Econ Questions: 1. Which do you think is the greater risk for the U.S. economy in 2022: inflation or deflation? Base your answer on what we’ve discussed in class and your readings, but you may also want to consider this: 2. Many developing nations are not seeing the resurgence in demand that the developed world has in the 2nd half of this year. How feasible would it be for developing nations to maintain current interest rate levels when the rest of the world is raising interest rates to prevent continued increases in the inflation rate? 3. Looking at the chart below, speculate on why Japan’s inflation rate breaks the mold. (I say speculate because no one knows for sure….) 4. Central bank independence is taken for granted in developed nations like those in Western Europe and the U.S., but independent central banks are something of a rarity in developing and emerging market economies. What roles does an independent central bank play in a country’s economic and financial development, and how does the absence of an independent central bank jeopardize economic growth? 5. The Economist writes: “Cash is a safe asset, but a wasting one. The real returns on risky assets have been much greater. True, cash affords options—to buy cheaply when others are selling. But episodes of distressed selling have been fleeting, largely thanks to central banks, which have been liberal in supplying cash in emergencies.” Why are investors willing to incur the opportunity cost of holding cash in the face of current outsized returns in the equity and bond markets? 6. What does the risk structure of interest rates measure? Is the current structure of U.S. rates consistent with your impressions of the health of the US economy and the corporate and housing sectors? Give specific examples. 7. The global investment bank ING has released its forecast of when the major central banks will change their interest rates in 2022. Answer the following questions based on their forecast: a. Would you expect the dollar to be strengthening against the British pound in the first quarter of 2022? b. Would you expect the euro to strengthen or weaken against the Swedish krone in 2022? When? c. Which two currencies are most likely to move in lockstep in 2022? d. Which country is likely to have the strongest currency at the end of 2023? 8. The U.S. financial system boasts very liquid and efficient markets where financial assets are bought and sold. The U.S. also has a very large number of banks. Other developed nations, like France, Japan or Germany, have few banks even fewer financial markets. What are the pros and cons of the two different approaches? 06/25/2021 1 Group Project: SWOT Analysis Presentation Before you begin this assignment, be sure you have read the Case Study. Purpose of this Assignment This assignment gives you the opportunity to demonstrate your ability to participate in a team project and to communicate effectively with an important ...

1. Econ Questions:
1. Which do you think is the greater risk for the U.S. economy
in 2022: inflation or deflation? Base your answer on what we’ve
discussed in class and your readings, but you may also want to
consider this:
2. Many developing nations are not seeing the resurgence in
demand that the developed world has in the 2nd half of this
year. How feasible would it be for developing nations to
maintain current interest rate levels when the rest of the world
is raising interest rates to prevent continued increases in the
inflation rate?
3. Looking at the chart below, speculate on why Japan’s
inflation rate breaks the mold. (I say speculate because no one
knows for sure….)
4. Central bank independence is taken for granted in developed
nations like those in Western Europe and the U.S., but
independent central banks are something of a rarity in
developing and emerging market economies. What roles does an
independent central bank play in a country’s economic and
financial development, and how does the absence of an
independent central bank jeopardize economic growth?
5. The Economist writes: “Cash is a safe asset, but a wasting
one. The real returns on risky assets have been much greater.
True, cash affords options—to buy cheaply when others are
selling. But episodes of distressed selling have been fleeting,
largely thanks to central banks, which have been liberal in
supplying cash in emergencies.” Why are investors willing to
incur the opportunity cost of holding cash in the face of current

2. outsized returns in the equity and bond markets?
6. What does the risk structure of interest rates measure? Is the
current structure of U.S. rates consistent with your impressions
of the health of the US economy and the corporate and housing
sectors? Give specific examples.
7. The global investment bank ING has released its forecast of
when the major central banks will change their interest rates in
2022. Answer the following questions based on their forecast:
a. Would you expect the dollar to be strengthening against the
British pound in the first quarter of 2022?
b. Would you expect the euro to strengthen or weaken against
the Swedish krone in 2022? When?
c. Which two currencies are most likely to move in lockstep in
2022?
d. Which country is likely to have the strongest currency at the
end of 2023?
8. The U.S. financial system boasts very liquid and efficient
markets where financial assets are bought and sold. The U.S.
also has a very large number of banks. Other developed nati ons,
like France, Japan or Germany, have few banks even fewer
financial markets. What are the pros and cons of the two
different approaches?
06/25/2021 1
Group Project: SWOT Analysis Presentation

