Analysis Report - iiNetmembers.iinet.net.au/~griffs/deltaeng/PDF/Final.pdf · Economic Feasibility...

DELTA ENGINEERING

Analysis Report

Kitchen Cupboards (KC Ltd)

DATE: 17/05/2002

PROJECT TEAM

Chris Griffiths (Team Leader)

Jason Foong

Kris Trpevski

Lewis B. Ogundo

Rolando Suarez

All rights reserved. No part of this document may be reproduced, stored in a retrieval system,

or transmitted in any form or by any means, electronic, mechanical, photocopying, recording

or otherwise, without prior consent of the Copyright owners.

Published 2002

TABLE OF CONTENTS

TABLE OF CONTENTS............................................................................................................................................................................ 1

OVERVIEW ................................................................................................................................................................................................. 4

INTRODUCTION..................................................................................................................................................................................... 4 THE TEAM................................................................................................................................................................................................ 4 PROJECT FEASIBILITY......................................................................................................................................................................... 5 PROJECT PLAN ....................................................................................................................................................................................... 5 PROJECT COMLPLETION..................................................................................................................................................................... 5

DESCRIPTION............................................................................................................................................................................................ 7

DESCRIPTION OF CURRENT SYSTEM.............................................................................................................................................. 7 DATA FLOW DIAGRAMS FOR THE CURRENT SYSTEM ............................................................................................................. 9 ENTITY RELATIONSHIP DIAGRAM OF CURRENT SYSTEM....................................................................................................17

Current entity relationship diagram part 1 ........................................................................................................................................17 Current entity relationship diagram part 2 ........................................................................................................................................18

PROBLEMS OF KC LTD........................................................................................................................................................................19 SCOPE OF THE SOLUTION TO BE PROPOSED ..............................................................................................................................................21 ISSUES AND CONSTRAINTS TO BE CONSIDERED........................................................................................................................................22

ANALYSIS..................................................................................................................................................................................................25

DESCRIPTION OF NEW (RECOMMENDED) SYSTEM.................................................................................................................25 DATA FLOW DIAGRAMS FOR THE NEW (RECOMMENDED) SYSTEM.................................................................................29

New logical data flow diagram...........................................................................................................................................................29 New physical data flow diagram.........................................................................................................................................................30

ENTITY RELATIONSHIP DIAGRAM FOR NEW SYSTEM...........................................................................................................33 New entity relationship diagram part 1..............................................................................................................................................33 New entity relationship diagram part 2..............................................................................................................................................34

STRUCTURED ENGLISH FOR THE NEW SYSTEM.......................................................................................................................35 DATA DICTIONARY FOR THE NEW SYSTEM ..............................................................................................................................44

IMPLEMENTATION...............................................................................................................................................................................46

AUDITING AND CONTROLS.......................................................................................................................................................................46 Backup..................................................................................................................................................................................................47

Recommendation Solution..................................................................................................................................................................................................47 Cost Sensitive Solution........................................................................................................................................................................................................48

Security.................................................................................................................................................................................................48 Recommendation Solution..................................................................................................................................................................................................49 Cost Sensitive Solution........................................................................................................................................................................................................49

TEST PLAN.............................................................................................................................................................................................51 ALPHA TESTING................................................................................................................................................................................53

Strain Testing.........................................................................................................................................................................................................................53 Recovery Testing..................................................................................................................................................................................................................54 Security Testing ....................................................................................................................................................................................................................54 Performance Testing.............................................................................................................................................................................................................54

BETA TESTING...................................................................................................................................................................................54 TRAINING PLAN...................................................................................................................................................................................56 CONVERSION STRATEGY ..........................................................................................................................................................................60

Conversion Analysis ............................................................................................................................................................................61 Recommendation Solution...................................................................................................................................................................61 Cost Sensitive Solution.........................................................................................................................................................................62

SCHEDULING.............................................................................................................................................................................................63

Recommendation Solution...................................................................................................................................................................63 Cost Sensitive Solution.........................................................................................................................................................................63

CONCLUSION...........................................................................................................................................................................................65

SUMMARY OF ANALYSIS ...........................................................................................................................................................................65 ESTIMATED COST OF RECOMMENDED SOLUTION .....................................................................................................................................66

Equipment to buy .................................................................................................................................................................................66 Approximate costing of equipment....................................................................................................................................................................................68

COST FOR TRAINING .......................................................................................................................................................................69 COSTING FOR ALPHA TESTING ....................................................................................................................................................70 COSTING FOR HARDWARE AND CABLING INSTALLATION ...................................................................................................71

ESTIMATED COST OF COST-SENSITIVE OPTION.........................................................................................................................................72 Equipment to buy .................................................................................................................................................................................72

Approximate costing of Equipment ...................................................................................................................................................................................73 OTHER COSTS....................................................................................................................................................................................74

RECOMMENDATIONS.................................................................................................................................................................................75

REFRENCES..............................................................................................................................................................................................77

APPENDIX 1 ............................................................................................................................................................................................... II

APPENDIX 2 ..............................................................................................................................................................................................XI

APPENDIX 3 ............................................................................................................................................................................................XII

Overview

DELTA ENGINEERING KC LTD PROJECT: ANALYSIS REPORT

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Kitchen Cupboards (KC Ltd) Project Delta Engineering’s design of a new system

Overview

INTRODUCTION

Kitchen Cupboards is a company that builds kitchens for renovated houses. Each kitchen is

based on a modular pattern. There are a limited number of components that the customer

may choose from but these may be combined in a number of different patterns. The

company does not have a computer and is therefore not highly automated. The company

relies on several manual processes to conduct its business. The company is looking to

expand it’s position in the marketplace. We (Delta Engineering) have been asked to

examine the business and suggest an overall solution to the company with a view to helping

them achieve their objective.

A team was formed and given the task of analysing the current system and designing a new

one that will be presented as a solution to KC Ltd. This report aims to show the steps taken

by the team to achieve the said objective. The report was also produced to clearly present to

the management of KC ltd the recommendations of the team. The report lays out clearly the

process of analysis used by the team to arrive at its conclusions on which its subsequent

recommendations are based.

THE TEAM

The team formed was made up of staff of Delta Engineering. It consisted of five team

members with one of them being nominated as the team leader. The team determined that

regular meetings were required in order to ensure the efficient and expeditious completion of

the project. It was agreed that weekly team meetings would be held with additional meetings

being scheduled and held as necessary. The minutes of these meetings have been

attached as Appendix 1 at the end of this report.


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PROJECT FEASIBILITY

The team conducted an initial project feasibility study to determine the following

Technical Feasibility

Operational Feasibility

Economic Feasibility

Satisfied with the study the team embarked on making a project plan.

PROJECT PLAN

The Team Proceeded to make a schedule for the various tasks that needed to be

completed in order to complete its objective. It was determined that the team needed a time

frame in order to properly plan its activities. It was determined that 10 weeks was needed to

exhaustively analyse the current system, research possible solutions and design a new

system.

PROJECT COMLPLETION

The team has succeeded in exhaustively analysing the present system and in designing a

new one. This report details the process of arriving at the Teams recommendations.

Throughout the report the recommended solution is referred to both as ‘the new system’ and

the ‘recommended system’. The system presently used by KC Ltd is referred to both as the

‘current system’ and the ‘old system’. However we have also considered a cost sensitive

version of the recommended solution and it is also detailed in this report.

Description


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Description

This section details the progress the team has made in the various aspects of the project. To

date the team has managed to completely analyse the current system employed by KC

limited and has come up with the information presented in this section.

DESCRIPTION OF CURRENT SYSTEM

In the current system, goods were purchased using purchase orders that were cross

referenced to job contract numbers. The company did not have a computer in this system.

