyway. If anything, this underscores how important this
proposed system is to you and to the company. I assume that Mr. Stantz has clued
each of you in on the project that I am working on?
S.P.: Yes, Dan told us. (The others nod.) We certainly need the help.
You: I hope I can help you. I’ve been charged with developing a new system, probably
computer-based, to help streamline equipment check-out. But clearly I can’t do
anything until I understand how your current system operates. Mr. Stantz gave me
an overview of the operations, but I need to learn more so that I truly understand
what you are trying to do, the problems you face, and opportunities for making
some improvements.
Oscar: I don’t know about the others, but I would be willing to stay here all night if that
is what it takes to get things straightened out around here. I’m glad you showed
up about a half hour early. Did you notice the long line of employees and how
busy we get?
You: Yes, I did. I assume those employees were returning equipment they had checked
out earlier in the day?
Oscar: Yes and no. Some were returning things they had checked out days, even months
ago. And then some of them were checking out equipment they are going to need
for tomorrow’s jobs.
Janine: And some were both checking in and checking out.
You: According to Mr. Stantz it sounds like you have the same rush of employees at the
beginning of the shift.
Oscar: Yes. The first and last half hour of each shift we get overwhelmed with
employees wanting to check in or check out equipment. That's why we each
generally get in early and clock out late – so we can help each other handle the
load. It still is discouraging that it takes so long to process a check-in or check-out
– anywhere from 2 to 5, maybe 10 minutes to process a check-out, and about 2
minutes to process a check-in. We get the feeling that the employees have come
to really resent us and are unhappy with the service provided by the Equipment
Depot.
S.P: But you should understand that we do a lot more than just check equipment in and
out.
You: I'm sure you do. Perhaps first I should get a better understanding of your overall
operations. Could you begin by identifying all the transactions that the Equipment
Depot must handle? In other words, what events take place that trigger the need
for you people to complete some type of task? I think we have identified the first
two – equipment check-in, and a check-out.
S.P.: For one thing, I periodically receive an employee hiring notice from a supervisor.
(S.P. walks over to one of several black notebooks labeled Maintenance Employee
Records and opens it up. It contains a simple one-page form labeled GB
Manufacturing Maintenance Employee Registration.)
The notice looks like this. It has some general information about the employees
such as their ID, name, skill classifications, building they are assigned to,
supervisor, and other details. We must have one of these records before an
employee is authorized to check out equipment. I would estimate there are more
than 200 employee registrations that we maintain. The supervisor usually brings
this notice to us and introduces the new employee. This is a simple task. I merely
alphabetically insert the form into the notebook.
You: Could I get a photocopy of several of those. You can mark out the names if you
want.
S.P.: Let me clear it with Dan first. But I don't see why not.
Oscar: The supervisor may also send us a skill classification update notice, which
requires me to update an employee’s registration form.
S.P.: And of course, the supervisor will provide us with employee termination notices.
In fact, I received one this morning. These are difficult to process. If I’m lucky, I
can process one in about 10 minutes. We have to go through and examine the
check-in and out records for that employee to decide what equipment the
employee has in his or her possession and communicate that to the supervisor. Employees who are quitting usually check in their equipment on their last day. But if they are fired, we rely upon the supervisor to get the equipment and check it in to us. They tend to not be very prompt and reliable in doing that.
Janine: Now S.P., let’s not do any finger pointing.
S.P.: Sorry, but it is true.
You: What else do you folks process?
Janine: When employees aren’t here turning in equipment, I am frequently busy with ordering new equipment.
You: What triggers or initiates the need to order new equipment?
Janine: Usually it is the supervisors. They may have a job that requires a special piece of
equipment. If they or the employee tries to check out the needed equipment and
we don’t carry it, the supervisor submits a new equipment request. Sometimes we
initiate a request when an employee reports losing a tool.
You: Then that starts a Purchase Order cycle with the Accounts Payable department
getting involved?
Janine: No, thank goodness. That's the way we used to do it, and it took forever to scan
through vendor catalogs and find the cheapest price. But about six months ago we
signed a contract with equipmentdeals.com to be our exclusive supplier. The three
of us are authorized to buy anything they have as long as we don't go over budget.
You: So this equipmentdeals.com is the cheapest?
S.P.: They may not be the lowest cost on every single item, but with the contract that
was negotiated we have significant yearly savings. Plus we save a lot of labor for
Accounts Payable and us.
You: So this new system doesn't have to do anything with purchasing?
Janine: I wouldn't say that. Once we place an order it will take a couple days to a couple
weeks to come in. The supervisor or employee may call us several times to check
the order status. When the order comes in, then need to notify the employee who
wanted it so he or she can check it out. Right now we keep a log with information, but it doesn't work very well.
