You are applying for a system analyst role in Game Technology. The potential role is of an intern systems analyst where you report to the IT director, Mike McGee. You would work with two systems analysts: Lauren Jacksina and Cathy Ross. Lauren and Cathy both report to Felesia Stukes, manager — IT development, who reports to Mike. Joe Turner, manager — IT operations also reports to Mike. Dawn Rountree, database administrator, and Greg Wade, network administrator, report to Joe
1. How many different IT roles can you identify in the scenario above, list all of them and also identify the name of the person in each role in the scenario above?
2. What are the roles and responsibilities of a system analyst?
From the above diagram which is essentially a visual process flow of a Cash flow delivery process system. The customer is authenticated at the DDS app and post which a vendor instruction is created with funds set for earmarking as the CBS .The vendor id and confirmations is sent to the customer and cash is paid to the delivery courier person who delivers it to the customer and send a confirmation to the DDS app system, which also send a final status to the relationship manager and relevant document is sent to the vendor. How many types of Information systems can you identify? Note some of your answer regarding the information system maybe a combination of both 1. List and identify the different components of an Information System in the Diagram 2. Categorize them according the type of information system mentioned in Slide 9 of the Workshop and justify your answer for each of them.
Read the below case study on Hudson Kayak and answer the Questions.
Hudson Kayak Adventures (HKA) offers ecotourism and kayak rentals along the Hudson River.
Steve and Linda Lane are avid kayakers and amateur naturalists who spent many weekends exploring the Hudson River’s numerous creeks and tributaries. Steve was a sales representative and Linda worked as a freelance Web designer. Two years ago, Steve’s division was purchased by a rival company, which announced plans to move operations to another state.
Rather than relocate, the Lanes decided to launch HKA. They reasoned that Linda could continue her work, which would provide some income while Steve tried to build HKA into a profitable business. Steve and Linda are convinced that the ecotourism market will expand greatly, and they look forward to sharing their experience and knowledge with others who enjoy nature and kayaking.
Hudson Kayak Adventures advertises in regional magazines and maintains a Web site, which Linda designed. At this time, no other kayak rental firms operate within 20 miles of HKA’s location. Customers say that the HKA site is attractive and informative, but the Lanes are not sure it is attracting new business. So far, the Lanes’ plan is working out well. HKA rents space at a nearby marina, where Linda runs the office and operates her Web design business. She also handles rentals when Steve is giving lessons or busy with a tour group. On summer weekends and holidays, Janet Jacobs, a local college student, handles telephone inquiries and reservations.
HKA’s inventory includes 16 rental kayaks of various types, lengths, and capacities, eight cartop carriers, and a large assortment of accessories and safety equipment. Based on customer requests, Linda is considering adding a selection of books and videos about kayaking and ecotourism.
HKA has three main business segments: rentals, instruction, and guided tours. Most customers make advance reservations for scheduled tours and instruction sessions, but sometimes space is available for last-minute customers. Rentals are split evenly between reservations and walk-in customers.
Reservations are entered in a loose-leaf binder, with separate tabs for each business activity. Linda also created a Microsoft Access database to record reservations. When she has time, she enters the reservation date, the reservation details and kayak type, and the customer information into a table, which is sorted by reservation date. Each day, she prints a reservation list. For quick reference, Linda also displays kayak availability on a wall-mounted board with color-coded magnets that show the available or reserved status of each rental kayak. In addition to the database, Linda uses an inexpensive accounting package to keep HKA’s books.
Although the HKA database handles the basic information, the Lanes have noticed some drawbacks. For example, reservations for guided tours or instruction sessions sometimes conflict with Steve’s or Linda’s availability. The Lanes also would like to get more information about rental patterns, customer profiles, advertising effectiveness, and future business opportunities. Steve and Linda have talked about updating the system, but they have been too busy to do so.
What type(s) of Information System(s) does HKA use? Do these systems support its current and future business objectives? Why or Why not?