KC Ltd completed a Goods Received Advice every time there were incoming goods. The

incoming invoices had to be cross referenced to the Purchase Orders, Goods Received

Advices, and Job Contract Numbers. KC Ltd paid on the statement only if there were

approved invoices supporting it. Goods Received Advices were documents sent to confirm

that goods were received. Purchase Orders were nothing more than what the name stands

for and Job Contract numbers were simply numbers assigned to different jobs as a quick

means of identification.

There was a bookkeeper working for the company who wrote up a 20-column cash book. It

was organised so there were five columns for the different kinds of receipt and fifteen for

different payments. The suppliers of stock and equipment for the business numbered

around 300. The suppliers made the cupboards, drawers, microwave and oven recesses,

sink benches and other fitments depending on the kitchen design. KC Ltd bought items such

as screws, latches, and whiteboards in bulk and maintained stock.

The order was always received by the salesperson from the customer. Basically the

salesperson had to fill out a contract and make the customer sign it. The contract was based

on a quote that was previously given to the customer. In the old system quoting was all done

by hand and it sometimes took hours to come up with what the customer wanted, even then

he/she was prone to change their minds and the quote would have to be redone which

would take up even more time. Quotes were supported by a layout drawing on special graph

paper.


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The salespeople had their own diary appointment books which was quite organised in terms

of the salespeople reaching the appointments made with customers. The salespeople had

to maintain it and keep it up to date. The main office checked the diary appointment books to

make sure quotes are passed onto the appropriate salesperson. Salespeople received

numeration by way or salary, not by commission as was usually the case with sale people.

The office had no clue as to where each salesperson is at any time and each person has

their very own diary appointment book.

This is how customers pay in the current system:

deposit 10% of contracted price

initial 50% of contracted price

viewing 30% of contracted price

last allocation 10% of contracted price

The initial 50% of contracted price is paid by the customer when work commences. The

customer pays the 30% of contracted price when the work is considered complete by

Kitchen Cupboards. The last 10% of the contracted price was paid as soon as any

completion work was finished.

The company sent off invoices for completed work as soon as they were due. There was an

invoice book which these invoices were entered into. The format was simple, it was ruled up

showing date, invoice number, date sent, date due, date paid. There was no aging of

debtors done in any way. This means the company did not rank the unpaid amount

according to how long they have been unpaid.


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DATA FLOW DIAGRAMS FOR THE CURRENT SYSTEM

The following pages contain data flow diagrams for the current system broken down from

the context diagrams to the level 0 diagrams and the level 1 diagrams.


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Current System Data Flow Diagram – Context Diagram


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Current System Data Flow Diagram – Level 0


12

Current System Data Flow Diagram – 1: Manage Customer Relations


13

Current System Data Flow Diagram – 2: Generate Quotes

Current


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System Data Flow Diagram – 3: Act on Contract


15

System Data Flow Diagram – 4: Manage Accounts


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System Data Flow Diagram – 5: Purchase Products


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ENTITY RELATIONSHIP DIAGRAM OF CURRENT SYSTEM

Current entity relationship diagram part 1


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Current entity relationship diagram part 2


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PROBLEMS OF KC LTD

Communication

o There are about 300 forms or items of communication with suppliers with

proper organization of the ordering of equipment and amending of orders the

amount of communication can be reduced

o The speed of communication between customers and the company and the

company and suppliers is extremely slow. May be improved by

computerization.

o Getting quotes to customers is slow leading to increased turnover time (for

payment) and reduced sales (customers going elsewhere)

Customer relations

o There is no customer relationship control; that is no means to gauge customer

satisfaction. Measuring satisfaction would lead to improvements and therefore

improvement in sales.

o No method is used to obtain feedback and even when feedback is received it

is not documented. There is no way to take action on the feedback.

o Time consuming when customers change their minds (partly due to

communication issues)

Lack of stock control

o There is no formal means for stock control rather bob the builder sends out

stock requests. Making it difficult to budget for purchase or prevent waste.

o Increases production time when production has to cease to await ordered

items.


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o No indication of fast and slow moving items. Knowing which items move

faster would enable bulk buying therefore reducing costs

Labour and employees

o General lack of employees (leading to reduction of speed)

o There is no permanent bookkeeper or accountant.

o An assistant manager is needed as manager does most of the administrative

work as well as supervision

o More cabinet makers and salesmen to increase volume and speed of work

o Lack of proper specialization and division of labour decreases efficiency (that

is have someone do quotes and stock rather than bob doing both and making

the cabinets as well)

o Dividing labour would lead to employees becoming highly skilled in their areas

increasing both speed and efficiency.

Marketing and sales

o There are no catalogues of the modular designs. Such catalogues would

include prices and enable quick quotes to the customers

o No information available on individual component prices. Such information

would improve the giving of estimates to customers who want custom

designs.

o No way of contacting salesmen in the field. This means there is no way of

ensuring that appointments are kept on time and no time is wasted between

them.

o Being unable to contact salesmen in the field means that new requests can

not be attended to as soon as possible but have to wait until the sales man


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gets back to the office. (A salesman may be leaving an area where there is a

new request and would have easily attended to it had he got the information)

o The salesmen work on salary basis. There is no motivation to achieve higher

sales since earnings are not pegged to number of orders brought in.

Accounts and Bookkeeping

o End of month figures take too long to produce, up to ten days.

o There is a 30-day turnover on payments caused partly by the slow production

of invoices. (Ideal for manager is seven days)

o The speed of processing accounts leads to an accumulation of outstanding

debt tying up the business capital and a lot of defaults by debtors.

o Errors in accounting have led to loss of some money

Production

o Each unit takes a week to assemble and sometimes longer to if it is a large

job. Faster assembly and installation would lead to taking on of more jobs

o Lack of production employees leads to loss of some business at peak

periods.

o Having same assembly and installation employees reduces speed and

amount of work since while installing the assembly of other jobs stops.

SCOPE OF THE SOLUTION TO BE PROPOSED

The team was required to limit the scope of their analysis, research and subsequent

recommendations. We were instructed not to consider the aspects below in suggesting an

overall solution to the company:

1) Marketing


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2) Human resources

3) Financing

We were however made aware that our solution should include but not necessarily be

limited to the following:

1) Description of current problems

2) Data flow diagrams and decryptions of each phase of the process for both the current and new systems.

3) A full system repository

4) A conversion strategy

5) Auditing and Data control

6) Testing and training plans

ISSUES AND CONSTRAINTS TO BE CONSIDERED

The following are pertinent issues to be considered in the design

How can the creation of quotes be more efficient?

Who will be able to perform new skills for the new system?

What equipment will be necessary for the new system?

How can the business improve their sales?

How can the office contact the salesmen when they are with customers?

How can the end of month figures be produced efficiently?

How will production of cupboards be increased?

Who will handle the aging of debtors?


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The following are constraints placed by the ownership of KC Ltd. However it was decided

that if the proposed solution necessitates the overstepping of these limitations then the

information will be conveyed to KC Ltd prior to finalisation.

No increase in individual workload

Reluctant to hire new employees

Does not want to retire or retrench current employees

In case training is required the company prefers in place training

Some employees may not be interested in computers or automation

Analysis


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ANALYSIS

DESCRIPTION OF NEW (RECOMMENDED) SYSTEM

Kitchen Cupboards Limited will benefit greatly from a centralised, computer based data

storage solution. Delta Engineering has analysed KC Ltd in detail and can now confidently

propose such a new system. Our proposal includes a centralised database for all data

storage, computers for all administrative personnel to access the database and greatly

improved communication abilities for the salespeople. This section will outline the database

and the physical implementation. A cost sensitive solution will also be presented at the end

of this section.

A New Database

All customer, supplier, accounting and kitchen design data will be integrated into a database

developed specifically to suit the requirements of KC Ltd. This database will be hosted on

the Microsoft Access database platform. Tusk Technologies will implement and test the

database based on specific criteria generated from Delta Engineering’s analysis of KC Ltd.

