Bsa 375 final paper

Running Head: FREQUENT SHOPPER PROGRAM 1
Frequent Shopper Program
Antoinette Meridth, Jason Wierzbicki, Kerry Bobbitt, Robert Furmanek
BSA 375
July 15, 2013
Karen G. Knox

FREQUENT SHOPPER PROGRAM 2
Kudler Fine Foods
Project Charter Prepared: June 20, 2013
Project Name: Service Request SR-kf-013
Project Manager: Kathy Kudler
Customer: Kudler Fine Foods
Project Sponsor: Kathy Kudler
Project Start / End(projected :)
Project Overview
Service Request Sr-kf-013 is the implementation of a Frequent Shopper Program at
Kudler Fine Foods. The information system created will collect information of every purchase
of a loyal customer, keep track of their purchases, and provide point systems for loyal customers
to receive a discount on certain items.
Objectives
Kudler Fine Foods (KFF) was establishedin 1998 by Kathy Kudler. Kudler is basedin
southern California and offers a wide array of high-endfood products and wines. Kudler has
currently three locations (La Jolla, California, Encinitas, California, and Del Mar, California.
KFF is interestedin development of a project request for a frequent shoppers rewards program
(SR-kf-013) that consists of a brand new system that will track their customer‘s purchases
through a frequent shopper program. This new tracking system will award Kudler‘s valued
customers with loyalty points that can be redeemedfor sale incentives madethrough the company
and its partnership with a variety of venders for the shopper‘s points program, (Apollo Group.
2011). Some of the high-end gift items include specialty food products/services and airline first-
class upgrades, (Apollo Group. 2011).

Kudler Fine Foods it trying to reward the loyalty of its long-term customers and bring in
new customers in its Frequent Shopper Program Reward program. The objective of this project
will be to track customer purchases and at the same time will keep track of shopper‘s points to be
redeemed by the customer at a later date for special offers, gift items, and other products or
services provided by the partnership business and Kudler Fine Food. The logistics and strategic
purpose of the Frequent Shopper Program will be postedand maintained by Kudler Fine Foods
websiteunder on the Sales and Marketing page. Customers will be able to view their points on
their receipts and on the website via the point card given to the customer.
Stakeholders and Responsibilities
Stakeholder Role Responsibility
Kathy Kudler Project Manager
Oversee entire project on
behalf of KFF
Brenda Wagner Dir. of Admin/HR
Provide information related to
Administration and Human
Resources as may be required
by the project.
Harvey Stephens Dir. of Finance
Provide information related to
finance and accounting
procedures as may be required
by the project.
Yvonne Reynolds Dir. of Store Ops
Provide information related
the store operations as may be
required by the project
Kent Vesper
Laurie Priest
Juanita Lopez
Store Managers
Provide information from a
ground level to determine the
actual feasibility of the overall
project.

Scope
Kudler‘s wants to implement a Frequent Shopper Program. This involves devising a
point of sale system, which tracks customer purchases. Customers will receive loyalty points via
their purchases that can be later redeemedfor products and services through vendors
whoKudler‘s has joined with to provide quality gift items, airline upgrade, or specialty food
products (Apollo, 2011). The point of sale system will relay the loyalty points, for each
customer, to the marketing department. This will allow the sales and marketing team to identify
those trending products and services as well ashelp managers to conduct inventory forecasting
for future purchases. This initiative will increase Kudler‘s revenue stream. The project scope is
outlinedbelow.
Old Process needs to be evaluated
Feasibility of the new Loyalty/Rewards program
New Loyalty/Rewards program will be implemented
New hardware to be purchased
New Partners/Vendors
Offer rewards to loyal customers
Increase profits
Goals
The main goals of the Frequent Shopper Program include building a loyal clientele,
retaining that customer base, and increasing revenue. Kudler‘s projects there will be a 4.75%
projected increase in revenue (Apollo, 2011). The service request goals and requirements are
outlinedbelow.
Service Request Goals/Requirements

Track customer purchase behavior patterns
Initiate high-end incentive program
(Better response to customer‘s buying needs)
Maintain zero stock out policy
Increase efficiency
Revenue increase
Measures for Success and Project Feasibility
Based on obtaining and conserving reasonable profitability for the Kudler Fine Foods
Company, an essential development of a new Frequent Shopper Program is required. The
system must include state-of-the-artsoftware and hardware that promotes company growth. The
system must also ensure long-term solutions to possible future problems that could occur within
the new system. To achieve this process the company must first incorporate a development
phase that includes a statement of tangible and intangible products or equipment associated with
the new Frequent Shopper program. Measurements explained in dollars (and certainly an
important aspect in this process) will assist with the details of what the Kudler Fine Foods
executives will receive when the project is finished(Apollo Group, 2011).