What are the Phases of SDLC in Waterfall? Who was Barry Boehm and what did he have to say about spiral model?
When would you choose a V model approach rather than Waterfall or Agile? Explain?
What is Scrum? Draw the scrum process and also explain the each of the items in the Scrum process? Question 4
Case Study - Smoky Mountain Adventures
Linda Mohr and Tracy Gaines launched Smoky Mountain Adventures(SMA) five years ago with little more than a Web page and a phone number. As mothers of small children, they were interested in a business that would allow time for their favorite activity—spending time in the Great Smoky Mountains. Several years of experience in renting vacation homes resulted in the creation of a small business that currently manages rentals for 24 cabins in the Smoky Mountains of North Carolina and Tennessee. SMA does not own the cabins, only manages the administration and rental of cabins for the owners. The Great Smoky Mountain National Park is one of the most visited parks in the country with two peak tourist seasons in the summer and winter with the ever increasing popularity of skiing. With some guidance from friends, Linda created a basic Web site that details the properties. The Web site includes photos of the properties, rates, and availability as well as Smoky Mountain Adventures’ telephone number. Linda keeps the Web site up-to-date on a weekly basis off season and on a daily basis through the peak seasons. Linda and Tracy both show the properties to prospective renters.
Tracy manages the financial and logistical sides of the business. She maintains a simple spreadsheet to keep track of numerous activities associated with business operations. For each property she schedules the arrivals and departures of customers, and schedules local cleaning crews to clean each cabin after departure. The spreadsheet is also used to keep track of preparation, delivery, and follow-up of rental contracts, and the collection of deposit and balance checks. After checkout, she records the inspection and cleaning reports from the cleaners to determine the disposition of security deposits.
After last summer ended and school was back in session, Tracy and Linda met over coffee.
Linda: Another summer gone, ski rentals will begin in December. This was a tough year! I am exhausted! I know there has to be a better way to make this work.
Tracy: I don’t know. The spreadsheet is working alright. I guess, sometimes, I wish I didn’t have to re-enter information over and over again. Maybe I should look into transferring the data over to an accounting program or a database program. I guess they may be a better way to go.
Linda: I think we have enough experience now, and we should be able to tap into our existing customer base and get rentals set up for next year. If we rent to existing customers, then we can eliminate the step of showing the properties, or at least reduce the amount of time and effort that we have been putting into the showings.
Tracy: If we change over to a database, I should be able to run a report that would show you which customers have rented which property and when, and which properties are the easier ones to rent.
Linda: Really? That would be great. Is there any chance we could use the database to generate the contracts? That is another hassle that we deal with.
Tracy: I am sure there is.
Linda: I wonder if there are other software programs that will help us be more efficient. I will do some research on the Web. Perhaps we can make better use of the Web site too. Maybe start using e-mail as a way to communicate with the customers and owners, and set up virtual tours.
Tracy: The owners. Don’t remind me! I still have my recap reports to do. I have already convinced myself to look into a database or accounting program. I am swamped with this work. You know, we really need to speak to the owners about maintenance issues too. No one seems to use the same carpenters, AC repair techs, or any other maintenance workers, and the renters just call us instead of referring to the maintenance call instructions for the cabin they are staying in. It really would make sense for us to handle maintenance calls for all the cabins. It would be great to be able to track some of the maintenance issues we deal with, so we can start thinking about how to make maintenance calls a less cumbersome, time-consuming process.
Tracy and Linda decide to hire an IT consultant to design and implement a new system. Describe three possible methodologies and explain the pros and cons of using each method the IT consultant could use?
Give your recommendation on the choice of SDLC methodology to the consultant to design and develop the new information system and justify your choice?
Writing a Business case Present a Business case to your parents requesting him for a Car for your travel to the University
Note the Business case must contain the following
¨Why is there a need for a car
¨ What is the Business case about
¨ How does the car resolve the issues
¨ How much will it cost and how long will it take?