The finished database will automate data handling at KC Ltd in the areas of customer

relations, kitchen design management, quote generation, stock control and accounting.

From the initial phone call through to the final payment, all customer records will be handled

efficiently by the database. The customer’s name and contact details will be entered during

the initial discussions with KC Ltd staff. Appointments are allocated to the customer

electronically and as the kitchen design is created and amended it will remain linked to the

customer’s record. When it comes time to post quotes and invoices to the customer the

correct address will automatically be inserted into the document.


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Kitchen designs will be stored in the database as both lists of components and as CAD

drawings. The database will have a record of all modular components and other items used

in a new kitchen, making entering a design as easy as select and store. As a kitchen design

in amended intermediate versions will be saved allowing easy reverting to an earlier version.

Previously implemented kitchens could also be amended to quickly satisfy the requests of a

new customer. The database will also be able to quickly tally the total component costs and

combine the entered construction and installation cost to generate a quote in a fraction of

the normal time.

The database will include a stock control system to keep track of current inventory and job

requirements. An initial count of current stock levels will be required. The database will store

this and continually update the tally as stock is used. When levels are low the database will

notify a user who can then automatically generate a purchase order for the required

component. The system will also check requirements of jobs and generate PO’s for required

modules.

All aspects of accounting for KC Ltd will be integrated into the database. The automatic

invoicing will trigger when a signed contract is received, when the forman indicates a job has

started and at the other appropriate times. Similarly when a payment is entered other areas

of the company are notified to continue work. The database can also manage cross

referencing of invoices because the JCNo, PO, and GRA are all stored.

Physical Implementation

The physical implementation includes a computer network within the office and a

combination of mobile phones and formatted worksheets for the salespeople.


27

The computer network allows all users to access one database and pass information

between the business units quickly and efficiently. Access to the database will be restricted

to within the company building because the extra cost of strongly securing and maintaining

that security is not justified. An internet presence and company web page could be

considered at a future date. The centre of the network is the server. This hosts the database

as well as providing security. All company data is located on the server and only people

logged in with valid passwords will be able to view or alter data.

Workstations are the users’ portal into the network and database. KC Ltd’s needs are not

very computationally complex therefore these machines can be relatively modest. A

workstation will be allocated to the receptionist, manager, foreman, apprentice and

managing director. The accountant will also require access to a computer. The managing

director’s requirement of computer time is expected to be low and the accountant is part

time therefore it could be feasible for them to share a workstation. Otherwise a sixth

workstation will be required for the accountant. The apprentice would benefit from a more

powerful computer due to the higher demands CAD work places on a system.

The communication between salespeople and the office will be greatly improved through the

use of mobile phones, e-mail and formal worksheets. At the start of the day salespeople will

collect worksheets from reception. These will list the appointments they are expected to

attend and also contain sections for them to fill out during the day. When meeting with

customers, the salespeople will fill out kitchen design sheets which the manager will later

enter into the database. Salespeople will also use e-mail capable mobile phones to check

small changes to quotes or receive amendments to the day’s appointment schedule. The e-

mail capability is required because transferring larger amounts of data by phone call

becomes cumbersome. When transferring e-mail the phones dial directly to KC Ltd’s server

in order to avoid the ongoing cost of two internet accounts.


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Cost Sensitive Solution

In order to cut the cost of transition a lower budget system is described here. KC Ltd can

then upgrade from this solution to the full recommendation when it considers it beneficial to

do so.

In this scenario the same database is used, however only the receptionist and manager will

have a workstation and the database will be hosted on one of the workstations - there will be

no server. This will streamline customer relations and quote generation which are the major

bottlenecks in the company at present. A third computer could be added for the foreman or

accountant; however Delta Engineering strongly advises KC Ltd upgrade to a server

environment if 4 workstations are to be connected. Servers are engineered to be more

reliable systems than workstations and as the size of the database increases so does the

risk of the workstation hosting it crashing.

Salespeople will have standard mobile phones without e-mail capability but will not be

otherwise affected.


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DATA FLOW DIAGRAMS FOR THE NEW (RECOMMENDED) SYSTEM

New logical data flow diagram


30

New physical data flow diagram


31

New Physical DFD Section 1: Reception


32

New Physical DFD Section 2: Salesperson


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ENTITY RELATIONSHIP DIAGRAM FOR NEW SYSTEM

New entity relationship diagram part 1


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New entity relationship diagram part 2


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STRUCTURED ENGLISH FOR THE NEW SYSTEM

This section of the report presents the logical operation recommended system in the form of

structure English. This is to facilitate implementation of the new system.

Receptionist -- Receives a Customer call

If it is a new customer

Enter Customer

Schedule salesperson Appointment

Else if existing customer

Open Customer

Case - Reason for Call:

Request another appointment:

Schedule salesperson Appointment

Reschedule

Open Appointment

Modify Appointment

Email Salesperson

If today’s schedule changes

Call Salesperson

End if

Salesperson has not arrived at appointment

Open Appointment

Call Salesperson

If Salesperson cannot be reached

Call Customer

Apologise

Else if salesperson answers

Enter reason appointment missed into extra details of Appointment


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Check salesperson has correct contact number

Request Salesperson call Customer

End If

Case Else

Manage customer Call

End Case

End If

Receptionist

Print worksheets for salespeople

Print Kitchen_Design_Sheets for current Customers

Print extra, numbered Kitchen_Design_Sheets

Loop until 5pm

Answer customer calls

Enter completed Worksheets

Pass completed Kitchen_Design_Sheets to Manager

Print completed Quotes

Post printed Quotes

Print completed Invoices

Post printed invoices

End Loop


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Salesperson

Collect Worksheet

Loop throughout day

Visit Customer

Record Time_Arrived on Worksheet

Fill out Kitchen_Design_Sheets, based on customer requests.

Record numbers of Kitchen_Design_Sheets used on Worksheet.

If Informal Quote requested

Case of number of items contained or changed in kitchen design

Less than 5 items changed

Call for Instant Quote.

5 – 20 Items Changed

E-mail for 1 hour Quote

Proceed to next customer.

When quote is ready Call customer and inform them of quote.

More than 20 Items

Inform customer they will be contacted within 2 business days.

End IF

If Printed_Quote requested

Mark Formal_Quote_Requested on Kitchen_Design_Sheet.

Inform Customer it will be posted within 3 business days.

End If

Proceed to next Customer

End loop


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Manager

Loop throughout day

Select Kitchen_Design_Sheet, Start with e-mailed designs.

Enter Sheet_Number

Check customer_name on sheet and computer

Case

Names are different

Check with receptionist – Cross reference to worksheet

Name not found in computer

Receptionist has not entered relevant worksheet yet – Enter name and continue

Else Names Match

Continue

End Case

Enter Kitchen Components

If Component_Price not in computer

Call Supplier

Enter Price

End If

Estimate labour expense

Select formal or informal according to check on Kitchen_Design_Sheet

If design was e-mailed

Return e-mail the salesperson

Notify reception to call salesperson

End If

End Loop


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Accountant – Process supplier invoices

Enter Goods Received Advice

Enter Supplier Invoice

- System will cross reference to PO and JCNo’s

Case - Cross referencing fails because

PO not in system

Contact Forman for PO

GRA not in system

Contact foreman for GRA.

If Goods not received then Delay payment.

PO and Invoice do not match

Contact Supplier

End Case

Pay Supplier

Record payment in system


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Accountant – Process customer invoices

When system notifies that a signed contract has been recorded.