Current Business Process Summary
Current Database Diagram

Flowchart of the Current System
Data Flow Process for Current System
POS Card Reader POS Server Modem
Database Server Website
Generated Reports
Information
Available to Clients

Proposed System Requirement List
Functional Requirements
The system permits the integration of the Frequent Shopper program
The system will allow for the Information System (IS) to train employee regarding the
new system.
The system will allow for the IS to track each customer‘s purchase
The system will allow for the IS to Track and accumulate individuals customer‘s loyalty
points
The system will allow for the IS to Award loyalty points to individuals customers for
redemption
The system will allow customers to use loyalty points to obtain gifts items, specialty food
products, and various products provided via partnerships with outside companies.
The system will allow for company employees to view accumulated loyalty points on
point-of-sale (POS) terminals
The system will allow for necessary internal changes and updates by salesperson on POS
The system will allow for necessary external changes and updates from third party
vendors by POS
Processing time for system inquiries should be no longer than 2 – 3 seconds.
The system should easily connect with Kudler‘s website to transfer customer‘s loyalty
points to be trackedonline.
Nonfunctional Requirements
The system should interface with internal cash register (POS)
The system should interface with external third parties cash registers (POS)

The system should withstand all necessary salespersons POS in every Kudler Fine Foods
locations
The system should coincide with the current system in place
The system should be able to obtain updates frequently
No customer can access any other customer‘s information without proper verification
Only the sales employee, managers, executives, and third party vendors can process
changes to the system
Only the sales employee, managers, executives, and third party vendors can make
changes to the system
Customers personal information is securedby configuring access privileges
Customers personal information is securedby configuring account lockout
Customers personal information is securedby configuring individual user accounts
Determination of Requirements
Determining requirements for the system is an integral part of developing or purchasing a
system for Kudler Fine Food‘s Frequent Shopper Program. There are traditional methods that
involve observing, interviewing employees andmanagers, reviewing procedures, and reviewing
documents but there are also more efficient methods like the Joint Application Design (JAD) and
prototyping. Each method has its own set of strengths and weaknesses and should be applied to a
project depending upon its scope.
Traditional Methods
Traditional methods of determining requirements are aimed at projects with large teams.
Activities involvedin the traditional method are interviews, observation, and business documents
(Valacich, George, & Hoffer, 2012). Interviews need to be organizedand targeted at specific

users and managers. For example, Kudler Fine Foods must interview stakeholders like the CEO,
store managers, and even employees who work the store floors. Each individual is
informedabout the different levels of operation in the business and understand issues with the
current system, and canprovide insight into what the new system can improve (Valacich, George,
& Hoffer, 2012).
Directly observing users is useful because users do not always understand or appreciate
what the current system is doing. The system analyst also has a chance to observe how the
organization is run. For example, a manager may state he or she is organizedand works in a
planned manner throughout the day. However, interruptions tend to take over his or her day. If a
system analyst observes these behaviors it can indicate how other processes may have the time
minimized to assist the manager with his or her busy day (Valacich, George, & Hoffer, 2012).
Reviewing business documents is also a useful tool because the analyst will gain insight
intohow a specific job title functions. Company rules and regulations are also included in
business documents and must be consideredwhen developing a new system. Other types of
documents may include invoices and forms.
Joint Application Development
The Joint Application Development (JAD) is a modern way of determining system
requirements. It involves gathering users, managers, and the development team in a room with a
JAD session leader who organizes and moves the meeting‘s agenda forward. The participants in
a JAD include users, managers, sponsors, and the development team.
JAD meetings can last several weeks while system requirements are determined, but the
highly organized meeting allows users of all levels express concerns or suggestions for everyone