¨ Will there be any impacts to travel to University during the process of buying the car
¨ What are the risks of doing the project? What are the risks of not doing the project?
¨ How will we quantify the benefit after the car being bought
¨ What alternatives do we have?
Kahuna Cleaning SupplyChapter 2
Kahuna Cleaning Supply is a family-run business based in New Haven, Connecticut. The cleaning company specializes in commercial cleaning supplies and business support products for commercial, industrial, and institutional clients in New England and Eastern New York. Kahuna Cleaning Supply originated in response to the growth of the cities of Bridgeport and New Haven from the suburban spread from New York City. The business has grown to fourteen warehouse locations, each with several delivery trucks depending on the volume of sales at each location.
With the stagnant population growth in Connecticut since 1980, Kahuna Cleaning Supply made a concerted effort to expand their market into other areas in the region, first in Connecticut, and then in the broader New England region. The early efforts included increased advertising and an increase in the sales force, with an emphasis on cold calls to potential customers. This strategy proved to be a successful businesses model in the 1990s and early 2000s that allowed them to grow, but recently their growth has been flat.Getting new clients has been difficult in the down economy and existing clients are shopping for better prices.
In 2012, the next generation of Edwards joined the company with the addition of Julia Edwards as the vice president of Kahuna Cleaning Supply. Julia, a graduate of the business school at the University of Connecticut, is full of ideas for bringing Kahuna Cleaning Supply into the 21st century and expanding the customer base to the national arena. She and her father, Charles Edwards, president of Kahuna Cleaning Supply, have different ideas about the paths to follow to ensure the fiscal health of the company. Although both agree that the customer base needs expansion, they disagree on how large this expansion should be. Julia also wants to put an information system in place that can provide a seamless, efficient, and user-friendly environment for their business, with a Web-based component for customers to place and track orders.
Up until now, the sales and office staff has been using a text-based point of sales and warehouse management system for taking orders, putting together shipping and delivery lists, and generating billing information. Recently the financial department has moved to a software package that handles accounts payable and accounts receivable. This new package has expansion capabilities by purchasing additional modules from the vendor. Charles understands spreadsheets, but anything demonstrated to him beyond that has received a negative response because of his limited comfort level with technology. He is also concerned about the impact of an information system on his workforce, some of whom have been at the company longer than he has, and most of whom have limited knowledge of computers. Charles is in favor of adding additional salespeople and expanding the market down the eastern seaboard.
Julia wants to see Kahuna Cleaning Supply moving toward an online presence and a national market. She is interested in exploring the possibility of reducing the traditional sales force and introducing a Web presence that provides information about products and allows potential customers to use online tools to build supply quotes and orders. Her vision is for large clients and janitorial service customers to use an online portal for electronic data interchange (EDI) for orders to replenish their inventory stock.She wants Kahuna Cleaning Supply to use EDI with its suppliers, which will help the company use just-in-time inventory methods and realize savings from manufacturers and improve efficiencies in logistics.
Andrew McClean, the director of sales, is concerned about the direction that Julia is interested in exploring. He has been with the company for over thirty years, and supports Charles Edwards’ ideas for increasing sales by expanding the sales force and the geographical target area. He does acknowledge that there is support from sales people for the introduction of an information system, and that his hesitancy is influenced largely by his discomfort with technology. He also acknowledges that customers have expressed frustration with the time needed to get information about prices and track orders because they have to go through their sales representatives. Sales representatives establish close, personal relationships with their clients, determine the profit margins charged to clients, place orders, and provide most of the customer service.
Anna McNally, the director of finance, would like to see a more integrated solution for following orders from quotes through delivery and billing. She points out that with the multiple solutions currently being used for the various components of orders, errors can be introduced at several points of the process, whenever information moves from one process to another.
