1 2 Service Request SR-rm-022 - Part 1 Service Request SR-rm-022 - Part 1 This paper will describe each of the key stakeholders or stakeholder groups in Riordan Manufacturing who provide requirements for the service request, explain two separate information gathering techniques used during proposed projects, identify two factors that are necessary to ensure that the information required for the project is gathered successfully, define the scope of the project by specifying business functions that will be included in the project, describe the project’s operational, technical, and economic feasibility areas that are examined in the SDLC analysis phase summary. Key Stakeholders Riordan Manufacturing has many stakeholders and most of its stakeholders that would remain influential to the change process would gain the focus and those who can directly use the new system are also given importance. The stakeholders of the firm include CEO Michael Riordan, Executive Assistant Jan McCall, SVP-RD Kenneth Collins, COO Hugh McCauley, VP international operations Charles Williamson and the IT service managers. Further, before the input and revisions as per the information gathering steps are finalized, the individual users of the final app will be consulted for advice. Information-Gathering The completion of the system requires collection of information and it is categorized into ten parts that makes sure that system and processes are workable and is answerable to the demand set by SR-rm-004 (Mochal, 2008). The process is mentioned below and each step can be repeated any number of times or can be eliminated as per the requirement. These steps are not procedural, can occur in any form. 1. Single panel interview: This is a method in which information is derived by sitting down with the stakeholders on a one-on-one basis and input for the solutions are receives and the ways to achieve them are received from the stakeholders. 2. Group interviews: This is a group activity where the entire department is consulted and key advice is taken from the entire group. 3. Facilitated sessions: These sessions become useful only when no solutions can be found for any given problem from the stages mentioned above. 4. Joint Application Development (JAD): This is a higher stage where all the previous stages have failed and in this there is an entire group interview which carries on till a solution is formed. 5. Questionnaires: When the stakeholders are in faraway locations, their views can be considered with the help of questionnaires, which can be filled in by them and sent to the required person (Mochal, 2008). 6. Prototyping: This means developing the working model of the solution provided in order to check its efficiency through repeated tests. 7. Uses cases: This is responsible for creating a story about the working or failing of the solution provided and how the issue can be sorted out to make it work. 8. Following people around: It means that none of th ...

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Service Request SR-rm-022 - Part 1
Service Request SR-rm-022 - Part 1
This paper will describe each of the key stakeholders or
stakeholder groups in Riordan Manufacturing who provide
requirements for the service request, explain two separate
information gathering techniques used during proposed projects,
identify two factors that are necessary to ensure that the
information required for the project is gathered successfully,
define the scope of the project by specifying business functions
that will be included in the project, describe the project’s
operational, technical, and economic feasibility areas that are
examined in the SDLC analysis phase summary.
Key Stakeholders
Riordan Manufacturing has many stakeholders and most of its
stakeholders that would remain influential to the change process
would gain the focus and those who can directly use the new
system are also given importance. The stakeholders of the firm
include CEO Michael Riordan, Executive Assistant Jan McCall,
SVP-RD Kenneth Collins, COO Hugh McCauley, VP
international operations Charles Williamson and the IT service

2. managers. Further, before the input and revisions as per the
information gathering steps are finalized, the individual users of
the final app will be consulted for advice.
Information-Gathering
The completion of the system requires collection of information
and it is categorized into ten parts that makes sure that system
and processes are workable and is answerable to the demand set
by SR-rm-004 (Mochal, 2008). The process is mentioned below
and each step can be repeated any number of times or can be
eliminated as per the requirement. These steps are not
procedural, can occur in any form.
1. Single panel interview: This is a method in which
information is derived by sitting down with the stakeholders on
a one-on-one basis and input for the solutions are receives and
the ways to achieve them are received from the stakeholders.
2. Group interviews: This is a group activity where the entire
department is consulted and key advice is taken from the entire
group.
3. Facilitated sessions: These sessions become useful only when
no solutions can be found for any given problem from the stages
mentioned above.
4. Joint Application Development (JAD): This is a higher stage
where all the previous stages have failed and in this there is an
entire group interview which carries on till a solution is formed.
5. Questionnaires: When the stakeholders are in faraway
locations, their views can be considered with the help of
questionnaires, which can be filled in by them and sent to the
required person (Mochal, 2008).
6. Prototyping: This means developing the working model of the
solution provided in order to check its efficiency through
repeated tests.
7. Uses cases: This is responsible for creating a story about the
working or failing of the solution provided and how the issue
can be sorted out to make it work.
8. Following people around: It means that none of the
interviews worked and all the routine processes failed. The key