to hear. The meeting also keeps users involved throughout the lifetime of the project‘s
development instead of at the beginning and the end (Valacich, George, & Hoffer, 2012).
Prototyping
Prototypingstill involves interviews, observation, and business document review like the
traditional method; however the delivery of the system is constant. This augments the
requirement determination process by allowing users to see a new version of the software every
several weeks (Valacich, George, Hoffer, 2012). Users review the prototyped software and make
suggestions based upon how it works to expectation. In this method, requirements are not clear
but are determinedas the project develops. Additionally, only a few users and stakeholders are
involvedthroughout the process (Valacich, George, Hoffer, 2012). A disadvantage of this method
is it may not be easy to use for other potential users in the company because of the lack of
involvement.
Confirmed Requirements List
The system will allow for the integration of the Frequent Shopper program Mandatory
The system will allow for the Information System (IS) to train employee regarding
the new system
Mandatory
The system will allow for the IS to track purchases of individual customers Mandatory
The system will allow for the IS to Track and accumulate individuals customer‘s
loyalty points
Mandatory
The system will allow for the IS to Award loyalty points to individuals customers
for redemption
Mandatory
The system allows customers to use their loyalty points to obtain gifts items,
specialty food products, and various products provided via partnerships with
outside companies
Mandatory
The system will allow for company employees to view accumulated loyalty points
on point-of-sale (POS) terminals
Mandatory
The system will allow for necessary internal changes and updates by salesperson
on POS
Mandatory
The system will allow for necessary external changes and updates from third party
vendors by POS
Mandatory
The system should interface with internal cash register (POS) Mandatory
The system should withstand all necessary salespersons POS in every Kudler Fine
Foods locations
Mandatory

The system should coincide with the current system in place Optional
The system should have the ability to obtain necessary updates Mandatory
No customer can access any other customer‘s information without proper
verification
Mandatory
Only the sales employee, managers, executives, and can third party vendors can
process changes to the system
Mandatory
Customers personal information is secured by configuring access privileges Mandatory
Customers personal information is secured by configuring account lockout Mandatory
Customers personal information is secured by configuring individual user accounts Mandatory
Processing time for system inquiries should be no longer than 2-3 seconds. Mandatory
The system should easily connect with Kudler‘s website to transfer customer‘s
loyalty points to be tracked online.
Mandatory
Design Specifications
In the design process and specifications for the KFF frequent shopper points program, the
IT department must have a process that will decide on the design specifications of what type of
hardware, software, network, and architecture will be usedin complete development of the KFF
shopper points program. To help with the design process the project team must follow a few
guidelines to determine the problem and find the proper solution to these steps. Below is a chart
of the steps in this process:

Design Trade-Off Approach
― Kudler Fine Foods has experienced significant growth and is now focused on
expanding the services, improving the efficiency of its operations and increasing the consumer
purchase cycle as a means to increasing the loyalty and profitability of its consumers‖ (Apollo
Group, 2013, p. 1). ―Kudler‘s new initiative is tracking purchase behavior at the individual
customer level and providing high value incentives through a partnership with a loyalty points
Team
• Find out what the issue is.
• Conduct research on solution to issue.
• The team has to discuss the research and find the correct
solution that meets all of the issues given.
Team
Manager
• Reviews the teams findings and provides feedback to the team
about solution proposed.
• Provides upper management with status reports, showing
solution, cost of project and additional logistical information
on project.
Stakeholders
• Review Managers report.
• Makes decision based on given report towards project
• approves or denises project go-ahead.

program‖ (Apollo Group, 2013, p. 2). Cost, schedule, andperformance are three factors that will
determine the approach to take concerning the system to be implemented.
When using the following criteria for choosing off-the-shelf software and hardware
products, itshould include the following:
Cost of all project materials, logistics, andsupport during installation and there-after,
training of new system to employees and management.
Functionality proposed system components
Vendor logistics and support
Flexibility of the use and ability to adapt to new needs later as the KFF needs arises.
Documentation
Response time
Emergency plan for issues to arise
Ease of installation
Testing of installed system
Finalize system operations
Requests for proposals (RFP) are a good starting point for researching information about
commercially made off-the shelf system software, how it performs, and the costs. Keep in mind
that the cost will involve comparing the differences of developing internally created software or
buying a commercial license type software package. When comparing the cost of purchasing
vendor upgrades or have an annual license fee with the costs to maintain in-house software.
Be aware of where software can or will be obtainedthat meets all of the KFF structural
needs. The approved application, and operating system software can be obtainedfrom service