3. Before you begin this assignment, be sure you have read the
Case Study.
Purpose of this Assignment
This assignment gives you the opportunity to demonstrate your
ability to participate in a team project
and to communicate effectively with an important group of
stakeholders. This assignment specifically
addresses the following course outcomes to enable you to:
• plan, build, and maintain systems that meet organizational
strategic goals by applying enterprise
architecture and enterprise system principles, and
• practices effectively communicate with stakeholders to
determine, manage, and document
business requirements throughout the SDLC.
A further objective is to provide an opportunity for students to
learn from one another as they analyze
the various areas (strengths weaknesses opportunities and
threats) together, as they would in a
traditional integrated product team.
Assignment
The case study used in this class, Precision Electronic Parts
(PEP), Inc., describes the IT Steering
Committee (ITSC) that has been formed to make investment

4. decisions related to the information
technology used by PEP. The case study identifies the
membership of the ITSC, which includes the Chief
Information Officer (CIO). The CIO has asked your group to
develop a presentation for the ITSC that
focuses on a SWOT Analysis and references the following
documents in the IT decision making and
project management processes:
• the Preliminary Investigation Report,
• the Requirements Specification,
• the Design Specification, and
• the Final System Report.
A SWOT Analysis provides a look at the factors and influences
which may be considered a Strength,
Weakness, Opportunity or Threat to an organization, its mission
or goal, or its current business plan/
objective. The strengths and weaknesses are the internal factors
whereas opportunities and threats are
the external factors. You can read more about a SWOT
Analysis here.
Each Group should review each member’s proposed solution
from the Final System Report and come to a
consensus on one to be used for the Group Project. Since each

5. group member identified a proposed
solution, each team has the opportunity to share solutions and
rationale for choosing a Group solution.
Once a Group solution is identified, a SWOT Analysis Matrix
needs to be created. You can find SWOT
Analysis Matrix examples and templates here.
In choosing one Group solution for PEP, keep in mind that an
information system is a set of
interrelated components, with a clearly defined boundary,
working toward the attainment of a common
goal by accepting inputs and producing outputs in an organized
transformation process. Feedback is data
about the performance of a system. Control is the component
that monitors and evaluates feedback and
makes any necessary adjustments to the input and processing
components to ensure that proper output
is produced. An information system is comprised of hardware,
software, telecommunication, and data.
Systems have three basic functions:
• Input involves capturing and assembling elements that enter
the system to be processed.
• Processing involves transformation processes that convert
input into output.
https://www.mindtools.com/pages/article/newTMC_05.htm

6. https://creately.com/blog/examples/swot-analysis-templates-
creately/
06/25/2021 2
• Output involves transferring elements that have been produced
by a transformation process to
their ultimate destination.
Organizations are establishing an Enterprise Architecture (EA)
to inform, guide and constrain the
investment decisions made by SWOT Analysis boards regarding
IT systems. An enterprise architecture is
a process that fully describes and maps business functionality
and requirements and relates them to
information system requirements. It enables you to
accommodate complexity and change. An EA is the
analysis and documentation of an enterprise in its current and
future states from a strategy, business,
and technology perspective. It helps to integrate and manage IT
resource from a strategy and business-
driven viewpoint. The benefits of an EA are reduction in IT
costs, improves IT responsiveness, supports
agility to change, and guides the proper selection of IT
solutions to ensure the accomplishment strategic
business outcomes.