Generate invoice for initial 10% deposit. (The system will do this automatically)

Check invoice for discrepancies

If problems found then fix problems

Indicate invoice ready for mailing. (The system will then transfer the invoice to reception for

Printing and mailing)

When work commences

Generate 50% invoice

Check for problems

Indicate invoice ready for mailing

When work complete


When job finalised



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Accountant – Process customer payments

Enter invoice number into system

Check amount paid against invoice amount

Case

Amount paid greater than amount on invoice

If Total_Paid is greater than Total_Cost_of_Job

Enter amount paid into system

Generate refund check

Else

Enter amount paid into system (System will subtract extra from future invoices, or cancel them

completely)

End If

Payment matches invoice

Mark invoice paid

Payment is less than invoice

Enter amount paid

Generate invoice for remainder

Notify Salesperson

End Case


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Foreman

When job starts (System will notify when deposit has been received)

Generate PO’s for goods required.

Send to suppliers

Print Kitchen_Design_sheets and draw Construction_Design

Give Construction_Design to apprentice to record with CAD

(When the apprentice has more experience he will be able to

create the Construction design’s directly with CAD)

When goods received

Fill out Goods received advice (GRA).

Enter GRA into system

If GRA does not match PO then contact supplier

When stock used

Record quantity and Job Contract No in system

If Stock low then Generate PO to replace stock

When work commences

Record Work_Commenced for JCNo in system. (system will notify accountant)

Give Kitchen_Design_sheet and Construction_design to cabinet makers

When ready for installation

Open JCNo in system

Check 50% payment has been received

If payment not received then delay installation

Record ready_for_installation for JCNo in system (accountant will be notified)

Notify Salesperson to arrange an installation time.


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Apprentice Entering or creating Construction_design using CAD

If Job is similar to a previous job

Open existing CAD drawing

Replace Job and Customer information

Modify Construction_design to reflect current Job

Else new job

Open Construction_design template

Enter Job and Customer information

Draw Construction_design

End If

Managing Director

When a Job is complete

Compare the quoted_price to the cost of job for company

If Profit is too small then consult with manager about quote prices

Check ageing of debtors Report (generated by system)

If payment overdue

Notify accountant – generate new invoice

Notify Salesperson – Contact Customer

End If


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DATA DICTIONARY FOR THE NEW SYSTEM

Printed Items Worksheet = Salesperson_Name + Date + 1{time + location + customer_name + Purpose +

time_arrived + {Kitchen_Design_sheets}} Kitchen_Design_Sheet = Sheet # + Customer_Name + Customer # + Informal_Quote +

Formal_Quote_Requested? + 1{Kitchen_elements} Invoice = Invoice # + Quote# + Customer_Name + Customer_Postal_address +

KC_Postal_address + Date + Invoiced_Amount Purchase_Order= Order# + Supplier_name + Supplier_postal_address + KC_Postal_address + Date

+ Components_Required Construction_Design= * Graphic representation of kitchen design. Database Items Customer = Customer # + surname + given_name + contact # + mobile # + postal_address +

{appointments} + {quotes} + {invoices} Postal_address = street# + street_name + Suburb + State + Postcode KC_Postal_address= * Postal Address of KC Ltd. Supplier= Supplier# + Business_name + contact# + postal_address Appointment = Appointment # + Customer + Salesperson + Time + Date + Location + Purpose +

{extra_details} Quote = Quote # + Customer + Date_Generated +Total_Price + 1{Kitchen_components} Printed_Quote = Quote # + Customer_Name + Customer.postal_address + KC_Postal_address +

Date_generated + Total_Price + 1{Kitchen_elements} + Terms_and_Conditions Salesperson = Surname + FirstName + Mobile # + {Appointment_History} + {Worksheet_History} Component = Component# + Component_Name + Component_Description + Component+Price

+ Supplier# GRA = GRA# + Goods_Received + Date_Received

Implementation


46

IMPLEMENTATION

This section lays out the plans for processes involved implementation of the new system.

Unless otherwise specified information in this section refers to the recommended option.

AUDITING AND CONTROLS

There will always be mistakes with manual tasks, such as data entry, due to human error.

These problems cannot be controlled, as most of the time the data is valid, but not accurate.

But, these errors can be found by auditing. Auditors control the quality of the data; they will

look through the data to find mistakes of vital information, such as payment amounts. A

payment is accompanied by an invoice, which is input to the system database. The amounts

on the invoice and on the system must be compared to find any differences. The data

accuracy will give the company an accurate idea of how they are doing, such as a report for

the month’s profits.

The auditing should be carried out by administration, so the directing manager should do the

auditing. The directing manager will be able to get an overview of how the business is doing

and the effectiveness of the system. The directing manager will be trained in how to audit

the information, which should be audited monthly or else yearly.

The software handles the data entered into computers. Software has restrictions of the data

that is entered. Numbers such as dates and invoices are automatically generated, so that

the data is accurate. Calculations are done automatically to prevent human error.

The foreman should confirm the design plans of kitchens when they are drawn from the

quotes, as he is more experienced with the building.


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Backup

The importance of data is crucial to any business. Now that data will become electronic,

information will become vulnerable. Since data will be stored on hard drives, it is always a

good idea to keep a copy of data offsite in case anything may happen to the computers.

There are different options for backup. Different mediums can store different amount of

information. The floppy disk is versatile since floppy drives are common with computers.

However the floppy disk can store the least amount and a large number of disks would be

required. There are zip disks that store 150Mb to 2 GB; removable hard drives the size of

computer hard drives, tape, and CD’s that store approximately 650Mb.

Recommendation Solution

This case has a server, which will be able to store large amounts of information, the data is

all centralized and backup will be easier. With a server, there will be large amounts of data

to store each employee’s data files. Here, a tape drive may be considered. Tape drives are

able to hold large amounts of data, although slow, it is the recommended medium for a

server.

For each of these cases, the backup should take place during a time when there isn’t too

much business, such as when the business is closing. Backup should take place everyday

after the business is closed. The backup medium should be stored offsite, such as in

another room or out of the office with the manager where it is safe.

Another issue is power failures. A power unit may be considered for each computer. With a

power unit, when the power fails, the unit will allow the computer enough time to save files

and shutdown the computer. This device will save time when it comes to loosing information

and corrupting files from power failures.


48


Since the business will only use two computers, the data is not centralized. Shared

information, such as the database, should be located on the manager’s computer.

Estimating the amount of data to be stored leads to the conclusion that CDs are the best

choice. Other mediums are too costly, especially when the amount of storage is not

necessary. One CD can store approximately 650Mb to 700Mb and cost less than one dollar.

Using recordable CD’s will allow the company to archive their files and allow them to access

past information.

Security

It is common sense to secure an office, but now that an electronic system is in place,

security must be increased and enforced. Security is vital for every organization, such things

as keeping customer details private, and securing business information. Since customer

details are stored, it is important to keep the customer’s privacy. If the customer’s details are

not secure, they may feel insecure using the business. Business information is just as

important, because the businesses trading information should be kept secret from rival

companies and other outside entities.

The first step would be physical security. Simple things such as locking doors and not

allowing unauthorized people into the office increase security. The server particularly must

be physically secure and locked at all times. Passwords and logins on computers will stop

anyone who happens to access a computer. For increased security, passwords should be

changed monthly or weekly. There is the possibility of using security cameras and, or

employing security guards. Security cameras will allow identification of any unauthorized

employees and catch thieves. Security guards will be able to enforce any security that is

already in place.


49

Electronic security is vital since that electronic data can be transported and accessed easily.

Data files on computers can also be password protected to ensure more security. Logins

can also restrict user’s data access. The receptionist should only be able to access the

information she requires, such as customer details. The manager would be able to have all

access privileges. Since there is Internet access, Internet security will need to be in place.

Firewall software will block any outside users from trying to access data stored on the

computers connected to the Internet. Email encryption can be considered for sending emails

to employees and other businesses, such as suppliers. Encrypting emails will stop hackers

from being able to read confidential information when they intercept emails. With the

increase of viruses and awareness, virus protection software should be installed into each

computer. Viruses are program code attached to executable files. When an infected file is

run the virus will infect the computer by duplicating itself. There are different kinds of viruses.