providers, commercial packaged software providers (Microsoft Corporation), cloud computing,
and open-source software providers. Alternatively, organizations can obtain applications by
renting or licensing them from third party software provider. With this kind of access users can
access the software through the use of the internet‘s virtual private networks (VPNs). With this
kind of service the provider installs, maintains, and upgrades the software according to the
contract agreement per software application purchased. This kind of service is known as a pay-
per-use license for the software typically is doneon an annual or month-to-month fee. This type
of license service is calledcloud computing. An example would be Adobe Creative MasterSuite
6 online, paying a fee of $29.99 per month. The companies most likely to profit immediately are
those that can quickly adjust the product lines to meet their needs. The top main reasons for
choosing to go with a cloud computing solution would result in the following benefits for KKF.
1. Freeing IT department staff from needing to audit, maintain, and upgrade software.
2. Gaining access to applications faster over an internal network versus using in-house
created software.
3. KFF would achieve access to high quality commercial software applications, for a low-
cost fee to access over large network versus having to license each machine per location.
This makes it very appealing for large and complex systems without having to go through
the expense of implementing the design process of the systems themselves in-house.
Hybrid solutions involving some purchased and some in-house software components are
common in today‘s industry for software design and implantation. In this case the software
would be composedof existing software and the use of new software to create a new system.
Outsourcing is the practice of turning over to another organization all or part of the responsibility

for the systems‘ operation, and maintenance, which is doneon a service agreement with monthly
or annually contracts and fees.
Cost, performance, and schedules are the key factors to create an optimal system. A more
expensive system will not guarantee a good fit with the Kudler‘s present system, nor will it
guarantee the best performance.
Cost of all project materials, logistics, andsupport during installation and thereafter,
training of new system to employees and management.
Functionality proposed system components
Vendor logistics and support
Flexibility of the use and ability to adapt to new needs later as the KFF needs arises.
Documentation
Response time
Emergency plan for issues to arise
Ease of installation
Testing of installed system
Finalize system operations
All of these factors are to be consideredfor the final approach to a new system.
Detailed Design Process and Specifications
―A good human computer interface provides a uniform structure for finding, viewing, and
invoking the different components of a system‖ (Valacich, George, & Hoffer, 2012, par. 1). The
KFF shopper point program will incorporate all of these human interfaces into the network
support, software, and hardware design element to create a well-balanced system for its

customers. In addition, the information technology specialist (analysts) must also consider
physical and logical design elements during the system design phase to carry out this process.
Networks
Because the KFF Frequent Shopper Program will use networking to process many
elements for the program, it is recommendedto have a well-structured and safe system.
Therefore, introducing Cloud computing with Virtual Private Network (VPN) will tolerate
information retrieval over a public transmission system and will only grant specific users.
Furthermore, the VPN will create an isolated element that will not allow for traffic flow
interruptions while permitting for point-to-point or layer 2 tunneling protocol options (Valacich,
George, & Hoffer, 2012).
Software
Adding a network operating system (NOS) will establish all users (internal and external
clients) and groups in each location for easy locating, in addition to, granting only specific
individuals to share or allow users to exact resources within the system. Using the NOS will
give store associates the ability to find information about who processed purchase orders or
received particular forms. Furthermore, adding a form of an IT help desk and tracking software
will assist with tracking purchase behavior for all customers. Adding the Linux operating system
(OS) that will operate for multiple user requests is another recommended feature. In return, the
OS will respond quickly with messages that will assist all users (IQnection, 2013).
Hardware
With consistent changes in hardware, the organization may have to add or upgrade the
element in the future. Not only is it necessary to add or upgrade the hardware but alsoinstalling
the element can be a difficult process. Therefore, adding hardware that meets the company‘s