7. The presentation is to be developed using Microsoft PowerPoint
for delivery to the executive leadership
team and should be at a level appropriate for that purpose. Your
presentation format should be
professional and use frames, color and/or style to make it
interesting in appearance to keep your
audience’s attention. Each slide should have a title, a slide
number, and a limited number of bullet points.
A presentation should capture key bullet points and not include
complete paragraphs and detailed text.
The bullet points in your presentation will be supported by
relevant details in the Notes section of the
slides. Use the Notes area to write what you would say (all your
words from "Good morning" to
"Thank you") if you were giving this as a presentation.
Presentations with limited or no Notes will receive
much lower grades. The use of at least three (3) external
resources (other than the textbook and
classroom resources) is required; your sources should be
scholarly sources, not Wikipedia and the
popular press. Remember to correctly cite and reference your
sources. Any direct quotes should be
indicated within the slide text with appropriate quotation marks
and an in-text citation (however direct
quotes should be short and used sparingly, if at all). Complete
references for all sources should be
included in the corresponding Notes section. Paraphrased
material can just be referenced within the

8. Notes section of the slides without an in-text citation on the
slide. This deviates from APA style but keeps
the slides more readable.
Your presentation should be at least 10 slides, including:
• A cover slide with a title, names of the group members and
date as a minimum
• A slide to explain the purpose of the briefing, including the
Group’s Proposed
Solution
• 3-4 slides that explains the SWOT Analysis process and
SWOT Analysis Matrix that the Group
developed, including:
o Strengths (what is PEP good at?)
o Weaknesses (what is PEP not good at?)
o Opportunities (how can the proposed solution help PEP
achieve their strategic
goals?)
o Threats (what are potential threats PEP is facing in meeting

9. their strategic goals?)
• 4-6 slides addressing the following:
o How PEP can bridge the gap between weaknesses and
strengths.
o Steps and initiatives ITSC can take to mitigate threats and
risks identified in the
SWOT Analysis.
o Steps PEP can take to leverage strengths.
o Action plan steps ITSC can take to use the proposed solution
to enhance market
share and organizational strength.
o Summary/conclusion slide (keep in mind the purpose of the
briefing is to obtain
executive approval to implement the SWOT Analysis process)

10. 06/25/2021 3
Group Management
Group work is to be conducted in the Groups area of the online
classroom – the group discussion area
and the group locker - and the use of online Messages and email
is discouraged and should be
restricted. If those must be used, please copy your faculty
member. The work should be balanced
among the team. At the conclusion of the project, each team
member will rate the participation of each
of the team members, including themselves. These ratings will
be sent to the professor via the
Assignment Folder, using the Group Project Peer Review
(GPPR) form provided, and will be considered in
the assignment of individual scores.

11. Submitting Your Assignment
One member of the group should submit the presentation via the
Group Assignment Folder as Microsoft
PowerPoint presentation. Use the Grading Rubric below to be
sure you have covered all aspects of the
assignment.
Note: The results of the GPPR can reduce individual grades if
it's found there is low participation by a
team member.
06/25/2021 4
GRADING RUBRIC:
Criteria

12. 90-100%
Far Above
Standards
80-89%
Above
Standards
70-79%
Meets
Standards
60-69%
Below
Standards

13. < 60%
Well Below
Standards
Possible
Points
Purpose 9-10 Points
The purpose of
the
presentation is
clear and
thoroughly sets
the stage for
presentation.
Demonstrates
sophisticated

14. analysis and
writing.
8 Points
The purpose of
the presentation
sets the stage
for presentation.
Demonstrates
effective analysis
and writing.
7 Points
The purpose of
the
presentation
sets the stage

15. for
presentation.
6 Points
The purpose of
the presentation
may not
appropriately
set the stage for
presentation.
0-5 Points
No purpose
slide is
provided, or

16. minimal effort
demonstrated.
10
SWOT Analysis
Process
9-10 Points
The proposed
SWOT Analysis
process is
clearly and
thoroughly
described.
Demonstrates

17. sophisticated
coverage of
each area.
8 Points
The proposed
SWOT Analysis
process is clearly
described.
Demonstrates
good coverage of
each area.
7 Points
The proposed
SWOT Analysis
process is
described.