You: Okay. I'll see what I can do about that.
S.P.: Related to that, when we purchase equipment to replace something an employee
lost, we record the cost on the original check-out sheet so we have a record of it.
Oscar: Then when an employee finds lost equipment, we try to take care of it. Let me
emphasize the word “try.”
Janine: Right. Sometimes we can locate the owner of the equipment, update their
checkout records, and notify them that the equipment has been found. More often
than not the equipment that is returned cannot be identified. Going through our
check-in and check-out forms to match them with the employee is too tedious.
You: Can't you match them by serial number or something?
Oscar: I can on the big pieces that we track by serial number – things like air
compressors and compound miter saws. But we have a lot of small things, such as
specialize router bits, that don't have a serial number and are to small to attach
one to. We call those untracked equipment, because we don't track them
individually. That also applies to inexpensive pieces, such as drills, that just aren't
worth tracking individually. A drill is a drill.
You: So how do you match up a found drill with a lost drill?
Oscar: Sometimes I can make an educated guess though. I can locate any submitted
reports of lost equipment and see if it appeared on the report. But I frequently find
that there are multiple employees that reported a similar piece of equipment
missing, such as a drill or router.
You: What else do you do?
S.P.: We also follow up on damaged equipment returns. Some can be repaired. I have
to see to it that the equipment is sent out for repair and then make sure we get it
back. We record the repair cost on the original check-out sheet so we have a
record of the employee who caused the damage.
You: So you track repair costs and lost equipment costs by employee?
S.P.: I wish. The supervisors always want to identify the employees who seem to have
the most damage and most lost equipment. There’s no way we could go through
all those records that manually. Maybe you can build that into your system.
You: I’ll see what I can do. At some point I will need to learn the details about how
each of you processes those transactions. For now let’s move on to some other
items. I would now like to gain a little better understanding of the records or files
you maintain. Can you tell me a little about them? I saw the employee notebooks.
Are there others you can tell me about?
Janine: I can’t think of anything that wasn’t already mentioned.
Oscar: Me neither.
You: Okay then. That list of employees with damages or lost equipment leads us into
the topic of reports. Do you generate any reports?
Oscar: Very few—and that’s the problem. I would like to generate all kinds of reports to
help us do our job, but it is almost impossible to do so. For example, I would like
to have a year-end inventory report.
Janine: Yeah, and a report of all checked-out equipment, by employee.
S.P.: I tell you what we could use, it would be nice to be able provide the employees
with a periodic statement detailing what equipment they have checked out and are
expected to have in their possession.
Oscar: All that is great, but if we really want to cut into our dollar losses on lost, stolen or
damaged equipment, we need that report listing employees having a history of
excessive equipment losses or damage.
Janine: The bottom line is that we seem to collect volumes of records, but we don’t have
any ability to quickly obtain reports or information that we need to do our job.
You: I get the picture. I will certainly see what I can do about that. This was some
really helpful information. I look forward to meeting with each of you over the
next few weeks to learn even more details about your current checkout operations.
But I see we are out of time. So thanks again for permitting me to meet with you.
2/documents--ECS_Milestone_2_template_poooc_matrix.doc
Case Study ‘Equipment Check-Out System’
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2/documents--ECS_Milestone_3_Process_Mod_Part_I_Description.doc
Case Study ‘Equipment Check-Out System’
MILESTONE 3 – PROCESS MODELING- Part I
______________________________________________________________________________________________________
Synopsis
The requirements analysis phase answers the question, "What does the user need and want from a new system?" The requirements analysis phase is critical to the success of any new information system! In this milestone we need to identify what information systems requirements need to be defined from the system users’ perspectives.
The Data flow diagram (DFD) has gained popularity as a technique for expressing system requirements for two reasons:
• It facilitates development, which often leads to building systems that better
satisfy user needs
• Data flow diagrams and narratives are easy for users to understand.
In this milestone you will first uncover external agents, processes and data flows that define the requirements for the proposed system and document that information. You will use that to build the Context Data Flow Diagrams.
Objectives
After completing this milestone, you should be able to:
• Understand and perform the techniques for requirements discovery.
• Determine external agents (external entities) and their relationship with the
System, identify data flows.
• Construct the Context DFD using VISIO.
Prerequisites
Before starting this milestone, the following topics should be covered:
•None
Assignment
Now that we have studied the current system and analyzed some of its problems and opportunities, plus gained approval to proceed, we can now start to identify the business requirements for the system and model them. In this assignment we will use our results of the previous Milestone and transcripts of an interview with the Equipment Depot staff. The results of this activity will identify the system requirements for the proposed system.