Some slow down computer systems, destroy data, or spy on information from the computer.


Office doors should be locked whenever employees leave the room and lock their

workstations. Any unwanted documents should be shredded or disposed, so that the

information cannot be taken from anyone searching through rubbish. Each computer will be

setup for profile roaming, so that any user can use any computer to login. Each login will be

given specific access privileges to prevent any unauthorized access. A firewall will need to

be used that will be installed on the server to protect the other computers. Email encryption

should be used when sending emails, which is an option on most email applications. Virus

protection software should be installed and updated regularly to protect the computer

systems from new viruses.


The receptionist’s computer will be given a login and password, only the administration and

the receptionist should know the password and login. The database should also be given a


50

password and only given to those who need it. The manager’s computer will also be given a

login and password; one profile will be for the manager and another for the bookkeeper. All

passwords should be changed monthly to ensure security. Office doors should be locked

whenever employees leave the room and lock their workstations. Any unwanted documents

should be shredded or disposed, so that the information cannot be taken from anyone

searching through rubbish. Although there will not be Internet access, virus protection

software should be installed on each computer. Viruses can be infected on disks, so

employees must be wary of any disks that they may use on the computer. The virus

protection software should also be updated regularly when possible.


51

TEST PLAN

System testing is recognised as an important part of quality assurance. Testing proceeds in

parallel with system development (Hawryszkiewycz, 1988). The testing of the system will be

composed of several aspects and will take place at different points during the development

process. The individual components will of course be tested as they are developed,

purchased or modified. However after the components have been integrated major system

testing will be undertaken. A diagram illustrating the system is shown below.

Kitchen Cupboard Ltd System Diagram


52

As can be seen the system components need to function efficiently on their own in order for

the entire system to do the same.

Hardware components will be purchased and will therefore be pre-tested by the

manufacturers. Delta Engineering will only undertake hardware testing as part of the overall

system testing. This is considered a reasonable test strategy because as the hardware is

commercially produced it is under warranty and has already been extensively tested.

The software will be tested in-house as modifications are made. When all the required

modifications have been completed the entire system will be integrated and tested as a

whole. This is to ensure the seamless functioning of all the software packages necessary to

construct the system.

This test plan lays out the intended aspects of testing the integrated system. This is a

general outline of the test strategy and no distinction has been made between the hardware

and software aspects. This is intentional since the system is meant to function as a whole.

The system testing will be divided into two phases

Alpha Testing: This will be performed at the Project offices. It will be performed by testers

from Delta Engineering alongside the management of KC Ltd. Any key personnel may also

be present at this stage. The intent of Alpha Testing is to exercise the nearly completed

application in real-world situations. The goal is not just to uncover bugs, but to discover any

deficiencies, unintended side-affects, clumsiness in the UI, and misconceptions in how the

application will be used.

The Alpha Test phase begins when all features have been implemented, but a number of

known bugs still exist. Some companies begin Alpha Testing before all features exist—we

feel that is not really Alpha since the testers can exercise only a portion of the features, not

the entire product. (Full Spectrum Software, 2002)

Beta Testing: This will be performed on-site at KC Ltd. This will be performed by the actual

users with support by testing staff from Delta Engineering. This will also be performed In


53

sections in conjunction with training of the employees. Please refer to Appendix 2 for details

of the time plan for this part of the testing.

The intent of Beta Testing is to exercise the virtually completed application in real-world

situations. Beta Test has just one goal: to uncover bugs. The Beta Test phase begins when

all features have been implemented and virtually no known bugs still exist.

(Full Spectrum Software, 2002)

ALPHA TESTING

This will be undertaken in a purely test environment with the entire system set up at the

project offices. It will be undertaken using simulated data. This simulated data will be

formulated to mirror real conditions. Alpha testing will be divided into five major sections to

be undertaken in the following order:

1) Function Testing

2) Strain Testing

3) Recovery Testing

4) Security Testing

5) Performance Testing

6) Function Testing

A walkthrough of the entire system is conducted in this section. It ensures that the system

actually functions. It also tests that the system reacts as expected in the different situations it

is designed to handle. Simulated day to day data and transactions will be used in this

section.

Strain Testing

This is a more specific test section whereby the system is subjected to several strains on it’s

working in order to determine it’s error handling capabilities. The objective is basically to

attempt to crash the system. Incomplete data and invalid information is entered at this stage.


54

This stage also tries to put maximum or excessive load on the system. This may be done for

example by allowing all the devices to simultaneously be communicating on the network. Or

several devices attempting to access the same record.

Recovery Testing

At this point the system will be forced to fail in order to gauge it’s recovery capabilities.

Situations like power loss will be simulated and recovery attempted. Failure of key

components will also be simulated to determine the speed of recovery and/or the possibility

of continued functioning. This will help with determination of the requirement of backups.

Security Testing

Security will be tested with the aim of determining the level of protection of system and the

system’s data. It will test the specific aspects of the system designed to protect it from

unauthorised access and modification. Areas of potential penetration will be exhaustively

tested.

Performance Testing

This is in order to benchmark the speed and efficiency of the system. Execution and

response times will be determined. All avenues of data operation and communications will

be benchmarked.

BETA TESTING

This phase of the testing involves supervised use of the system by the staff of Kitchen

Cupboards Ltd. As the staff are trained they will be required to go through a period of

supervised use (refer to the training and testing Gantt Chart in Appendix 2) where any

issues that arise will be dealt with.


55

During this phase (and up to 2 months after full implementation) technical support staff of

Delta Engineering will be on call. They will provide technical support over the telephone and

be equipped to be on site within an hour if the need arises. This part of the testing is very

important as some aspects can only be tested through actual use. The end-users of the

system are also able suggest changes to it to further tailor it to their specific needs.


56

TRAINING PLAN

The Training Plan is designed to outline how long each employee will be trained for and

what they will be trained in. The plan will be constructed in maximum detail and will cover all

essential aspects of the training procedure. Issues such as who will be trained, who will

conduct the training, and how will the training be carried out will be addressed.

There will be 8 pre-employed people that will be trained according to what their given tasks

in the business will be. The training will last over a period of 8 days and will run concurrently

with our testing. A receptionist, two salespersons, a manager, bookkeeper, foreman,

apprentice, and a managing director will need to be trained before they can officially begin

work. The length of training from person to person will remain very similar as there is really

no need for more than a day's training before employment.

The receptionist will be trained in answering the phone, receiving other people, and

generally communicating with potential customers. The training is extremely simple and will

take no more than two hours for him/her to be completely familiarised with the tasks of the

receptionist. The first step will be to teach the receptionist what to say when he/she answers

every time the phone rings. After the very basic lesson of learning how to speak to people

on the telephone, the receptionist will be taught how to schedule appointments. This will

involve writing down or entering in a computer appointments which have been made by

clients. General business receptionists will also have to ensure that clients and customers

are referred to the correct staff members who can take care of their specific problems.

The receptionist will be taught how to do the basic office work such as:

filing and filling in forms

printing work sheets for salespeople, and Kitchen Design Sheets for the customers

enter completed worksheets and pass completed kitchen design sheets to the

manager


57

print completed quotes

post printed quotes

print completed invoices

post printed invoices

The two salespeople that will be employed will be trained in representing the company on

the customer side. They will need to show up for appointments with the customers. They will

be trained to do these particular things:

Visit the customer

Record the time arrived on a Worksheet

Fill out Kitchen Design Sheets, based on the customer's requests

Record the numbers of Kitchen Design Sheets used on the Worksheet

There will be a need for strong communication skills and the training will start for the first

salesperson in the morning of Thursday while the second person will start training straight

after the other one. The training will not take any more than one hour for each person.