18. 6 Points
The proposed
SWOT Analysis
process may not
be included or
not adequately
described.
0-5 Points
No proposed
SWOT
Analysis
process is

19. included, or
minimal effort
is
demonstrated.
20
SWOT Matrix
Identifies Each
of the Four
Quadrants
(Strengths,
Weakness,
Opportunities,
Threats)
36-40 Points

20. All four
quadrants
required by the
assignment are
included in the
matrix and are
clearly and
completely
explained.
Demonstrates
sophisticated
analysis and
writing.
32-35 Points
Three of the four

21. quadrants
required by the
assignment are
included in the
matrix and are
clearly and
completely
explained.
Demonstrates
effective analysis
and writing.
28-31 Points
Two of the
four quadrants
required by the
assignment are

22. included in the
matrix and are
clearly and
completely
explained.
24-27 Points
One of the four
quadrants
required by the
assignment are
included in the
matrix and are
clearly and
completely
explained.

23. 0-23 Points
None of the
quadrants are
included, or
very minimal
effort is
demonstrated.
30
Benefits of the
SWOT Analysis
Process
9-10 Points

24. The
descriptions of
benefits are
convincing,
effective and
8 Points
The descriptions
of benefits are
effective and
relevant to the
case study.
7 Points
The
descriptions of
benefits are
provided and is

25. 6 Points
The descriptions
of benefits are
somewhat
relevant to the
case study, and
0-5 Points
No description
of benefits
provided, or
minimal effort
demonstrated.
10

26. 06/25/2021 5
relevant to the
case study
organization.
Demonstrates
sophisticated
analysis and
critical thinking.
Demonstrates
analysis and
critical thinking.
relevant to the
case study.
may or may not

27. be clearly
written.
Conclusion 9-10 Points
Conclusion is
convincing,
effective and
relevant to the
presentation.
Demonstrates
sophisticated
analysis and
critical thinking.
8 Points
Conclusion is

28. effective and
relevant to the
presentation.
Demonstrates
analysis and
critical thinking.
7 Points
Conclusion is
provided and is
relevant to the
presentation.
6 Points
Conclusion is

29. somewhat
effective and/or
relevant to the
presentation.
0-5 Points
No conclusion
provided, or
minimal effort
demonstrated.
10
Notes Section 9-10 Points
Presentation is
clear and

30. concise and
supported by
Notes that
contain all that
would be said
during the
presentation,
demonstrate a
sophisticated
level of thinking
and writing,
and augment,
rather than
repeat what is
on the slides.
8 Points

31. Presentation is
clear and concise
and supported
by Notes that
contain most of
what would be
said during the
presentation,
demonstrate
critical thinking
and effective
writing, and
augment, rather
than repeat what
is on the slides.

32. 7 Points
Presentation is
clear and
concise and
supported by
Notes that
contain much
of what would
be said during
the
presentation.
6 Points
Presentation is
not supported
by appropriate

33. notes; may not
be clear and
concise.
0-5 Points
No Notes
included or
notes just
repeat slide
content, or
extremely
minimal notes
are used.
10
Presentation

34. Format
9-10 Points
Presentation
reflects
effective
organization,
creative design
and
sophisticated
level of
communication;
appropriate
illustrations,
charts and/or

35. diagrams are
included;
8 Points
Presentation
reflects effective
organization,
good design and
appropriate level
of
communication;
appropriate
illustrations,
charts and/or
diagrams are
included; correct

36. structure of
slides, with few
7 Points
Presentation is
organized;
appropriate
illustrations,
charts and/or
diagrams are
included;
correct
structure of
slides, with
some
grammar, and

37. spelling errors;
follows
6 Points
Presentation
may not be well
organized,
and/or contains
several/many
grammar and/or
spelling errors;
and/or does not
include
any/appropriate
charts, diagrams

38. or illustrations;
and/or does not
follow
0-5 Points
Presentation
is extremely
poorly done
and does not
convey the
information.
10
06/25/2021 6

39. correct
structure of
slides,
grammar, and
spelling;
presented in a
professional
format; follows
instructions
provided;
references are
appropriately
incorporated
and cited using
APA style as
indicated in the

40. instructions.
grammar, and
spelling errors;
presented in a
professional
format; follows
instructions
provided;
references are
appropriately
incorporated and
cited using APA
style as indicated
in the
instructions.
instructions