requirements and needs are vital. For the KFF Frequent Shopper Program, adding or upgrading
the server to a fault-tolerance unit, such as a business critical server that includes clustering that
includes the Redundant Array of Independent (RAID) storage. More specifically the RAID level
0. Furthermore, adding internal andexternal cash registers point-of-sale (POS) terminals
(Valacich, George, & Hoffer, 2012).
Testing Process Summary
Test Plan
Just like the original installation, specialists must inspect the business functionality before
installing the necessary components. Therefore, it is also necessary to give the functioning
system an examination before the installation of a new system (software or hardware). By doing
so will help to produce required outcomes. Software or hardware must be carefully checkedat all
times to prevent possible system errors. For KFF to implement the new Frequent Shopper
Program it is necessary to distinguish tested major software and hardware functionality with
required outcomes. This section will review the software and hardware to be testedas well as the
testing plan.
Hardware
or Software
To Be Tested Required Outcome
Software Integration of the Frequent Shopper
Program
Working systems in every facet of the
Kudler Fine Foods Company and
associated third party companies.
Software Train employees regarding the new
system
Training software carry out to every
associate connected to the new
program.
Software Track purchases of individuals
customers
Produce detailed reports of all
customers‘ purchases.
Software Track and accumulate customer‘s
loyalty points for redemption
Produce detailed reports available for
viewing at all times.

Software Award loyalty points to individual
customers for redemption
Award loyalty points to accurate
customers.
Software Customers can use their loyalty points
to obtain gift items, specialty foods,
and other products or services
available through partnerships with
other external companies.
Individuals can redeem their point at the
Kudler Fine Foods or third parties
stores.
Software Company employees can view
accumulated loyalty points
Customers can view points on point-of-
sale (POS) terminals
Software System will allow for internal changes
and updates
Store associates and mangers can
change, override or update transactions
on the POS System will allow for
external changes and updates from third
party vendors by POS
Third party associates and mangers can
change, override or update transactions
on the POS NOS
Establish all users and groups in each
location
Hardware Memory Increase total memory to all systems for
better performance.
Hardware Central Processing Unit (CPU) speed Provide ability to perform fast
operations
Hardware Point-of-Sale (POS) system Process all Frequent Shopper Program
transactions
Hardware Internal electronic cash registers Calculate, track, and record all Frequent
Shopper Program credit and debit
transactions.
Hardware External electronic cash registers Calculate, track, and record all Frequent
Shopper Program credit and debit
transactions
Hardware Linux Operate and support multiple users‘
requests.
Hardware Server (fault-tolerance unit) Processes clustering and redundant
array of independent (RAID) storage.
Additionally, the backup process must
be tested because a backup is only good
if it works.

Installation Process and Training Plan Summary
Installing the new system will include the implementation of new functions to the already
existing system. This installation process takes less manpower and any overlapping of system
modules will be migratedafter the initial software installation. The new Point of Sale software
and hardware will be put into place at each location on any given day during the setup period.
The process will occur over a three-week time-line.
Week 1 of all existing databases and terminal information will be backedup.
Week 2 will consist of installing and transferring the needed data for the upgrade of the
software. Also in week two of the installation process, all stores will be closedfor a
minimum of two business days to keep down customer frustration during checkout. The
point of sales terminal will be up and down multiple times during this period.
Week 3, which is the final week, is set aside for all adjustments that need to be doneto the
system.
Every location is requiredto have at least four contracted staff members, store manager
anda team member for the installation. All contract staff/personnel are requiredto be skilledin
installation of hardware and software.
The stores will be receiving information about the installation process in stages; there will be
a total of eight contracts over a three-week period.
Training will begin at each store when the installation is complete and all last-minuteglitches
are addressed. The following employees will receive training:
Managers
All employees using the Point of Sale software (cashiers).
An on-site expert.