Martha Seymour, the director of operations, is happy with the current computerized order process, even though it was implemented many years ago and has not been updated in several years. She is concerned with the fact that orders, inventory, and new stock replenishments from manufacturers do not always match up. Sales people sometimes sell more product than what is currently on hand, and new stock shipments do not arrive in time to get delivered to customers by their need by date. The result of this has caused some customers to be unhappy due to the human errors. Martha does not want to see a change in the delivery process itself, but if the software they are using to synchronize the sales and logistics system can be updated to allow for automatic linking between sales, new stock orders, and delivery, she would be supportive.
Charles and Julia have decided to bring in a systems analyst to evaluate their business situation and whether or not implementing an IT solution for some or all of their business needs make sense. Charles has decided that he will have Julia be the main contact person for this because he does not have the background he feels is necessary to make informed decisions in a timely fashion. They hired Robert Hanover, a systems analyst who does a lot of work for small scale commercial supply companies.
Julia, Charles, Andrew, Anna, Martha, and Robert sit down to discuss the business, and most notably the areas that Julia feels could benefit most from an IT system.
Julia: Robert, I think that the most important issue for our company is coming up with a solution for the fragmented nature of the process that follows orders from placement to delivery. We currently have different solutions in place for quoting prices, taking orders, ordering stock, tracking the orders through the delivery process, and billing the customer. Each one of these subprocesses is separate and distinct, and much of the information that follows an order from start to finish has to be entered multiple times along the way. We have to come up with a solution that is more efficient for both the company and the customer.
Andrew: Well, you know that I am not technology-savvy, but I am hearing from my sales force that we need to be doing something. Sales reps are frustrated that customers can’t easily check on orders, or get estimates, without working with the sales rep or someone at the home office. They are being told that many other companies provide them with the capability to check prices and check on orders themselves through some computer-based system. Customers seem to be much more self-sufficient and in more of a hurry now than they used to be. Our rep-dependent system is putting us at a disadvantage.
Anna: I’m quite happy with my new software that is handling accounts receivable and accounts payable. My concern right now is that billing still is being generated outside of this software and moving billing info over to accounts receivable requires several steps to prepare and export the information. Each step has the potential to introduce error because it is dependent on human intervention. Why can’t we move this information over using an automated process that removes the human element and, therefore, the errors?
Martha: I’m in the same boat as Anna. I’m quite happy with my sales and delivery system, and I don’t want to see that changed. My concern is the link between inventory and sales because of the potential for error to be introduced. I know that the vendor who sold us the point of sales system has called a couple of times about upgrades, but we have never pursued this. Perhaps this might be the time to find out more within the context of a new IS?
Charles: You all know where I stand on this. We built this company with good people, and I do not want to replace people with computers. Is that what would happen if we brought in one of these information systems? I want this company to continue to maintain strong, personal relationships with our clients and take care of our employees; even if that means that we grow a little less.
After the meeting, Julia asked Robert to put together in writing his impressions from the meeting. She is interested in formalizing the goals of the company, planning out how to meet these goals, and addressing some of the reservations that Charles and Andrew have about introducing an IS at Kahuna Cleaning Supply. Robert begins to review his notes from the meeting to prepare a presentation for Julia.
1. Does a strong business case exist for developing an information system to support this cleaning supply business? Explain your answer.
2. Carefully read the case and identify what internal and external factors might affect Kahuna Cleaning Supply business success?
On the Spot Courier Services, As an employee of a large international courier and shipping service, Bill Wiley met almost every day with many companies that shipped and received packages. He was frequently asked if his company could deliver local packages on the same day. Over several months, he observed that there appeared to be a substantial need for courier services in the city in which he lived. He decided that he would form his own courier delivery company called On the Spot to fill this need.
Bill began by listing his mobile telephone number in the Yellow Pages. He also sent letters to all those companies that had requested same-day courier service that his prior company had not been able to serve. He hoped that, through good service and word-of-mouth advertising, his business would grow. He also began other advertising and marketing activities to promote his services.
At first, Bill received delivery requests on his business mobile phone. However, it was not long before his customers were asking if he had a Web site where they could place orders for shipments. He knew that if he could get a Web presence he could increase his exposure and help his business grow.