41. provided;
references are
appropriately
incorporated
and cited using
APA style as
indicated in
the
instructions.
instructions
provided;
and/or does not
follow APA style
for references
and citations as
indicated in the

42. instructions.
TOTAL
Points
Possible
100
IFSM 461: Systems Analysis and Design
Precision Electronic Parts, Inc.
Case Study
Introduction
This case study will be used for a series of staged assignments.
It should be thoroughly read and understood prior to working on
any of the assignments.
Setting

43. Precision Electronic Parts (PEP), Inc., is a small private
business that has retained you to assist in the development of a
new billing and payment system and associated processes.
Background
PEP is a small, private specialized electronics company in
Kansas. For the past 20 years, it has manufactured a wide range
of precision electronic components and replacement parts for
medical equipment used in hospitals, doctor’s offices, and
pharmacies. Last year, the company began building and
delivering custom low voltage motors that reduced electricity
costs and made older medical equipment more environmentally
friendly. More recently, PEP has added a new line of more
efficient low voltage motors that can be used in precision
equipment outside the healthcare industry.
As a result, PEP is experiencing significant increases in orders
for the motors. The manufacturing facility has been expanded,
and the sales and marketing teams have been enlarged. All of
this is straining the Ordering & Shipping Department and the
Inventory Management Department, which have received no
increase in personnel. They are meeting the challenge, but the
Executive Leadership Team (the CEO, COO, CFO, and CIO)
know that they are only treading water. The Finance
Department, however, is getting further and further behind in

44. their invoice, billing and payment processes. The Business
Administration Department has stepped up to the task, but is at
the breaking point.
IT Steering Committee
The IT Steering Committee (ITSC) at PEP is comprised of the
Executive Leadership Team, the Senior Vice President and Vice
President.
• Carolyn West is the Chief Executive Officer (CEO). She has
been at the company for 11 years. Carolyn has a background
working for and managing electronics companies. Like most
CEOs, Carolyn is focused on the strategic and long-term
business health of PEP. She chairs the IT Steering Committee.
Carolyn and the committee members jointly make decisions
about IT systems and major organizational business process
changes.
• Tim Uduak, Jr. is the Chief Operating Officer (COO) and the
son of founding partner Tim Uduak, Sr. Tim has been around
the company since its inception in one capacity or another,
except for four years of college and a 3-year break to startup his
own company. When his startup failed, Tim came back to PEP
as the SVP, Engineering & Manufacturing Operations. Last
year, he was promoted to COO. While Tim has a strategic focus

45. and is not technology averse, he prefers to solve business
challenges with processes rather than information technology.
• Karl Manley is the Chief Financial Officer (CFO). He has
been with the company for 9 years. Karl has a background in
accounting and finance, and is a certified public accountant
(CPA). He tends to focus on the company’s financial health to
the exclusion of all other business concerns. While Karl is
technology fluent, he resists new IT purchases unless there is a
clear and direct connection made between the technology
investment and improving the company’s financial profile. The
Director, Accounts Receivable (Mary Winston) and the
Director, Accounts Payable (Amy Dole) report to the CFO, and
together are responsible for the financial operations of the
business.
• Mark Temple is the Chief Information Officer (CIO) and head
of the IT Department. He provides all IT services to PEP. Prior
to being hired as the CIO, Mark was an IT manager at a large
multi-national corporation responsible for providing IT services
to their offices from the headquarters in Lincoln, Nebraska.
While in that position, Mark participated in very structured IT
processes, and developed an appreciation for working with the
operational and management divisions to ensure success of IT
projects. When he arrived at PEP, he advised the CEO, COO

