includes the following: Business Case Investigation Identify 4 employees to interview to support business analysis. For each employee, state the topic(s) used for questioning. The interview topics and responses will be used to influence future design. A possible use case diagram for making an appointment and verifying parts availability Identify the users of the system and requests into and out of the system. Implementation resources needed for the project Identify people and hardware. Human resources may include internal or external resources. I am delighted to announce that Emily Johns will be starting at Appliance Warehouse today! Emily will be undertaking the role of Service Manager and will be the force behind creating our new service department. Emily comes to us with 25 years of experience in the service repair industry. Emily began her career as a service technician and quickly moved through the ranks to the first female service manager in ABC Appliance Service Company's history. After 17 years, she went to work for Acme Appliance Repair. Over the last 8 years, the revenue for Acme increased by 200% after being stagnant for the preceding 5 years Our new service manager starts work today! This is great news! As our business starts to expand, we must move our software project along. need to talk to some of our employees to better understand the functionality and requirements for the proposed system. This is important because they are the key stakeholders of the system.  list of employees who will want to interview.  learn the process for scheduling an appliance repair appointment and how the parts are obtained for those repair visits. Also, it is important to understand what reports that managers are hoping to extract from the new system. I find it is helpful to write down questions prior to your meetings as to not forget the topics that you want to cover. My suggestion is at least 10 questions per person prior to the meeting. Make sure to use open-ended questions (at least 7 questions) to get the employees talking. Also use closed response and range of response questions. I find that each type of question can provide valuable information and are quite useful in requirements gathering. Please send the questions to me for at least two of the interviews. We have previously used both the Joint Application Development technique and the Rapid Application Development technique. However, many colleagues of mine swear by the agile technique. Each of these methodologies offer up some great advantages. Since we need to get this project done as quickly as possible, which of these techniques should be used? I want to ensure that we've created software that will handle all of our users' requirements and that it is a robust system I almost forgot to mention to also send a questionnaire out to the users of the proposed system.Should it be sent out to all employees or as a stratified or systematic sample? 18 hours ago department in or.

1. includes the following:
Business Case Investigation
Identify 4 employees to interview to support business analysis.
For each employee, state the topic(s) used for questioning. The
interview topics and responses will be used to influence future
design.
A possible use case diagram for making an appointment and
verifying parts availability
Identify the users of the system and requests into and out of the
system.
Implementation resources needed for the project
Identify people and hardware. Human resources may include
internal or external resources.
I am delighted to announce that Emily Johns will be starting at
Appliance Warehouse today! Emily will be undertaking the role
of Service Manager and will be the force behind creating our
new service department.
Emily comes to us with 25 years of experience in the service
repair industry. Emily began her career as a service technician
and quickly moved through the ranks to the first female service
manager in ABC Appliance Service Company's history. After 17
years, she went to work for Acme Appliance Repair. Over the
last 8 years, the revenue for Acme increased by 200% after
being stagnant for the preceding 5 years

2. Our new service manager starts work today! This is great news!
As our business starts to expand, we must move our software
project along.
need to talk to some of our employees to better understand the
functionality and requirements for the proposed system. This is
important because they are the key stakeholders of the system.
list of employees who will want to interview. learn the process
for scheduling an appliance repair appointment and how the
parts are obtained for those repair visits. Also, it is important to
understand what reports that managers are hoping to extract
from the new system. I find it is helpful to write down questions
prior to your meetings as to not forget the topics that you want
to cover.
My suggestion is at least 10 questions per person prior to the
meeting. Make sure to use open-ended questions (at least 7
questions) to get the employees talking. Also use closed
response and range of response questions. I find that each type
of question can provide valuable information and are quite
useful in requirements gathering.
Please send the questions to me for at least two of the
interviews.
We have previously used both the Joint Application
Development technique and the Rapid Application Development
technique. However, many colleagues of mine swear by the
agile technique. Each of these methodologies offer up some
great advantages. Since we need to get this project done as
quickly as possible, which of these techniques should be used? I
want to ensure that we've created software that will handle all
of our users' requirements and that it is a robust system
I almost forgot to mention to also send a questionnaire out to