The Manager will be trained on Monday during the morning. He/she will be taught how to

deal with quotes and computers and will be trained in the following tasks:

Entering a Sheet Number

Checking the customer's name on the sheet and computer

Selecting a Kitchen Design Sheet

If the names are different, then to check with the receptionist and cross reference to

worksheet


58

If the name is not found in the computer, then the manager would enter the name

and continue

The Bookkeeper will be trained on Tuesday morning and like the other employees will be

taught everything needed to know within one hour. He/she will be trained how to write up a

20 column cash book and how to handle the bookkeeping. These are the tasks which the

bookkeeper will be trained in:

Log incoming checks, record in accounting system, and make deposits

Process credit card payments

Prepare biweekly payroll

Pay and distribute grants and accounts payable

Manage petty cash

Office skills such as word processing, data entry, copying, and filing

The foreman will be trained in leading a production team. His job is to achieve all the aims of

his team. Training will begin on the morning of Wednesday and will last no more than two

hours. The foreman will be thoroughly trained in the following skills:

Keeping a careful watch on product quality, cost, date of delivery, safety, and also

human relationships

Trained in generating Purchase Orders

Printing Kitchen Design sheets and drawing Construction Design

Deal with Goods received advices(filling out, entering into system)

Recording quantities of stock and Job Contract Numbers


59

It will be assumed the Apprentice will have sufficient background in the usage of CAD

software so training of the Apprentice will be very swift. It will be done in the afternoon of

Wednesday and will last no more than thirty minutes. He/she will be trained in the following:

How to replace/enter Job and Customer information in a drawing

Using AutoCAD or any CAD software to construct designs for the company

The Managing Director will be trained on Friday for no more than two hours in the morning.

He/she will need to be familiar with the use of computers. Training in the following will occur:

Comparing quoted prices to the cost of job for company

Calculating the profit and dealing with quote prices

Checking the ageing of debtors report

Being skilled in management, such as notifying the accountant and salesperson

Communication skills

The training of all the employees will be done by one of our company members. It will be the

same trainer for each employee. The testing will be done immediately after the training and

will last for the remainder of the working day (see Appendix 2).


60

CONVERSION STRATEGY

There are different ways to convert the old system to the new system. Different conversion

methods suit different systems. These are the most common methods of conversion:

Direct conversion: This is when the old system is replaced by the new system

straight away. The company will stop using the old system and go directly to using the new

system. Converting to the new system is quick, but may disrupt the business if there are

problems with the new system.

Parallel conversion: This is when the old system and new system are in use at the

same time. This means that tasks will be carried out twice, since two systems are being

used. Implementing the new system may take some time, so the extra tasks will have to be

carried out until the change over of the new system occurs. This conversion allows the

business to test the new system and see if they find it effective, but it is an expensive

method since employees will work twice as much. Though using this method, the business

can go back to using the old system if the new system does not work out.

Phased conversion: This conversion allows the new system to be introduced to the

business a step at a time. A section of the business will use the new system, while the rest

of the business uses the old system. When the section of the business is use to the new

system, another section will use the new system, until the new system has been

implemented. This conversion method is time consuming, but this method is not as risky

because the company can go back to the old system if the new system isn’t what the

company wants.

Pilot conversion: This conversion is similar to the phased conversion. A section

of the business such as the accounting section only will use the new system, and then when

the company approves of the new system being used, the rest of the business will change to

the new system. This method assumes that the rest of the business can change over to the

new system, so there may be a few disruptions to business if this happens. Implementing


61

the new system does not take as much time as some of the other conversion methods, and

the new system can be improved when used on the section.

Conversion Analysis

The direct conversion is not a suitable implementation method since the company is not a

small organization, as it has more risks and problems. A small company with very few staff

and business could convert using the direct method, but Kitchen Cupboards cannot convert

directly as it may cause implications. The company will require the data from the old system

with current customers. If the company decided to choose a direct conversion, the data will

have to be transferred to the new system, which could take a substantial amount of time.

Parallel conversion is not suitable for KC Ltd because the employees will have to do more

work. If the old system could barely handle the amount of work then increasing the workload

would not be recommended since the old system as well as the new are in place.

The phased conversion is our recommendation it will allow each part of the company to

improve the new system. Phased conversion will give the company time to adjust to the new

system. The pilot conversion is similar to the phased conversion, but it is riskier since the

new system is implemented into a large portion of the company, which could cause some

problems. This method may take longer than the pilot conversion, but it will be safer to

convert the old system to the new.


For our recommendation, the office will be setup with cabling and a server before any

sections are converted.

The company will be implemented in the following order:

Receptionist

Salespeople


62

Manager

Bookkeeper

Foreman and Apprentice

Managing director


For the system that is budget restricted, the company will be implemented in the following

order:

Receptionist

Salespeople

Manager

Bookkeeper


63

SCHEDULING

It is important that the conversion of the new system is implemented without too many

problems. That is why the implementation must be scheduled. (see Appendix 3)

First the software and hardware is purchased, which would approximately take three days.

Concurrently, the company will be consulted for the designing, implementation and testing of

the database, which will take approximately five weeks. Then when most of the equipment

has arrived, the system can be tested in the alpha testing. In the alpha testing, tests are

performed on the system to find any problems that may occur prior to implementation. This

is where the test plan is used, using test data. The creation of the database may take

approximately 5 weeks.

When testing is complete and problems have been refined, the installation of the equipment

into the company can occur.


The office will have cabling installed into the office and as well as a server at the start of the

week. Computers and equipment will all be setup prior to the staff training to avoid any

unnecessary equipment in the office. The receptionist will be given their computer and start

training on Wednesday. On the next two days, the salespeople are trained with their mobile

phones. During the weekend, the staff that has been trained can relearn the information that

has been given to them. Start of next week, the manager will be trained to use his computer.

The next day, the bookkeeper will be trained, then the foreman, apprentice, and lastly the

managing director. The full implementation should be complete within three weeks.


The network cables will be setup to run from the receptionist’s computer to the manager’s

computer. The receptionist’s computer and printer will be setup prior to the receptionist’s

training. Mobile phones that have been given approved plans will be given to salespeople.

Finally the manager’s computer will be setup for training.

Conclusion


65

CONCLUSION

SUMMARY OF ANALYSIS – BENEFITS OF THE NEW SYSTEM

The recommended system outlined in this report will greatly enhance the operating

efficiency of KC Ltd. The strongest benefits of this system are found in the areas of

maintaining customer records, salesperson communication, generating quotes, job

management and computerised accounting.

With all customer records in a centralised, cross referenced database searching through

card files and hand addressing envelopes become things of the past. All data relating to a

customer is instantly available. Appointments, kitchen designs, job progress, invoiced

amounts and payments received are all referenced to customer records. This will allow KC

Ltd to provide a more organised and timely service to its customers.

Communication between salespeople and office during the day brings many advantages.

Appointments can now be amended or cancelled with a simple phone call or e-mail to the

salesperson. Your customers can enjoy getting instant quotes on small changes to designs,

and same day quotes on larger changes. The scheduling of appointments is also much

simpler with the database allocating in salespeople’s free time and printing worksheets

automatically.

The process of generating quotes is sped up by entering them in the database. A full

component pricelist within the database allows the system to tally the total price for

components in a snap. A quick entry of the construction and installation cost and the quote’s

complete. It can then be sent to the printer, with the database filling in the customers details

and formal contract. The benefits of supplying rapid quotes to your customers are obvious.

Having job management and accounting integrated into the database allows invoices to be

automatically generated at the relevant stages of the job. It also ensures payment is

received before job progress continues. With all accounting data within the database there is

no longer any need for hand tallying of columns and tables, allowing accounting totals when

you want them without hassle.