46. and CFO that an IT Steering Committee could help ensure they
pursued the most beneficial IT projects. He is your primary
point of contact for dealing with PEP in analyzing their
processes and systems.
• Susan Black is the Senior Vice President (SVP), Engineering
& Manufacturing Operations and is Tim’s replacement. Susan
has worked for the company for 13 years. She started as a
Senior Engineer, and after six years was promoted to Director,
Engineering, where she spearheaded the successful research and
development of the low voltage motors. Susan is a champion of
information technology as long as it is clearly focused on the
core business.
• Jason Udo is the Vice President (VP), Business
Administration. He oversees all departments, except
Engineering & Manufacturing, Finance, and IT. His
responsibilities include key support functions such as Sales ,
Marketing, Ordering & Shipping, Inventory, and Human
Resources.
The ITSC has adopted the IT governance processes
recommended by the CIO. They review proposals for IT
investments and determine where to invest their limited funds.
Each of the members has particular areas of interest, but all of

47. them are focused on reducing the overall cost of running the
business, increasing sales, and managing the cost of IT for the
company. The ITSC has established a series of checkpoints at
which they make go/no-go decisions on IT projects. At these
decision points the following documents are reviewed by the
ITSC:
· Preliminary Investigation Report – describes the
problem/opportunity, identifies benefits of a new system, and
reports on various aspects of feasibility of the proposed project.
· Requirements Specification – documents the requirements to
be fulfilled by the proposed system.
· Systems Design Specification – translates the requirements
into a logical design for the proposed system.
· Final System Report – compiles previous documents and lays
out the way ahead if the project is approved and funded.
As each report is approved, work on the following step begins.
This controls the amount of time and effort put into a request
for a system. For example, if the Preliminary Investigation
Report is not accepted by the ITSC, no further work is
performed on the system proposal.
Your Task
You are an independent Business and IT Systems Analyst,
specializing in developing IT solutions for small business
needs. You have been contracted by the CIO to prepare the

48. documentation required for the ITSC as they consider replacing
the information systems associated with operations, business
administration, and finance. Due to the backlog in the billing
and payment processes, the ITSC wants to start by replacing the
current customer billing and payment system and processes.
However, the ITSC requires assurance that a new billing and
payment system and processes can be interfaced with other new
IT systems and updated business processes as needed. While
there is currently no money in the budget allocated to replacing
or upgrading these systems, the executives are committed to
moving the company forward and improving PEP’s ability to
manage its growing business efficiently and effectively.
Your Activities
After interviewing each member of the ITSC, you have
collected the following information regarding the invoice,
billing and payment processes and needs:
• Customer billing is handled by the Invoicing Department,
which reports to the VP, Business
Administration.
• Customer payments are handled by the Accounts Receivable
Department, which reports to the
CFO.
• Customer billing and payments are managed and recorded in
an in-house developed Microsoft

49. Access based solution. The solution was developed by the IT
Department and is housed on a server controlled and managed
by the IT Department. The solution is updated on request from
the Invoicing and Accounts Receivable Departments.
• The Sales Department works with Invoicing to establish new
customer accounts and update and close existing accounts as
needed.
• The Ordering & Shipping Department sends a monthly report
to Invoicing where the products ordered and shipped and their
codes are entered into the invoicing module. Pricing i s
computed based on the product codes and quantities entered.
• Invoicing is responsible for adding, updating, and maintaining
the product codes and pricing used by the invoicing database on
the 15th of each calendar month. The monthly report containing
the updates is provided by the Marketing Department.
• Invoicing generates and mails customer bills on the last
business day of each calendar month.
• Customer payments (lump sum) are due by the 10th of each
calendar. Customers send the payments to Accounts Receivable.
Accounts Receivable is responsible for updating customer
account records when the payments are received.
• Invoicing is responsible for identifying accounts that are 30
days, 60 days or more overdue. These reports are sent to
Accounts Receivable and Sales. Accounts Receivable handles
all collections.