Exhibit 3.1 is a copy of the transcript of the interview. Refer to the transcript, sample forms, and results from Milestones 1 and 2 for the information necessary to complete the activities.
Activities
1. Identify External entities and relationship with system
2. Identify data flows
3. Prepare Context level Data Flow Diagram
Deliverable format and software to be used are according to your instructor’s specifications. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 3”.
References
• Transcripts of Interview - Exhibit 3.1 (see below)
Deliverables:
Context level DFD: Due: __/__/__ Time: _______
ADVANCED OPTION
For the advanced option, compile the process description to note processes’ input and output.
Due: __/__/__ Time: _______
Milestone’s Point Value: _______
Exhibit 3.1
Use the following narrative to construct the Context Data Flow Diagram for the Equipment Check-out System (ECS).
The purpose of the Equipment Check-out System (ECS) is to provide maintenance employees with the equipment needed to complete their maintenance jobs.
Employees will occasionally request equipment check-outs.
The Equipment Depot staff will maintain records of those check-outs and provide the employees with the appropriate equipment and an equipment check-out receipt.
When employees have finished with the equipment, the employee must conduct an equipment check-in at the Equipment Depot. In response to the equipment check-in, the Equipment Depot staff will maintain records of the equipment check-in and provide the employee with an equipment check-in receipt.
Occasionally, supervisors will make request an equipment purchase that results in the Equipment Depot staff needing purchase equipment through equipmentdeals.com.
The supplier daily sends an electronic file showing the status of all orders, which will be imported into the system so that the Equipment Depot staff can field status requests from supervisors.
When the Equipment Depot staff receives ordered equipment, they will use the packing slip to verify the shipment and notify the requesting supervisor of their availability.
The Safety Committee will periodically submit a list of employee skill classifications that can safely check-out any piece of equipment.
Supervisors will submit the skill classifications for each employee.
Upon request the system will generate a report for supervisors listing employees having a history of excessive equipment losses or damage.
Upon request the system will generate for employees a statement detailing what equipment they have checked out and are expected to have in their possession.
3/documents--ECS_Milestone_4_Data_Mod_Part_I_Description.doc
Case Study ‘Equipment Check-Out System (ECS)’
MILESTONE 4 - DATA MADELING – Part I (Logical ERD)
________________________________________________________________________
The requirements analysis phase answers the question, “What does the user need and want from a new system?” The requirements analysis phase is critical to the success of any new information system! In this milestone we need to identify what information systems requirements need to be defined from the system users’ perspectives and draw graphical, logical models to document the data requirements for a new and improved system.
Data modeling is a technique for organizing and documenting a system’s data. Data modeling is sometimes called database modeling because a data model is usually implemented as a database. Data is viewed as a resource to be shared by as many processes as possible. As a result, data must be organized in a way that is flexible and adaptable to unanticipated business requirements – and that is the purpose of data modeling.
In this milestone, you will first discover those entities in the system that are or might be described by data. Then you will define each entity you identify in respect to the business in an Entity Definition Matrix. Then you will do the data model tutorial in doc sharing that will prepare you for doing the logical entity relational diagram (ERD).
Objectives
After completing this milestone, you should be able to:
• Understand and perform the techniques for entity discovery.
• Define each entity with respect to the business and complete an entity definition
matrix.
• Perform the necessary data modeling techniques to organize and document the
data requirements for the proposed system.
• Construct the Context data model (Logical ERD).
Prerequisites
Before starting this milestone, the following topics should be covered:
• Milestone 1-3 Solutions
Assignment
Now that we have studied the current system and analyzed some of its problems and opportunities, plus gained approval to proceed, we can now start to identify the business data requirements and graphically model them. In this assignment, we will use our results of the previous milestones, samples of forms we have collected, and a copy of a transcript of an interview with Dan Stantz’s staff. The results of this activity will identify the business data requirements for the proposed system.
Activities
1. Complete an Entity Definition Matrix. Analyze each of the forms referenced by the user interview and make assumptions where necessary. (Note: While it is appropriate to make assumptions, you should document those assumptions and include them in your submission to your instructor.) If you create the matrix in Excel, paste it into a Word document prior to submission.
2. Complete the Visio tutorial which walks you through how to create an Entity
Relationship Diagram (ERD), located in Doc Sharing.
When you have completed the tutorial, paste the diagram you have created to the end
of the Word document that already holds your Entity Definition Matrix.
3. Prepare a Context Data Model.
Deliverable format and software to be used are according to your instructor’s specifications. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 4-Part I”.