66

ESTIMATED COST OF RECOMMENDED SOLUTION

Equipment to buy:

2 Nokia 9110 Communicator mobile phones

o 1 for salesperson1


4 Basic workstation computers

o 1 for the receptionist

o 1 for the managing director

o 1 for manager

o 1 for foreman

1 more powerful computer

o for the apprentice

Software packages

o MS Office XP

o Cad

Networking equipment

o 8 port network switch

o 1 network card for each computer (total of 6)

o cables (total of 6)

Printer


67

o HP LaserJet Printer (network capable)

Telecommunications

o 2 mobile phone accounts

o 2 registration fees

o 1 modem

o 1 internet access account

Backup

o Tape Drive

Consumables

o Paper

Server

o Computer

o Database

This option is the ideal setup for fulfilling KC ltd requirements in expanding their position in

the market place. This new system is fully optimised to create a largely computer automated

company. Although the price is for this system is quite large, Delta engineering believes that

this option is the most efficient for its price.


68

Approximate costing of equipment

ITEM QUANTITY PRICE (approx) TOTAL COST

Nokia 9110 Communicator mobile phones

2

$500.00

$1000.00

Basic workstation computers

4 $1,500.00 $6,000.00

More powerful computer

1 $2,000.00 $2,000.00

Software package

Microsoft Office XP

CAD

6

1

$500.00

$500.00

$3000.00

$500.00


Cables

Network cards

8 Port Hub

6

6

1

$20.00

$50.00

$200

$120.00

$300.00

$200.00

Printer 1 $870.00 $870.00

Telecommunications

Mobile phone account

Registration Fee

Modem

Internet access

2

2

1

1

$30.00 per month

$20.00

$100.00

$50.00

$60.00 (first month)

$40.00

$100.00

$50.00 (per month)


69

Backup

Tape Drive 1 $800.00 $800.00

Consumables

Paper 5 (packs of 500) $5.00 per month $25.00 (first month)

Server

Computer

Database

1

1

$5,000.00

$8,000.00

$5,000.00

$8,000.00

Total $28,065.00

Approximate costing for all equipment required in the recommended option is $28,065.00

COST FOR TRAINING

After the new system has been installed and tested, a training plan will commence. An

employee from Delta engineering will come to KC Ltd company and train employees on how

the new system is to be used. This document displays the total cost that will be charged for

training.

Training will be charged at an hourly rate of $80.00 per hour.

Training time will be allocated as follows:

TRAINING FOR TRAINING TIME (hours)

Receptionist 2

Salesperson 1 1

Salesperson 2 1

Manager 1.5

Book keeper 1


70

Foreman 2

Apprentice (assuming familiar with CAD) 0.5

Managing director 2

Total 11

The total hours of training in the company will be 11 hours.

Charged at an hourly rate of $80.00, the total cost for training would be $880.00

This charge includes extra support where needed. (i.e. free phone support and call out for

major difficulties).

COSTING FOR ALPHA TESTING

Alpha testing is the first stage of the implementation of the new system. Delta engineering

will be charging for the testing as follows:

60% of testing time will be charged at $40.00 per hour and;

40% of testing time will be charged at $80.00 per hour

Delta engineering needs 20 hours of alpha testing before beta testing can commence

so :

60% of $40.00 is $24.00 and 40% of $80.00 is $32.00

Total cost per hour is $56

For 20 Hours :

$56 ã 20(hours) = $1120.00

The total charge for alpha testing is $1120.00


71

COSTING FOR HARDWARE AND CABLING INSTALLATION

When computers are all in the desired area, cabling can commence. Cabling involves

networking of all computers to the server, printer and the hub.

Cabling will be charged at an hourly rate of $40.00. Delta engineering approximates 1 hour

of cabling which will be $40.00.

Once computers are networked and in functioning order, hardware installation will

commence.

Hardware installation includes the installation of Microsoft Office XP and CAD on the

computers.

Delta Engineering will charge for hardware installation as follows:

Hardware installation will be charged at an hourly rate of $40.00 per hour

Installation on each computer will take approximately 15 minutes. With six computers, total

time for installation will be 1.5 hours.

Installation will cost a total of $60.00.

The total cost for all Hardware and Cabling is $100.00.

The total system cost for the recommended solution is $30,165.00


72

ESTIMATED COST OF COST-SENSITIVE OPTION

Equipment to buy:

2 Nokia mobile phones



2 Basic workstation computers

o 1 for the receptionist

o 1 for the manager

Software packages

o MS Office XP


o Cable to link both computers

o 1 network card for each computer (total of 2)

Printer

o HP LaserJet Printer (network capable)

Telecommunications

o 2 Mobile Phone accounts

Backup

o CD Rewriter

Consumables


73

o Paper

o CDs

This option is a cost sensitive one and is designed to minimise costs. This option is intended

as a fallback option for KC Ltd if financial considerations are overbearing.

Approximate costing of Equipment

ITEM QUANTITY PRICE (approx) TOTAL COST

Nokia mobile phones

2 $100.00 $200.00

Basic workstation computers

2 $1,500.00 $3,000.00

Software package

Microsoft Office XP 2 $500.00 $1000.00


Cables

Network cards

1

2

$20.00

$50.00

$20.00

$100.00

Printer 1 $870.00 $870.00

Telecommunications

Mobile phone account

Registration Fee

2

2

$30.00 per month

$20.00


$40.00

Backup

CD rewriter 1 $300.00 $300.00


74

Consumables

Paper

Recordable CDs

5 (packs of 500)

2

$5.00 per month

$1.00 per month


$2.00 (first month)

Database 1 $8,000 $8,000

Total $13,617.00

Approximate costing for all equipment required in the cost sensitive option is $13,617.00

OTHER COSTS

The cost of other items like testing, training, hardware and software installation will only

experience a slight variance estimated at 0.01. Therefore refer to their costs as estimated in

the previous section (estimated cost of recommended solution)


75

RECOMMENDATIONS

Based on it’s analysis, the project team recommends the adoption of it’s designed solution.

In view of the prevailing economic situation, a cost-sensitive version of the solution has also

been presented. We would advise however, in order to experience the maximum benefit,

an implementation of the fully fledged option. The Project is considered a success as all its

required objectives were met or surpassed and was completed within the required time

frame.

References


77

REFRENCES

Books

Harwryszkiewycz I. (1988). Introduction to Systems Analysis and Design. Australia: Prentice Hall

Pty Ltd.

Cross R. & Watson T.

(1994).

The Professional Analyst. Australia: Edith Cowan University.

Websites

Professor Kevin R. Parker http://cobhomepages.isu.edu/parkerkr/courses/Cis382/notes/TOPIC1

2_conversion.htm

Hewlett Packard http://www.hp.com/products1/storage/index.html

Peter M. Kogge http://members.rediff.com/shiladitya/ISR.html

Full Spectrum Software http://www.fullspectrumsw.com/New_Pages/devphases.asp

Nokia www.nokia.com/phones/9110

Harvey Norman www.harveynorman.com.au

Appendices


II

APPENDIX 1

Minutes of Meeting Friday 22nd February

Location: Library 2nd Floor. 11:05am Attended: Kris, Rolando, Lewis, Chris, Jason Absent: Zelalem Previous Weeks Tasks: All completed except for Kris, Chris, and Zelalem Discussed: -Checked previous weeks work -DFD's -Scope -Objectives -Issues Tasks for following Monday Jason- Expansion of number 5 of DFD Rolando- Expansion of number 1 of DFD Lewis- Expansion of number 2 of DFD Kris- Expansion of number 4 of DFD Chris- Expansion of numbers 6 and 3 of DFD Objective for Monday- have detailed DFD's complete Meeting adjourned 11:50am