50. • There is a 2% fee added to all invoices that are 30 days or
more overdue.
• Accounts Receivable notifies the Sales Department to assist
with customers who are 60 days or more delinquent. Ordering &
Shipping is also notified so that no further shipments are made
until the outstanding invoice is paid in full. These situations are
rare.
• Installation services are offered as a fixed price fee for small
businesses (doctor’s offices, individually owned pharmacies,
etc.). Larger installations (hospitals, chain pharmacies,
pharmaceutical manufacturers, etc.) are billed on a pre-defined
hourly rate.
• Volume discounts are not currently offered, but Marketing is
planning to offer this discount within the next six (6) months
because the low voltage motors are increasingly being ordered
in quantities of five (5) or more. The following volume
discounts will be offered:
o 5 or more: 2%
o 10 or more: 5%
o 25 or more: 10%
• Electronic invoicing via email is not currently offered, but
Marketing and Invoicing plan to offer this feature within the
next six (6) months.
• Electronic payment to a lockbox account is not currently
offered, but Marketing and Accounts Receiving plan to offer

51. this feature within the next six (6) months.
• The customer account data elements currently include:
o Customer Organization Name
o Customer Street Address
o Customer City
o Customer State
o Customer Zip Code + 4
o Primary Contact First Name
o Primary Contact Last Name
o Primary Contact Phone Number
o Primary Contact Email Address
o Secondary Contact First Name
o Secondary Contact Last Name
o Secondary Contact Phone Number
o Secondary Contact Email Address
o Products Ordered
o Product Ordered Date
o Products Shipped
o Product Ship Date
o Quantity
o Product Pricing
o Calculated Price (Calculated Field)
o Amount Due (Calculated Field)
o Amount Paid
o Date Paid

52. o Amount 30 Days Overdue (Calculated Field)
o Amount 60 Days Overdue (Calculated Field)
o Amount Greater Than 60 Days Overdue (Calculated Field)
o 2% Overdue Amount (Calculated Field)
• The customer account data elements required for near-term
plans include:
o Quantity Discount (Calculated Field)
o Electronic Invoicing (Check Box)
o Electronic Payment (Check Box)
• Paper invoices currently contain the following data elements:
o Unique Serialized Invoice Number (System Generated?)
o Customer Organization Name
o Customer Street Address
o Customer City
o Customer State
o Customer Zip Code + 4
o Products Ordered
o Product Ordered Date
o Products Shipped
o Product Ship Date
o Quantity
o Product Pricing
o Calculated Price (Calculated Field)

53. o Amount Due (Calculated Field)
o Amount 30 Days Overdue (Calculated Field)
o Amount 60 Days Overdue (Calculated Field)
o Amount Greater Than 60 Days Overdue (Calculated Field)
o 2% Overdue Amount (Calculated Field)
• Paper invoice data points required for near-term plans include:
o Volume Discount (Calculated Field)
o Electronic Invoicing (Yes or No)
o Electronic Payment (Yes or No)
• When electronic invoices are offered, the same current and
near-term data elements as shown above will be included.
You have also documented the following additional
considerations:
• All customer, invoicing, and payment data must be secured,
but accessible to those departments and personnel who have a
need to know.
• PEP requires the ability to generate a receipt automatically at
the time payments are recorded. The receipt will be sent
electronically to the organization’s primary contact email
address. The receipt must contain:
o Unique Serialized Invoice Number
o Customer Organization Name

54. o Customer Street Address
o Customer City
o Customer State
o Customer Zip Code + 4
o Amount Paid
o Date Paid
o Amount Outstanding
• The following company entities need to be able to generate
their own reports as needed:
o COO
o CFO
o Director, Accounts Receivable
o Accounts Receivable Managers & Staff
o Director, Accounts Payable
o SVP, Engineering & Manufacturing Operations
o VP, Business Administration
o Invoicing Managers & Staff
o Sales Managers & Staff
o Marketing Managers & Staff
o Ordering & Shipping Managers & Staff
Your Deliverables
Your first task is to develop the Preliminary Investigation
Report (PIR), which will examine the problems/opportunities,

55. identify benefits of a new system, and report on various aspects
of feasibility of such a project. You will draw upon the
background and other information provided above to develop
the PIR. If that Report is accepted by the ITSC, you will
analyze and organize the requirements you have collected into a
Requirements Specification. After receiving approval of the
Requirements Specification, you will develop the Systems
Design Specification, which will translate the requirements into
a logical design of the proposed system. With a further
decision to proceed, you will then develop the Final System
Report, which will combine your previously developed
documents and lay out the way ahead if the project is approved
and funded.
PEP Case Study2