After he had been in business only a few short months, Bill discovered he needed to have additional help. He hired another person to help with the delivery and pickup of packages. It was good to see the business grow, but another person added to the complexity of coordinating pickups and deliveries. With the addition of a new person, he could no longer “warehouse” the packages out of his delivery van. He now needed a central warehouse where he could organize and distribute packages for delivery. He thought that if his business grew enough to add one more delivery person he would also need someone at the warehouse to coordinate the arrival and distribution of all the packages
1. List the system requirements with examples for each category. Break down the system requirements identified in user stories and classify them into a epic, user story and appropriate theme.
2. Draw a Mind Map that shows the main operations described in the fact-finding summary.
3. Draw a Process flow diagram for the Courier Service system
4. Prepare a Functional Specification document which contains the User stories, Mind maps, Process Diagrams, Scope items(list of functions and features IS should perform).
Personal Trainer, Inc.
Personal Trainer, Inc. owns and operates fitness centres in a dozen Midwestern cities. The centres have done well, and the company is planning an international expansion by opening a new “supercenter” in the Toronto area. Personal Trainer’s president, Cassia Umi, hired an IT consultant, Susan Park, to help develop an information system for the new facility. During the project, Susan will work closely with Gray Lewis, who will manage the new operation.
Background During requirements modelling for the new system, Susan Park met with fitness centre managers at several Personal Trainer locations. She conducted a series of interviews, reviewed company records, observed business operations, analysed the Bumblebee accounting software, and studied a sample of sales and billing transactions. Susan’s objective was to develop a list of system requirements for the proposed system.
· A typical centre has 300–500 members, with two membership levels: full and limited. Full members have access to all activities. Limited members are restricted to activities they have selected, but they can participate in other activities by paying a usage fee. All members have charge privileges. Charges for merchandise and services are recorded on a charge slip, which is signed by the member.
At the end of each day, cash sales and charges are entered into the Bumblebee accounting software, which runs on a computer workstation at each location. Daily cash receipts are deposited in a local bank and credited to the corporate Personal Trainer account. The Bumblebee program produces a daily activity report with a listing of all sales transactions.
At the end of the month, the local manager uses Bumblebee to transmit an accounts receivable summary to the Personal Trainer headquarters in Chicago, where member statements are prepared and mailed. Members mail their payments to the Personal Trainer headquarters, where the payment is applied to the member account.
The Bumblebee program stores basic member information, but does not include· information about member preferences, activities, and history.
Currently, the Bumblebee program produces one local report (the daily activity report)· and three reports that are prepared at the headquarters location: a monthly member sales report, an exception report for inactive members and late payers, and a quarterly profit-and-loss report that shows a breakdown of revenue and costs for each separate activity.
During the interviews, Susan received a number of “wish list” comments from managers and staff members. For example, managers want more analytical features so they can spot trends and launch special promotions and temporary discounts. Managers also want better information about the profitability of specific business activities at their centres, instead of bottom-line totals.
Several managers want to offer computerized activity and wellness logs, fitness coaching for seniors, and various social networking options, including e-mail communications, fitness blogs, Facebook, and Twitter posts. Staff members want better ways to handle information about parttime instructors and trainers, and several people suggested using scan able ID cards to capture data
1. List the fact finding techniques you would use to gather information
2. Identify the potential system requirements and prepare a FS document which contains the User stories(3), Mind map, Process Diagram for 3 user stories, 6 Scope item(list of functions and features IS should perform)
System Analysis And Design
Length: 12 pages (3343 Words)
SYSTEM ANALYSIS AND DESIGN
System analysis and design are a part of computer science that deals with two different disciplines that is system analysis and system design. System analysis is a technique for solving technical problems by breaking a system into its smallest components and then analyzing each of them to see how they interact with each other to accomplish the set task. System design is a process used to define various system aspects such as components, modules, architecture data and interfaces to see if the system meets its specified requirements.
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