References
• Milestone 1-3 Solutions
• Case Study Introduction
• Transcripts of Interviews with Equipment Depot staff o Exhibit 4.1
• Exhibit 4.2-4.4 (see below)
Deliverables:
Entity Definition Matrix: Due: __/__/__ Time:_______
Context Data Model: Due: __/__/__ Time:_______
ADVANCED OPTION
For the advanced option, assume that the proposed system must also handle the tracking accounts receivable and payments on customer statements. Your instructor will specify additional system requirements for this part of the system. Modify your initial Entity Definition Matrix to be able to handle this system requirement.
Entity Definition Matrix: Due: __/__/__ Time:_______
Milestone’s Point Value: _______
Exhibit 4.1
The following is a copy of the transcript of an interview between you and Oscar Barrett. The goal of this interview was to obtain sample forms used for processing check-ins and check-outs and to be able to ask questions about them in order to discover data entities of the business system.
Scene: You have arranged to drop by the Equipment Depot to pick up samples of forms used to process check-ins and check-outs. Oscar Barrett was willing to collect them and answer any questions that you might have.
Oscar: Hi. I assume you are here to pick up the forms.
You: Yes. Is this a good time?
Oscar: Sure. Here are the forms. Any questions?
You: Let’s see . . . I see check-outs on this form (see Exhibit 4.2) but no return. Does
that mean that equipment is still out?
Oscar: No. Each time an employee comes to the Equipment Depot counter to conduct
business with us, we pull one of these forms out and record all the check-in and/or
check-out activity they wish to perform during that visit. It is not intended to be
reused when they come back. I’m not sure why we couldn’t use it that way, we
just don’t.
You: I see. So the “date” refers to that day’s record of check-in and check-outs for the
employee?
Oscar: Well, it is simply the date they are checking in or out the equipment. I know it is a
little confusing. Let me give you an example. We would use one of these forms to
record all the check-ins and check-outs an employee did in the morning. If that employee returned in the afternoon to return equipment, we would use a new form.
You: Just curious. Why wouldn’t you just pull the form when they come back in and
update it?
Oscar: Time! It takes time to look up the form. We do file these, but sometimes they
don’t get filed right away. We want to get the employees taken care of as quickly
as possible. So it is easier to simply fill out a new one for each visit.
You: But if the new system made it easier to find those records and update them?
Oscar: Yeah, that might make the whole system work better.
You: OK. What is this “employee ID”? Does the Maintenance Department assign that?
Oscar: That is the GB Manufacturing employee ID. All maintenance employees wear an
employee ID badge that has their ID and photo. We started that two years ago. It
makes things go more quickly. We don’t have to wait for them to pull out their
wallets and look up their ID. We can just read it.
You: Do you have to record both the “equip ID” and the “description”?
Oscar: If it is tracked equipment we record the serial number. Those are the equipment
we want to specifically track and know who has it.
You: I remember. You have tracked and untracked equipment. Some pieces are too
small for an equipment ID and some are too inexpensive to be worth tracking.
Oscar: Exactly. Let’s say we have a particular air compressor and its serial number,
123456789, is stamped on the side. That is an expensive item. We want to track it.
We want to know that John Doe has checked out that particular air compressor.
We want to know where that particular air compressor is at all times.
You: OK. And you call that tracked equipment?
Oscar: Right. That nailer on the second line is tracked.
You: So what is the “equip id” on the router and bits?
Oscar: We still give everything a numeric ID. It helps us identify them when we are
sorting through all these forms. But if we have 10 router and bits sets, they all
have the same ID. 1425 means a router and bit set.
You: But if that number isn’t stamped on the equipment as a serial number is, how do
you know its number for the form?
Oscar: Oh, we just know most of them. You’d be surprised what sticks in your head over
time. But those numbers are also printed on each bin.
You: Bin?
Oscar: Storage bin. All the untracked equipment is organized and stored in numbered
storage bins. Bin A48, I think, holds all the router and bit sets, and right on the
front of the bin is a card that says Equip ID 1425.
You: Is the tracked equipment also stored in bins?
Oscar: No. Most of them are too large to fit in bins. They are stored in a particular aisle.
You: And you keep all this storage information in your head?
Oscar: We know where all the most popular equipment is stored. But for uncommon requests we refer to this storage list. (see Exhibit 4.3) It shows the aisle or bin location of each kind of equipment. This is just part of it. You can have that.
You: Does some information system generate this list?
Oscar: Just a word processor.
You: What is this “type” column?