III

Minutes Meeting Where held: Library, 2nd floor Time began: 11:05am Time ended: 11:40am Date: 01/03/02 People present: People absent: Zelalem Gilmour (no one absent) Chris Griffiths Rolando Suarez Kris Trpevski Jason Foong Discussion: Worked out what to ask the manager for KC. for the following week. We also went through the actual task to go through any parts of the assignment that we didn’t really understand. Worked out what was to be done for next weeks meeting. Decided upon a leader (Chris Griffiths). Tasks not achieved: (no tasks set before this meeting) Who completed tasks: (no tasks set before this meeting) Tasks for following week : Ask manager questions about: JCNo's : Jason Foong Communication with suppliers: Chris Griffiths Cross referencing on incoming invoices: Jason Foong Stock Inventory: Zelalem Gilmour Quotes: Chris Griffiths Customer relationship control: Chris Griffiths To research: Purchase orders: Zelalem Gilmour Goods Received Advices: Kris Trpevski Accounts Cash books: Rolando Suarez End of meeting


IV

Minutes Meeting Where held: Library second floor Time began: 11:00am Time ended: 11:30am Date: 08/03/02 People present: People absent: Zelalem Gilmour (no one absent) Chris Griffiths Rolando Suarez Kris Trpevski Jason Foong Lewis Ogundo(new member) Discussion: Went through tasks from week before. Introduced Lewis to the group and explained what was happening. Arranged ourselves into groups of 2 to do specific tasks and when to meet up in our own time. Researched data flow diagrams in "The Professional analyst" (by Robert Cross and Tony Watson). Went through notes gathered in the tute. Tasks not achieved: All tasks from week before were completed Who completed tasks: (Everyone completed their tasks from week before) Jason Foong researched JCNos and cross referencing on incoming invoices; Chris Griffiths asked about communication with suppliers, quotes and customer relationship control; Zelalem Gilmour researched stock inventory and Purchase orders; Kris Trpevski researched Goods Received advices; and Rolando researched what were in cashbooks. Tasks for following week: 1. To begin giving a description of the problems in KC (Rolando Suarez and Lewis Ogundo) 2. Beginning Physical Data flow diagrams (Zelalem Gilmour, Chris Griffiths) 3. Beginning Logical Data flow diagrams (Jason Foong, Kris Trpevski) End of meeting


V

Minutes of Meeting 15th March 2002

Location: Library 2nd Floor. 11:10am Attendance: (ALL) Kris Zelalem Rolando Lewis Chris Jason Previous Weeks Tasks: All completed Discussion: Review previous weeks work DFD’s – Context and Level 0 - Some alterations agreed upon Approach to report discussed. Objectives for the week: Finalise current system. Ensure current system is well understood by all members. Look at Objectives, Issues and Scope Tasks for Monday: Look at Objectives: Zelalem Rolando Chris Scope: Lewis Issues: Kris Jason Minutes: Chris Meeting adjourned 11:50am Meeting 18th March 2002 Held after Lecture Attendance: Lewis Jason Rolando Purpose: Group work on Level 1 Data Flow Diagram.


VI

Minutes of Meeting

26th April 2002

Location: Library second Floor. 11:05 am

All attended: Kris, Rolando, Lewis, Chris, Jason

Last Weeks Tasks: All completed

Discussion:

Entity Analysis

Finalized last week’s work

System repository

Objectives for the week:

-Begin work on the entity relationship diagrams

-Understand the system repository and begin work on it

Tasks for Monday:

-System Repository(Lewis, Jason, and Chris)

-Entity Analysis(Kris and Rolando)

-Minutes of this meeting(Kris)

Meeting ended at 12:05am


VII

Minutes Meeting Where held: Lecture room, 7.102 Time began: 12:15pm Time ended: 1:15pm Date: 29/04/02

People present: People absent: Rolando Suarez Kris Trpevski Jason Foong Zelalem Gilmour Chris Griffiths Lewis Ogundo Discussion:

• Worked on the new physical dfd • Agreed on new logical dfd • Talked about how the new system is going to be implemented in the company

Tasks not achieved: All tasks from week before were completed Who completed tasks: Rolando Suarez : did level 1 dfd of 'process job' on new logical Jason Foong : did level 1 dfd of 'manage accounts' on new logical Lewis Ogundo : did level 1 dfd of 'manage quotes' on new logical Chris Griffiths : Completed the new logical dfd Tasks for following week:

• Do scheduling for implementation of new system (for case 1) • Start Case 2 - Jason Foong • New Physical structured english - Chris Griffiths • New Physical dfd - Rolando Suarez • Scheduling - Lewis Ogundo

End of meeting


VIII

Minutes Meeting Where held: Library, 2nd floor Time began: 11:05am Time ended: 12:35pm Date: 03/05/02

People present: People absent: Rolando Suarez Zelalem Gilmour Jason Foong Lewis Ogundo Chris Griffiths Kris Trpevski Discussion:

• went over last week's tasks • went over tasks still needed to be completed • break down and allocation of final report

Tasks not achieved: All tasks from week before were completed Who completed tasks: Chris Griffiths did new physical dfd Jason Foong started case 2, the conversion strategy Lewis Ogundo started testing plan Rolando Suarez started benefits and costing of case 1 and 2 Kris started the entity relationship diagram Tasks for following week:

• Chris Griffiths : complete structured english • Kris Trpevski : finish entity analysis • Lewis Ogundo : finish scheduling • Rolando Suarez : finish costing and benefits • Lewis Ogundo : start test plan • Jason Foong : continue working on the conversion strategy

End of meeting


IX

Minutes Meeting Where held: Library, 2nd floor Time began: 11:05am Time ended: 12:35pm Date: 10/05/02

People present: People absent: Rolando Suarez Zelalem Gilmour Jason Foong Chris Griffiths Kris Trpevski Lewis Ogundo Discussion:

• Went through progress of task • discussed the physical structure and relationship

Tasks not achieved: All tasks from the week before were started but were unfinished Who completed tasks: Chris Griffiths did new physical structured english Jason Foong started case 2, the conversion strategy Lewis Ogundo started testing plan Rolando Suarez started benefits and costing of case 1 and 2 Kris started the entity relationship diagram Tasks for following week: Continue with current unfinished tasks End of meeting


X

Minutes of Meeting

15th May 2002

Location: Library 2nd Floor. Meeting began at 2:15pm.

Attendance (ALL): Kris, Chris, Lewis, Rolando, and Jason

Previous Weeks Tasks: All completed except some had to be modified

Discussion:

-Costing

-Auditing and Controls

-Entity Relationship Diagrams

-Representation of the final copy of the assignment

-Structured English

-Gantt Chart

Objectives for this week:

-Finish all parts of the assignment, have it printed and bound by Thursday evening

Tasks for tonight/Thursday morning:

Modify the costing outline: Rolando

Auditing and Controls must be modified before finalising: Jason

Finish Training Plan and Entity Relationship Diagram for the New System: Kris

Complete the Structured English and Description of new System: Chris

Finish assignment cover sheets and make a complete continuous document

Minutes: Kris

Meeting adjourned at 4:15pm


XI

APPENDIX 2


XII

APPENDIX 3

Implementation and Final Testing Schedule

ID Task Name Duration1 Purchasing software & hardware 10 days

2 Database 25 days

3 Alpha testing 5 days

4 Cabling & Server 2 days

5 Implementation 8 days

6 Training & testing 8 days

S M T W T F S S M T W T F S S M T W T F S S M T W T F S3 Jun '02 10 Jun '02 17 Jun '02 24 Jun '02

Task

Split

Progress

Milestone

Summary

Project Summary

External Tasks

External Milestone

Deadline

Project: KC Ltd. System ScheduleDate: Fri 17/05/02


XIII

ID Task Name Duration1 Purchasing software & hardware 10 days

2 Database 25 days

3 Alpha testing 5 days

4 Cabling & Server 2 days

5 Implementation 8 days

6 Training & testing 8 days

S M T W T F S S M T W T F S S M T W T F S S M T W T F S1 Jul '02 8 Jul '02 15 Jul '02 22 Jul '02

Task

Split

Progress

Milestone

Summary

Project Summary

External Tasks

External Milestone

Deadline

Project: KC Ltd. System ScheduleDate: Fri 17/05/02

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