3. the users of the proposed system.Should it be sent out to all
employees or as a stratified or systematic sample?
18 hours ago
department in order to get the service estimates out to the
customer and get the parts for the repair quickly. Meredith
Parks (programmer): I think it would be a good idea to name our
new service system. Any ideas? Alan Marks (store mgr):
Service Information System? SIS? Emily Johns (service
manager): Service Information Manager? SIM? Meredith Parks
(programmer): OK, let's vote. Meredith conducts a quick vote
and all are agreed on SIM. Maddox Farley (parts director): I'm a
little worried about how this SIM will affect my inventory
levels. Meredith Parks (programmer): I need you to break this
down a bit for me. Who is involved in this new process? Emily
Johns (service manager): We definitely have the customers,
parts department, parts, technicians, appointment setters, and
calendar. Meredith Parks (programmer): OK, now we have our
entities. What are the processes that will take place? Alan
Marks (store mgr): Well, we will need to generate estimates and
final invoices. Emily Johns (service manager): Right. And we'll
make appointments, order parts, assign technicians to
appointments. Meredith Parks (programmer): Anything else?
Emily Johns (service manager): A calendar should be able to be
viewed or printed for each technician. Each technician needs
their daily schedule of appointments at the beginning of each
day. Alan Marks (store mgr): I don't think so. Payment will be
accepted by the current cashier's system. Meredith Parks
(programmer): OK.
18 hours ago
Questionnaire results Results are ordered by importance. The
top result (#1) is the most important to that group. Most
common features requested by appointment setters: Reminder

4. services calls/messages See technician's availability
Determination of discounts for customers See availability of
parts to schedule repair View service history Most common
features requested by technicians: Able to view own calendar
See availability of parts to schedule repair Keep notes for each
customer Mobile access of scheduling View service history
Reminder services calls/messages Most common features
requested by parts department: Can pull inventory requests
every two hours. Database of requested parts. Most common
features requested by management: Reporting by time period,
type of appliance, brand Determination of discounts for
customers Mobile access of scheduling Routing and mapping of
technician's driving to appointments See technician's
availability Suggest preventative maintenance to customers
The Appliance Warehouse is a facility that collects products and
goods for the distribution to customers or other industries that
may be able to use the products that are provided. The
warehouse manager will be responsible for ensuring that all
warehouse operations are done both effectively and efficiently
by all staff involved with the said warehouse.
The case study concluded that millions of dollars are invested
yearly purchase of materials and equipment needed for
maintenance and development. The subsequent materials and
equipment are then dispersed to three central warehouses and
then shipped out to other warehouses and location sites as
required. The management of the warehouse will be extremely
important for this company as the warehouse will ensure
maximum productivity with minimum investment through
material handling and purchasing costs. An effectively managed
warehouse will also be able to monitor the services and controls
and even the flow of products. Being able to see what products
the most demand and what products have can be scaled back a
bit due to low demand.

5. One reason for the functional accuracy issues is that of poor
skills training. The training requirements for store-related
personal must be looked at in depth. All personnel that have any
association with the warehouse both internal and external must
undergo proper warehouse training. Training completion
documents should be kept not only at the human resources
office at the corporate office but also on hand at each of the
individual stores. Some employees are not as proficient with the
computer as they should be and must be trained adequately.
Warehouse management is an integral part in most modern-day
businesses. Warehouses of organizations if run and managed
efficiently and effectively can serve as safe storage of goods,
clear and transparent tracking and accountability at the
organizational level. The effectively managed warehouse can
also ensure the allocation of the right goods at the right time
whenever needed to all client departments, maximum
productivity with the least amount of expenditures through
proper warehouse ordering. It will provide services and controls
to the flow of goods entering and being dispersed by the
company.
Explanation:
Organizational Chart
SWOT Analysis
Mission
⦁ Organizations are committed to selling the most credible
brands to the most competing products, avoiding the need for
customer comparison shopping.
⦁ By maintaining a considerate and low stress purchasing
environment, their goal is to be the leading store for all home

6. appliances needs.
Problem Statement
⦁ Providing Constant service
⦁ Employee and Customer satisfaction
⦁ Creation of a low-stress environment helps clients select the
right products
Opportunities
⦁ Rapid adjustment to the changes
⦁ Low startup costs
⦁ Customization and catering to individual needs is possible
⦁ Increase in responsiveness
⦁ Improvement in reliability
⦁ Improvement in productivity through balancing Benefits
⦁ Bundling of product flows
PRELIMINARY INVESTIGATION REPORT
Subject:
Date:
INTRODUCTION
[Provide a brief description of the system, the name of the