Oscar: We categorize the equipment –carpentry, welding, plumbing, machine tools, etc. We have so machine pieces of equipment that those type codes really help us when we’re searching for a particular piece.
You: OK. One more time, let me make sure I understand tracked versus untracked. On this check-out form you know that this employee checked out a router and bit set. But you don’t know which router and bit set.
Oscar: Right. We know which nailer but not which router. Here’s another example and this might clear things up for you. Let’s say that an employee wants checks out a wrench. A wrench is relatively inexpensive. Also, it is virtually impossible to track. A particular wrench does not have a serial number on it! But since it is relatively inexpensive and virtually impossible to track, we don’t even attempt to do so. We simply want to keep track of the fact that the employee checked out a wrench. We don’t care which wrench. We only care that we get the wrench back.
You: OK. Two kinds of equipment and slightly different information kept for each.
But everything has an Equip ID.
Oscar: Right. For tracked equipment we only have one piece with that Equip ID. With
untracked we could have several.
You: Do you need the system to track the quantity you have of each kind of equipment?
Oscar: Good question. We haven’t until now. If someone calls us up see if we have
something in stock we just put him or her on hold and go look. But it would be
nice if the computer had a total and could subtract the outstanding loans.
Sometimes I’ve suspected people of sneaking in here and raiding our inventory.
And maybe your system could even allow people in another plant to check our
inventory online before they trudge over here.
You: We’re still working out the system requirements. I’ll write that down. Let’s finish
the check-out form. I assume “qty in” and “qty out” for large equipment is always
one?
Oscar: That’s correct . . . in fact sometimes we don’t even enter a quantity, since it can’t
possibly be more than one.
You: Is “damage” recorded for check-ins or for check-outs or for both?
Oscar: Just for check-ins. If something is damaged enough to not work properly we fix it
before it goes out again. Minor damage we just ignore. We don’t care what it
looks like as long as it works.
You: OK. Now this employee registration…(see Exhibit 4.4) looks pretty
understandable. I see you track supervisor.
Oscar: Right. If someone isn’t returning something we go to the supervisor.
You: Are supervisors also employees?
Oscar: Yes. All the maintenance supervisors have to work with their hands, too. So they
often check-out equipment. They each have supervisors, but that is one of the
maintenance managers.
You: And the supervisor of the maintenance managers is Mr. Venkman.
Oscar: Right.
You: And the classification?
Oscar: That is the employee’s skill classification. Right now we just eyeball that and
make sure the equipment being checked out is appropriate for that skill
classification.
You: But Mr. Stantz said he wants the new system to track a skill class for each type of
equipment and restrict check-outs to employees having that class.
Oscar: Sounds good. But remember that many pieces of equipment could be safely used
by employees with any of several skill classifications.
You: That would be a really important point. OK, one last thing. We don’t have a form
for the purchases, do we?
Oscar: No. Thankfully, that is all paperless. The only problem with is that the Item IDs
used by equipmentdeals.com are not the same as our Equip IDs. That makes
tracking orders a pain.
You: I have some good news on that. Equipmentdeals.com has a way to build us a
custom web store with our equipment IDs. Plus they can put our order status info
into XML that we can use to update our own internal database.
Oscar: I didn’t understand all that. But if you’re saying this solves my order tracking
problem, I’m all for it.
You: I think it will solve your problem. You’ll be able to view outstanding orders right
within our system.
Oscar: Great!
You: Well, believe it or not, that’s all my questions for now. Thanks for your time.
Oscar: Anytime. I’m excited about this new system.
Exhibit 4.2
Exhibit4.3
Exhibit 4.4
4/documents--ECS_Milestone_4_Data_Mod_Part_II_Description.doc
Case Study “Equipment Check-Out System (ECS)”
MILESTONE 4 - DATA MADELING - Part II (Physical ERD)
________________________________________________________________________
Data Modeling and Analysis (continued)
This week you are building on the previous week’s activity. Please make sure to review the Milestone 4, Part I Solution (located in Doc Sharing) before continuing with the Milestone 4, Part II activity. The synopsis below is the same as the synopsis for Week 4. It is shown below for your convenience.
The requirements analysis phase answers the question, “What does the user need and want from a new system?” The requirements analysis phase is critical to the success of any new information system! In this milestone we need to identify what information systems requirements need to be defined from the system users’ perspectives and draw graphical, logical models to document the data requirements for a new and improved system.
Data modeling is a technique for organizing and documenting a system’s data. Data modeling is sometimes called database modeling because a data model is usually implemented as a database. Data is viewed as a resource to be shared by as many processes as possible. As a result, data must be organized in a way that is flexible and adaptable to unanticipated business requirements – and that is the purpose of data modeling.