3. people must be followed around for information that may have
been missed during the interviews.
9. Request for proposals (RFPs): It is a stage where the entire
requirement list is compiled for all possible links between the
companies.
10. Brainstorming: It gathers all the key stakeholders in
conference so as to discover the best solution, which according
to them will meet their requirements (Mochal, 2008).
In every situation, each stage and step has its own importance
and in many situations, multiple steps are sued to gather
information from different set of stakeholders and clients.
Key Factors
After gathering information, different milestones have been set
to track the progress towards the agreed solutions. There will be
two milestones, short term and long term milestones. The short-
term milestone will track the weekly reporting and the long-
term milestone will report monthly meetings conducted at the
end of the month. In weekly meetings, the primary focus will be
on the meeting agendas met and key developmental stages being
met. On the other hand, in monthly meetings, primary motive is
to see whether every weekly milestone is met or if not met,
what are the problems that need to be resolved and can be
addressed. The performance of measurement system and target
setting system contains Key Performance Indicators (KPIs).
These indicators act as a heart of these systems. They become
powerful management tools when they are used effectively and
also help the business to grow further. These management tools
help in making the entire process more efficient because when
the work flow is high and the volume of working coming in
large, such steps has to be taken to ensure that no information is
missed and that there are no discrepancies when it comes to
dealing with problems.
All key executives and key stakeholders are interviewed and
consulted when it comes to taking decisions and these
consultation interviews leads to different perspectives to the
persisting problem which allows the firm to come up with the

4. best solution to the problem. The targets must be reached in
time and smart decisions have to be taken all the time, and
hence the time crunch calls for the repeated interviews with the
key personnel for the best advice, which will lead to the
accumulation of various solutions. After the group meetings, all
the solutions can be discussed and the best one can be chosen
by the group, once the decision is made this will lead to a better
and more efficient solution to the burning issue. Thus it is a
great tool to be used by the management while running the
organization smoothly and efficiently and such consultation
interviews for gaining key executives and key stakeholders’ are
important as well (Info Entrepreneurs, 2009).
The tracking of progress can be done on the basis of two
factors: First, is target date setting, it means scheduling a date
that can be met. Second is establishing achievable goals and
then demonstrating above in terms of short-term and long-term
goals. The project will be completed by keeping in mind these
two factors, as they will help in finding the viable and correct
solution. The performance management faces is one of the
challenges as selection of what to measure. This challenge can
be overcome by getting familiar with the solution on which you
are working and also knowing the requirements that need to be
met (Info Entrepreneurs, 2009).
Project Scope
The scope of the project is to do the necessary work that will
help in delivering the product. The project scope is defined by
the requirements and deliverables. It is also important because
stakeholders agree with the information discussed in the
proposed plan. Scope planning requires many planning sessions
and is not the result of only one planning session (Project
Scope, 2012). The scope baseline carries the project scope
statement, WBS, and WBS dictionary. For scope planning, the
most effective method is collaborative approach. And it is also
important that all stakeholders must understand baseline and
this can avoid creeping of scope during execution of the project.

5. References
Info Entrepreneurs. (2009). Measure performance and set
targets. Retrieved from
http://www.infoentrepreneurs.org/en/guides/measure-
performance-and-set-targets/
Mochal, T. (2008). TechRepublic. Retrieved from
http://www.techrepublic.com/blog/10things/10-techniques-for-
gathering-requirements/287
Project Scope. (2012). Project Scope. Retrieved from
http://www.projectscope.net