7. person or group who performed the investigation, and the name
of the person or group who initiated the investigation.]
SYSTEMS REQUEST SUMMARY
[Explain the basis of the systems request, including an
explanation of major problems or opportunities mentioned in the
request.]
PRELIMINARY INVESTIGATION FINDINGS
[Describe the results of the investigation, including the scope of
the proposed project and the conclusions that were reached.
Mention all significant findings, including the results of
interviews and other fact-finding, and provide an estimate of
current costs.]
RECOMMENDATIONS
[Present a specific recommendation for further action.]
TIME AND COST ESTIMATES
[Include an estimate of time and expenses necessary for
additional IT department work. This should be quite specific for
the next phase and should include a timetable and cost estimate
for the entire project.]
EXPECTED BENEFITS
[Explain all tangible benefits, with specific dollar estimates,
using a range if appropriate. Also mention any intangible
benefits.]
Questionnaire results

8. Results are ordered by importance. The top result (#1) is the
most important to that group.
Most common features requested by appointment setters:
Reminder services calls/messages
See technician's availability
Determination of discounts for customers
See availability of parts to schedule repair
View service history
Most common features requested by technicians:
Able to view own calendar
See availability of parts to schedule repair
Keep notes for each customer
Mobile access of scheduling
View service history
Reminder services calls/messages
Most common features requested by parts department:
Can pull inventory requests every two hours.
Database of requested parts.
Most common features requested by management:

9. Reporting by time period, type of appliance, brand
Determination of discounts for customers
Mobile access of scheduling
Routing and mapping of technician's driving to appointments
See technician's availability
Suggest preventative maintenance to customers
SYSTEM DOCUMENTATION
NAME OF SYSTEM
DATE
PAGE of
ANALYST
PURPOSE OF DOCUMENTATION
FIELD FIELD TYPE FIELD LENGTH
REQUEST FOR INFORMATION SERVICES
Date:
System enhancement: Title:
Department: Location:
New system: E-mail:

10. REQUEST FOR:
URGENCY:
[ ] Correction of system error
[ ] Immediate attention required
[ ] System enhancement [ ] Handle in normal priority sequence
[ ] New system [ ] Defer until new system is developed
DESCRIPTION OF REQUESTED SYSTEMS SERVICES:
(ATTACH ADDITIONAL DOCUMENTS AS NECESSARY)
(To be completed by the Information Technology Department)
[ ] Approved Assigned to IT contact person:
User:
Urgency code (1 low to 5 high):
[ ] Modified (see attached notes)
[ ] Rejected (see attached notes)
Date:
Action:
SYSTEM REQUIREMENTS DOCUMENT
⦁ Introduction

11. ⦁ Summary
⦁ Findings
⦁ Recommendations
⦁ Time and Cost Estimates
⦁ Expected Benefits
⦁ Appendix
SYSTEM DESIGN SPECIFICATION
1. Management Summary
2. System Components Details
a. Program Design
b. User Interface Design
c. Output and Input Design
d. File and Database Design
e. Support Processing Design
3. Environmental Requirements
4. Implementation Requirements
5. Time and Cost Estimates
6. Appendices (as needed)

12. SYSTEM REQUIREMENTS CHANGE REQUEST
PRINT THE FOLLOWING INFORMATION:
NAME
DEPARTMENT
JOB TITLE
DESCRIPTION OF CHANGE:
REASON FOR CHANGE:
ATTACH ADDITIONAL INFORMATION AND DOCUMENTS
AS NEEDED:
CHECK THIS BOX IF ATTACHMENTS ARE INCLUDED:
SIGNED
_____________________________________________________
____ DATE __________________________
CONTROL NUMBER
DATE RECEIVED
TO BE COMPLETED BY THE PROJECT COORDINATOR:
IMPACT ANALYSIS:
Include an estimate of resources needed, with specific costs and
timetables.
ACTION:

13. ACCEPT
DEFER UNTIL (DATE)
REJECT FOR THE FOLLOWING REASONS:
SIGNED _____________________________________________
______________ DATE _____________________
DATA DICTIONARY
DATA ELEMENT DESCRIPTION
SYSTEM
DATA ELEMENT NAME LABEL
ALTERNATE NAMES
Type
and
LENGTH OUTPUT FORMAT
DEFAULT VALUE ACCEPTABLE VALUES
PROMPT/COLUMN HEADER
SOURCE
SECURITY
RESPONSIBLE USER
DERIVATION FORMULA

14. DESCRIPTION AND COMMENTS
DATA DICTIONARY
DATA FLOW DESCRIPTION
ID NAME
ALIAS
DESCRIPTION
ORIGIN DESTINATION
RECORD
VOLUME AND FREQUENCY
COMMENTS
PROCESS DESCRIPTION
SYSTEM
PROCESS NAME
PROCESS ID
INPUT DATA FLOWS
OUTPUT DATA FLOWS
PROCESS DESCRIPTION
RECORD DESCRIPTION

15. SYSTEM
RECORD ID
RECORD NAME
ALTERNATE NAMES
DEFINITION
RECORD DATA ELEMENTS
DATA STORE DESCRIPTION
LABEL
ENTRY TYPE
DESCRIPTION
ALIAS
COMPOSITION (ATTRIBUTES)
NOTES
LONG NAME
EXTERNAL ENTITY DESCRIPTION
LABEL
ENTRY TYPE
DESCRIPTION

16. ALIAS
VALUES & MEANINGS
NOTES
LONG NAME
SYSTEM DOCUMENTATION
NAME OF SYSTEM
DATE
PAGE of
ANALYST
PURPOSE OF DOCUMENTATION
PROGRAM IDENTIFICATION
PURPOSE
FILES - DATABASES - CLOUD REQUIREMENTS
WEB PROCESSING REQUIREMENTS AND RESOURCES
Net Present Value (NPV) Template
Note: Cells B12:H12 and B16:H16
contain formulas to multiply discount factors * benefit and cost
values Cells I12 and I16 contain adjusted cost and benefit
totals Cell C18 contains the calculation for net present
value (NPV) Year Year Year Year Year Year Year
Total 0 1 2 3 4 5 6 Benefits Factor PV of

17. Benefits - - - - - -
- - Costs Factor PV of
Costs - - - - - -
- - Net Present Value: -
SYSTEM SECURITY CHECKLIST
⦁ Overview of System Security Issues and Concerns
⦁ Analysis of Physical Security
⦁ Analysis of Network Security
⦁ Analysis of Application Security
⦁ Analysis of File Security
⦁ Analysis of User Security
⦁ Analysis of Cloud vulnerability, if any
⦁ Additional Comments and Recommendations
Payback Analysis Template Note: Cells C8:C14 and
E8:E14 contain formulas to accumulate costs and benefits
Year Costs Cumulative Benefits Cumulative
Costs Benefits 0 - - 1
- - 2 - -
3 - - 4 -
- 5 - - 6
- -
1 - - 2 -
- 3 - - 4
- - 5 - -

18. 6 - - - -
ROI:
#DIV/0!
Net Present Value (NPV) Template Note:
Cells B12:H12 and B16:H16 contain formulas to multiply
discount factors * benefit and cost values Cells I12 and I16
contain adjusted cost and benefit totals Cell C18 contains
the calculation for net present value (NPV) Year
Year Year Year Year Year Year Total 0 1 2 3 4 5 6 Benefits
Factor PV of Benefits - - -
- - - - - Costs
Factor PV of Costs - - -
- - - - - Net
Present Value:
-
Appliance Warehouse staffing
Parts Department - purchasing, inventory control, sales
Director: Maddox Farley
Sales staff: Tyler Cummings, Steve Dawson, Amelia Warner
Purchasing: Celia Martel, Joe Perez
Inventory/warehouse: Ben Cooke, Melissa Benedict, Matt Jones
Appliance Sales - sales of new appliances in 4 departments
Director: Sonia Lopez
Large Kitchen Appliance department: Mike Nelson (manager),