In this milestone, you will first discover those entities in the system that are or might be described by data. Then you will define each entity you identify in respect to the business in an Entity Definition Matrix. Then you will do the data model tutorial in doc sharing that will prepare you for doing the Fully-Attributed data model (Physical ERD) for ECS.
Objectives
After completing this milestone, you should be able to:
• Understand and perform the techniques for entity discovery.
• Define each entity with respect to the business and complete an entity definition
matrix.
• Perform the necessary data modeling techniques to organize and document the
data requirements for the proposed system.
• Construct the Fully Attributed data model.
Prerequisites
Before starting this milestone, the following topics should be covered:
• Milestone 1-3 Solution
• Milestone 4, Part I Solution
Assignment
Now that we have studied the current system and analyzed some of its problems and opportunities, plus gained approval to proceed, we can now start to identify the business data requirements and graphically model them. In this assignment, we will use our results of the previous milestones, samples of forms we have collected, and a copy of a transcript of an interview with Dan Stantz’s staff. The results of this activity will identify the business data requirements for the proposed system.
Activities
1. Create a Physical ERD (Fully-Attributed data model) for the ECS case.
Deliverable format and software to be used are according to your instructor’s specifications. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 4-Part II”.
References
• Transcripts of Interviews with Equipment Depot staff o Exhibit 4.1 (see Milestone 4, Part I Description)
• Exhibit 4.5 (see below)
Deliverables:
Fully-Attributed ERD: Due: __/__/__ Time:__________
Exhibit 4.5
Below are the attributes for all the tables to the Milestone 4, Part I Solution. Your job is to identify which attributes belong to which entities. Remember that you must specify in your tables when creating them, each entity’s primary key. When you link two tables, Visio will create the foreign key automatically for you in the child table. Be sure to review the Fully-Attributed ERD tutorial before you begin. Remember that foreign keys go always in the child table (crows feet side).
Attributes:
EquipRepairCost, EmployeeID, DateOrdered, EmployeeLastName, CheckOutID, DateCheckedOut, PurchaseRequestDate, PurchaseRequestReason, ExpectRtnDate, EquipName,BuildingName, PurchaseOrderNum, EquipVendor, EquipDamage, QtyOrdered, PurchaseRequestEquipID,DateReceived, CostPerUnit, EquipID, EquipSerialNum, EquipAisle, ClassID, ClassDescription, EquipRepairID, EquipRepairDate, EmployeeFirstName, PurchaseRequestID, CheckOutID, EquipmentID, EquipmentDescription, QtyCheckedOut, EmployeeOfficePhone, EquipBin, BuildingID
5/documents--ECS_Milestone_5_Process_Mod_Part_II_Description.doc
Case Study ‘Equipment Check-Out System (ECS)’
MILESTONE 5 – PROCESS MODELING - Part II (Exploded DFD)
_______________________________________________________
Part 1
Synopsis
1. Level 0 Data flow Diagram
T
he requirements analysis phase answers the question, ‘What does the user need and want from a new system?’ The requirements analysis phase is critical to the success of any new information system! In this milestone we need to identify what information systems requirements need to be defined from the system users’ perspectives.
The Data Flow Diagram (DFD) is a graphical representation of system which shows systems structure and components. The DFD shows how the data transforms in the system, what the source of the input is and what is the destination. Also, the DFD presents data structure and how it’s stored.
In this milestone you will explode the Context level DFD to Level 0 DFD to show sub-systems (processes). The Level 0 DFD shows internal data stores and how data flows through the processes.
2. Child diagram definition
C
hild level diagrams show details and are built till needed level of details is reached. First, we show the information system as a single process on the Context diagram. Then, we decompose and show more details until all processes are functional primitives. Not all processes are exploded to the same number of levels- it’s not required to explode all processes to the same level. The main target is to reach the functional primitive which will be translated into units of program code.
Objectives
After completing this milestone, you should be able to:
1. Create a Level 0 (System) Data Flow Diagram
2. Create a Child Data Flow Diagram
Prerequisites
Before starting this milestone, the following topics should be covered:
Assignment
As a systems analyst or knowledgeable end-user, you must learn how to draw data flow diagrams to model business process requirements. The preliminary investigation and problem analysis phases of the methodology have been completed and you understand the current system’s strengths, weaknesses, limitations, problems, opportunities, and constraints. You have already built the Context models (Milestone 3) to document business requirements for the new system. You now need to build the Level 0 (System) DFD and corresponding process models.