The user guide and the quick reference charts will be available during the training to use as
reference later.
Documentation Plan Summary
―The work of developing effective systems isnot complete until the concept is captured in
one‘s mind, then written down either on paper or in a project journal, and are readily made
accessible to all personnel in an effective and logistic manner of fashion. The team needs to have
a document control plan for effectively documenting all the main logistics routines of our
business. Since the objective of systems documentation will be taking place with all of the
regular logistical and daily operations of the company, it is vital to have a well-planned strategy.
Identifying systems: Review all of the primary business functions then separating the
operations into proper categories. List all of the key tasks, functions, and procedures. At this
phase get backup support of the employees by using random feedback to issues stated. Draw up a
―systems diagram.‖ Include in the creation of the diagram of all the systems needed at KFF: both
the current existing systems and those who need to be replaced by a updated system.
Rememberto identify all systems that are a composite ofKFF, including systems that have
yetbeen needed toachieve the company‘svision of the future growth and profit. Typically, most
of the systems will be in one of these following three essential processes:
1) Client fulfillment,
2) Lead conversion,
3) Lead generation.
Next step is to make a prioritized company business systems listing, based on systems
diagram and or charts, that completely in a simplified form simply lists all the systems on a
spreadsheet or chart that will become a working document for logistics planning and controlling,

monitoring of the business development efforts. This document will now serve as the basis of our
―Master To Do List‖ for the business systems documentation. Priority will be determinedby
current impact of the given system using the following factors:
1) How great is its impact on customers shopping habits.
2) How great is the impact on KFF sales and the bottom line of profit.
The next objective should be to assign accountabilities for document control for the
systems, in most cases employees will have to complete this phase of work while continuing to
perform their current assigned daily assignments. Next we will have to establish a clear target
dates and benchmarks mile stones at critical parts of the strategy. This process will not happen
overnight so the focus on the key systems that, once implemented, will have the greatest impact
on improved employee and company workflow.
Development and use of a well-organized or a standard logistical approach for
documentation threw the use of a central document control procedure will provide company staff
with a standard method for documentation toensure the highest degree of consistency. So, phase
will start them with samples of what the company documents should look like, followed by a
well-structured training program and finally getting timely feedback from the staff is essential to
avoid wasted funding and company time and loss of profit along with unnecessary frustration‖
(Burns, 2011, p.1)
Good documentation is a technique used by project planners to detail information about
the SDLC (Software Development Life Cycle). Planning documentation should begin with the
existing documentation. ―Existing documentation can reveal a great deal about the quality and
value of the prior‖ system and ―is an excellent method to quickly determine which areas need
improvements the most‖ (Blankenship, 2011, p.295). ―Every information system development is

unique and will generate its own unique documentation‖ (Valacich, George, Hoffer, 2012, p.
333). The development of documentation should start early to ensure the needed information is
capturedthat ―provides useful information to the primary users of the system‖ (Valacich, George,
Hoffer, 2012, p. 333). Documentation is time-consuming but will help many future problems be
solvedquickly.
There are two basic form of documentation:
System documentation
User documentation.
System Documentation
―System documentation records detailed information about a system‘s design
specifications, it internal workings, and its functionality. System documentation is further
divided:
Internal documentation
External documentation
User documentation‖
(Valacich, George, Hoffer, 2012, p. 333).
Internal Documentation
―Internal documentation is part of the program source code or is generated at compile
time‖ (Valacich, George, Hoffer, 2012, p. 333). ―A compiler is a special program that processes
statements written in a particular programming language and turns them into machine language
or ‗code‘ that a computer's processor uses. Typically, a programmer writes language statements
in a language such as Pascal or C one line at a time using an editor. The file that is created
contains what are called the source statements. The programmer then runs the appropriate

language compiler, specifying the name of the file that contains the source statements‖
(whatis.techtarget.com, 1999-2013, p.1)
External Documentation
External documentation includes the outcome of all the structured diagramming
techniques, such as data-flow, which provides a good overview of a systems structure. External
documentation can provide useful information to the primary users of the system—maintenance
programmers‖ (Valacich, George, Hoffer, 2012, p. 333).
User Documentation
User documentation is written or other visual information about how an application
system works and how to use it. Part of user documentation will be documenting ―Customer
service and support (CSS), the part of a company's customer relationship management (CRM)
department that interacts with a software customer for their immediate benefit, including
components such as the contact center, the help desk,, and the call management system‖
(searchcrm.techtarget.com. 2013, p.1) for software..
Support and Maintenance Plan Summary
Support
Supportis a major component to the close out and success of the project. The system has
been installed, the employees have been trained, and operational policies have been
implemented. The transition can begin to the ―support team.‖ The most common types of
support are as follows:
On-demand Training
Online Support
Frequently Asked Questions (FAQ)