19. Jessica Scott, Rachel Evans, Justin Cooper
Laundry Appliance department: Tina Turner (manager),
Mackenzie Scott, James Wright
Audio/Visual department: Samantha Campbell (manager), Tim
Reynolds, Tracey Oliver
Small Appliance department: Peter Parker (manager), Ken
Howell, Marti Castillo
Service Department
Service Manager: Emily Johns
Technicians: Liam Henson, Mark Robles, Lee Wong
Appointment setters: Lisa Shields, Jake Meyers
Equipment and parts: Rhonda Patel
Storewide Cashiers:
Manager: Abby Franklin
Cashiers: Nancy Richards, Joy Vasquez, David Goodman, Paul
Patton, Maria Nunez
Administrative roles:
Owner (store manager reports to this role): Mae Roth
Store Manager (all department heads and assistant manager
report to this role): Alan Marks
Store Assistant Manager (admin roles report to this assistant

20. manager): Ali Miranda
Admin Assistant to store manager: Tim Stafford
Human Resources specialist: Joey Booker
Accounting, payroll, accounts payable/receivable: Doug Dorsey,
Tia Carey
IT department: Carlie Davis (manager), Tony Barlett, Meredith
Parks, you
Costs for in-house development Standard Development
Times As standard practice, use these costs for all in-
house development. As standard practice, use these guidelines
(assume 8 hours of work per day). Cost per hour (for first
year) Duration Database Development $ 60
Database design 5 days Web developers $ 75
Database build 10 days App developers $ 75
Design of a report (web or app) 2 days UX designers
$ 60 Design of data entry page (web or app) 2 days
Business Analyst $ 50 Design of static text page
(web or app) 1 day Trainers $ 50 Build of a report
(web or app) 1 day Cybersecurity specialists $ 90
Build of data entry page (web or app) 1 day System Admin
$ 70 Build of static text page (web or app) 1 day
Connection to separate system or database (sys admin) 8
days Analysis work (both web and app combined) 20 days
Training 5 days Equipment: Cybersecurity work 10 days
Servers $ 2,500 Routers $ 200
Expected Monthly Maintenance: Development (web
or app) 2 days System Admin 3 days Training 1 day
Key: Web or app = activity must be done for both
web and app. Same amount of time required for each
deliverable. Both web and app = time given includes
development for both of the web and app deliverables.

21. Service Records Sample
Date Called Date of Service Appliance type Appliance serial
number Parts Needed Technician assigned Customer Name
Customer Address Customer Phone
1/6 1/6 Refrigerator KN-78-215-896 KN-1256 Robles Sophie
Goldberg 123 Main St, Hopkinton, MA 508-555-1256
1/6 1/7 Dishwasher WP-55-311-698 WP-1788 Wong Mitch Chu
5525 Winter Rd, Medford, MA 617-555-9898
1/7 1/7 Refrigerator WP-78-956-694 WP-8877 Henson Jamie
Fernandez 2 Hope St, Hull, MA 617-555-4125
1/8 1/10 Microwave AB-99-357-753 AB-3321 Wong Mike
Singh 15 Arch St, Tewksbury, MA 508-555-3596
1/9 1/9 Washing machine GE-10-122-542 GE-2119 Robles
George Kostanza 369 Pike Circle, Danvers, MA 508-555-6235
1/9 1/10 Dishwasher KN-55-396-477 KN-5511 Robles Felicia
Parkinson 50 Central Ave, Hopedale, MA 508-555-2144
Analysis and Design task durations Project name
Year Task name Duration Accounts Payable 2018
Interview process 5 days Development of User
Questionnaire 2 days Identification of risks 1.5 days
DFD diagram 4 days UML diagram 4 days Layout of
1 report 4 hours Layout of 1 user screen 2 hours Testing
plan 5 days Implementation plan 3 days Human
Resources 2017 Interview process 4 days Development
of User Questionnaire 2 days Identification of risks 1 day
DFD diagram 3.5 days UML diagram 2 days Layout

22. of 1 report 2 hours Layout of 1 user screen 4 hours
Testing plan 7 days Implementation plan 3 days
Payroll 2019 Interview process 6 days
Development of User Questionnaire 1 day Identification
of risks 2 days DFD diagram 4.5 days UML diagram 5
days Layout of 1 report 1 day Layout of 1 user screen 4
hours Testing plan 5 days Implementation plan 3.5 days
of 1 report 1 day Layout of 1 user screen 4 hours Testing
plan 5 days Implementation plan 3.5 days