Activities
1. Develop Level 0 DFD. Make assumptions where necessary.
2. Draw one Child Diagram using the Level 0 diagram.
3. Continue decomposition of one process up to primitive processes (Level 2, Level 3, etc.)
Deliverable format and software to be used are according to your instructor’s specifications. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 5-Part II”.
References
• Context Data Flow Diagram Narrative – Exhibit 5.1
Deliverables:
Level 0 Data flow Diagram
Due:__/__/__
Time:______
Child level diagrams: Due: __/__/__ Time:_______
ADVANCED OPTIONS
Advanced option is to develop Child diagrams for all processes in Level 0 DFD.
Child level diagrams: Due: __/__/__ Time: _______
Milestone’s Point Value: ____
Exhibit 5.1
The following is a copy of the transcript of an interview you, a systems analyst from Information Systems Services (ISS), conducted with Oscar Barrett, Janine Peck, and S.P. Marsh of the Equipment Depot. The goal of this interview was to determine requirements for the proposed system.
Scene: The Equipment Depot. You have scheduled to meet with the Equipment Depot staff just after the 3:00 PM shift change when Oscar Barrett finishes work and Janine Peck starts her shift. S.P. Marsh, the third shift employee has agreed to come in for the meeting.
You: Well, here we all are again. I promise you I won’t be meeting with you to death.
Oscar: That’s OK. We want to help make sure the system does what we need.
You: Good. That is really my goal for this meeting. I want to get consensus on
everything the Equipment Check-Out System needs to do and who will be using
each parts of that functionality. I already know the basic functions for the system.
Employees need to check-out equipment and check it back in. But I was
wondering if you envisioned you doing the data entry or employees?
Oscar: We were talking about that. We are thinking of having two terminals here and
letting employees do their own check-outs with the system verifying the skill
classification and the equipment availability. It will generate a receipt they’ll
bring to us so we can actually fetch the tool. But we’ll have to check-in to verify
that they are actually bringing the tool back. That would speed us up.
You: Sound good. Now what if the employee loses the equipment he or she checks out?
Janine: That’s a real pain. Sometimes employees report that they lost something. But
more often than not they don’t report it, hoping they’ll find it in a few days.
You: So if they do report it, do you do anything?
S.P.: Not initially. If someone needs that equipment and it is still lost, we may have to
purchase a new one. In that case we try to mark the original check-out slip with a
note of the lost and the cost of the replacement.
Janine: We do the same thing if employees checks in equipment they have damaged. We
send it out for repair and mark the original check-out slip – if we can find it. But
you’re going to solve all our finding problems, right?
You: I’ll do my best. What about when lost equipment is later found?
Oscar: Conceptually, it’s the same as a check-in, assuming we can match it with a check-
out. Actually, a little more goes on. If a replacement has been ordered because of
the loss, we erase it.
S.P.: I say we shouldn’t erase it. The replacement is an expense the company wouldn’t
have had if the employee hadn’t lost the equipment in the first place.
Oscar: Dan Stantz is in the process of making a ruling on that. With this new system
we’ll actually be able to monitor employee losses for the first time, so now we’re
thinking through the issues.
You: I think I see a loophole. If an employee loses or steals equipment and never
reports it and no one notices a need to order a replacement, then you don’t have
any way to identify that as a loss.
Janine: You’re right. We were just discussing that the other day. The solution we came
up with was that we should generate a report of equipment checked-out for more
than 30 days. Then we’ll contact the supervisors and have them check it out.
You: That brings up another question I had. I think you also wanted a procedure to
locate who had a specific piece of equipment?
Oscar: That would save us loads of time.
You: OK. Now I need to ask about the skill classifications. What are all the events
related to that?
Oscar: OK. The Safety Committee meets periodically sends us what’s called a
Restriction Notice. It just specifies the allowable skill classifications for each
piece of equipment. When a new employee is hired, the supervisor makes a skill
classification determination and communicates that to us as well.
S.P.: And sometimes employees get their skill classifications upgraded. Supervisors
then send us notice of that as well.
You: And what you do in setting the skill classification for a new employee is
essentially the same as changing the skill classification for an existing employee?
Janine: That’s right. And don’t forget that we have to take employees out of the system
when they quit or are fired.
You: Got it. Now what about purchases? You said last time that both you and
supervisor submit purchase requests and that you order equipment. Are those two
separate events?
S.P.: Well, yeah.
You: Let me ask it this way: Do you track separate information on a request versus an
order or do different things?
S.P.: I see what you are asking. Yes, we need a reason for the request – whether it is a
replacement or a brand new kind of equipment for a specific job or whatever.
Then the order is a separate step.
You: Then after the order is placed?
Janine: As we said last time, right now we field calls from supervisors asking the status
of the order. We would like the system check the status.