Help Desk Support
One of the key factors for the support staff is to make sure to take accurate notes while
dealing with support issues. Keeping an accurate record of instances of downtime, failures,
andallow for sufficient information to repair any bugs in the system. This activity will also allow
a consistent record of incidents to allow for easy support of recurring issues and help document
the system.
Maintenance
Maintaining the system after installation is crucial to the success of the relationship with
the client. System maintenance is definedas ―the process of refining the system to make sure it
continues to meet the needs of the business.‖
The following activities must be consideredwhen putting into place a maintenance plan:
Potential change – problems reports
Prioritizing changes to the system and managing their completion
Format for Change Request
Design changes to the system
The actualchanging of the system
Summary
Kudler‘s new initiative is tracking purchase behavior at the individual customer level and
providing high value incentives through a partnership with a loyalty points program. Creating
computerized administration systems to track the accumulation of purchases and loyalty point‘s
transactions will assist towardreducing inaccuracies. Based on obtaining and conserving
reasonable profitability for the Kudler Fine Foods Company, an essential development of a new
Frequent Shopper Program is required. The system must include state-of-the-artsoftware and

hardware that promotes company growth with every phase of the project as customer satisfaction
is on the rise, the estimated revenue will rise also. The system will allow customers to use their
loyalty point to obtain gift items, specialty foods, and other products or services available
through partnerships with other external companies.
Customer‘s personal information will be secure. We will identify specific analysis
methods to be usedto determine user needs. ―Outcome analysis, technology analysis, and
informal benchmarking help the team think ‗outside the box‘ and are very helpful when the team
is trying to create completely new ways of accomplishing the business processes‖ (Dennis,
Wixom, Roth, 2012, p. 136). It is important to use the correct analysis to determine the exact
requirements needed for this project. Specific analysis methods were chosento determine user
needs to make the end project more effective.
Cost, schedule, andperformance are three factors that will determine the design trade-offs
to take concerning the system to be implemented. During the design process there will be some
changes to the schedule and performance requirements to offset cost. The Kudler Fine Foods
Frequent Shopper Program will incorporate all of these Human-Computer Interactions into the
network, software, and hardware design element to create a well balance system for their
customers. The project will introduce Cloud computing with Virtual Private Network (VPN) to
improve the systems already in place. Furthermore, adding a form of an IT help desk and
tracking software will assist with tracking purchase behavior for all customers. Adding hardware
that meets the company‘s requirements and needs are vital. For Kudler Fine Foods to implement
the new Frequent Shopper Program it is necessary to, first, distinguish tested major software and
hardware functionality with required outcomes.

Installing the new system will include the implementation of new functions to the already
existing system. Training will begin at each store when the installation is complete Support is a
major component to the close out and success of the project. Maintaining the system after
installation is crucial to the success of the relationship with the client. System maintenance is the
process of refining the system to make sure it continues to meet the needs of the business.
―The work of developing effective systems isn‘t truly complete until they are captured,
written down, and made readily accessible in an effective and systemic fashion‖ (Burns, 2011,
p.1). Additional information to be documentedinclude ―internal communication, such as minutes
from status meetings, written standards, letters to and from business users, and a dictionary of
relevant business terms with descriptions so that someone outside the project will be able to
understand it‖ (Dennis, Wixom, Roth, 2012, p. 72).

References
Apollo Group. (2011). Kudler Fine Foods. Retrieved June 21, 2013, from Virtual Organizations
Portal:
https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Kudler2/intranet/index.asp
Burns, B. (2011, December 11). 5 Steps for documenting your system. Retrieved from e-Myth:
http://www.e-myth.com/cs/user/print/post/5-steps-for-documenting-your-systems
Dennis, A., Wixom, B. H., & Roth, R. M. (2012). Systems analysis & design (5th ed.). Hoboken,
NJ: John Wiley & Sons.
IQnection. (2013). About Linux. Retrieved and reviewed onJune 20, 2013, from Linux.org:
http://www.linux.org/
Valacich, J. S., George, J. F., & Hoffer, J. A. (2012). Essentials of systems analysis and design
(5th ed.). Upper Saddle River, NJ: Pearson Education

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