You: I was wondering about that. You couldn’t just check the status through their web
site?
S.P.: It gets really slow. I don’t know if it is our connection speed or something on their
web site. But if we could somehow download that status data, it would be great.
You: I’ll see what I can do in the nearest future. But their web site wouldn’t know when
an order actually comes in our door. So you’ll need some way to enter that
manually.
Oscar: I suppose it does. I think you are starting to understand this system.
You: Well, I hope some. Have we discussed everything the system needs to do?
Janine: We mentioned some other reports in our last meeting.
You: Right. I already have that information, so I won’t have to ask you about it again.
If you can’t think of anything else, then I think that is it for now. Thanks again for
your help.
Oscar: Hey, thank you.
S.P.: Yeah, thanks.
Janine: As you can see, we’re excited about this. Design fast.
Part 2
Synopsis
Each process from primitive DFD may be developed as the individual module.
The software design technique which is based on the composing software from separate, interchangeable components is known as the module.
Modular design is a way to organize the complex system as a set of distinct components. Components may be developed, tested independently and then plugged together.
Modular design is supported by three types of logic:
· Sequential;
· Decision making or control;
· Iteration or repetition.
Sequential – execution of steps one after another.
Decision making - execution of step depends on results of condition or set of conditions. Decision making is also called the selection or control.
Iteration – execution of steps is repeated until the specific condition changes. Iteration is also called as repetition or looping.
In this milestone you will write the Structured English for primitive process.
Objectives
After completing this milestone, you should be able to:
1. Write the Structured English for primitive process.
Prerequisites
Before starting this milestone the following topics should be covered:
1. Child level DFD – Chapter 9
2. Physical level DFD – Chapter 9 and12
3. Structured English – Chapter 9
4. Fact-finding results – Chapter 6
Assignment
The goal of this part of project is to write Structured English.
Activities
1. Write the Structured English for one-two primitive processes. Include sequential, decision making and iteration logics. Your instructor will indicate what specific processes to document.
References:
Previous narratives and supplied forms
Templates
See on-line learning center website for the textbook.
Deliverables:
Structured English: Due: __/__/__ Time:_______
6/documents--ECS_Milestone_5_Process_Mod_Part_III_Description.doc
Case Study ‘Equipment Check-Out System (ECS)’
MILESTONE 5 – PROCESS MODELING - Part III (User Interface)
Synopsis
Management and users make important decisions based on system outputs. Outputs present information to system users. Outputs, the most visible component of a working information system, are the justification for the system. These outputs are produced from data that is either retrieved from databases or, more often, input by users.
Good input and output design can make the difference in whether or not an information system is used effectively. User interface design provides a roadmap or dialog that integrates the inputs and outputs.
In this milestone you will design outputs, inputs, and user interface for the Customer Response System.
Objectives
After completing this milestone, you should be able to:
· Design a GUI output screen and printed computer outputs.
· Design a GUI input screens that use the proper screen-based controls.
· Design a GUI screen that integrates the above outputs and inputs.
Prerequisites
Before starting this milestone the following topics should be covered:
Assignment
The goal of this project is to design outputs, inputs, and a user interface to track employee data.
Activities
1. Design at least one of the following outputs for the Equipment Check-Out System: transaction (external/turnaround), detail report (internal), summary report (internal), and exception report (internal). Your instructor will indicate what specific outputs you are to design.
2. Design at least one of the following inputs for the Equipment Check-Out System: source document, client/server screens (e.g., Windows), and web screens. Your instructor will indicate what specific inputs you are to design.
3. Design a user interface that integrates the above outputs and inputs. [Note: this requirement is for the main system screen and all subsequent screens that may be used to arrive at the screens designed for Activity 1 and 2.]
The above designs should represent prototypes (thus, include sample data in your designs). To develop the prototypes, use any available tool: Visio, CASE tool, personal DBMS (e.g., Access), or RAD tool (e.g., Visual Basic, MS Visual Studio). Your instructor may indicate what specific design tool you should use.
Your instructor will specify deliverable format and software to be used. Deliverables should be neatly packaged in a binder, separated with a tab divider labeled “Milestone 5-Part III” and accompanied with a Milestone Evaluation Sheet.
References:
Previous narratives and supplied forms
Optional
Guidelines or additional technical requirements such as data dictionary.
Templates
See on-line learning center website for the textbook.
Deliverables:
Input Design Form: Due: __/__/__ Time:_______
Output Design Form: Due: __/__/__ Time:_______
User Interface Form: Due: __/__/__ Time:_______
Milestone’s Point Value: _________
