Systems analysis and design project.

2. Team Charter
Teamname: Info Rams
Teammembers: Jeffrey Amooson, Adib Hossain, Rafi Manzur, Eric Nelson
Jeffrey Amooson, an IS major at Virginia Commonwealth University and originally from
Northern VA, has acquired years of experience in customer service, selling and promoting goods
and services, and working with some of the best vendors in the consumer electronics industry. In
doing so has allowed him to gain hands on experience for the fast growing and fast paced IT
world we currently live in. In union, there is strength. It will be a pleasure for him to work with
such smart and goal driven individuals within his INFO 361 team and hopes for the very best.
Hello everyone! I am Adib Hossain and I am currently attending Virginia Commonwealth
University in the School of Business to study Information Systems. I have years of experience in
customer service, selling computers and other electronics to consumers, diagnosing and
troubleshooting software and hardware issues, and maintaining an exquisite and exceptional
workplace for both team members and customers. I am looking forward to working with my
team to empower all of our strengths and improve on our weaknesses.
Eric Nelson is a second semester senior studying Business Administration and Pre-Med at
Virginia Commonwealth University. Despite being born and raised in Richmond, Virginia, he
has traveled and lived in different parts of the United States for various reasons, including South
Carolina and Texas. Throughout his life, he’s gained valuable experiences with various positions
in the healthcare and service industries. He is also a United States Army Medic with experience
in clinical and emergency medicine. He enjoys being outdoors, hanging with friends, and
reading. He recognizes the growing desire to push for knowledge in Information Services.
Therefore, he wants to gain some knowledge by taking the class and excelling by any means,
through a combination of being a good team member and obtaining unique skills during projects.
Hi everyone! My name is Rafi Manzur and I am currently attending Virginia Commonwealth
University in the School of Business studying Information Systems. I have worked at the Shady
Grove YMCA for the past two years and recently I just got a new job as a Brand Ambassador at
Renewal By Andersen. I have 2 years worth of customer service experience from working at the
YMCA from selling coaches, parents, and coaches’ basketball and soccer jerseys for them to
wear as well as for their kids. I also have some limited experience making housing appointments
as well as window appointments from my time with working with Renewal By Andersen. I am

3. looking forward to working collectively with my team and improve each and every one of our
weaknesses and turn them into strengths and then reinforce our already given strengths.
I am Myles Gillum, an Information Systems major in the School of Business at Virginia
Commonwealth University. I am a first semester senior that is experienced with Java and HTML.
I’m also experienced with graphic design and related software’s, such as Photoshop and
Illustrator. I enjoy hiking, playing soccer, and being with friends in my free time. I also enjoy
small projects and creating art as well. While lacking in experience, I am excited to gain more
knowledge and understanding in the technology world. I hope to gain experience with real world
examples and improve my skills as well by being a part of this team.

4. System Request
Project Name: Double A Antiques Store Information System
Project Sponsor: Abigail Addams, business owner
Abigail has been operating her antiques store, Double A Antiques, for more than a year now,
after working in the retail industry for over twenty years. She is renting space in an antiques mall
where there are other antiques dealers who have a space from which they sell their inventory of
vintage/antiques items. Abigail has acquired some good contacts since locating in the mall,
many of whom have provided her with information on where to find new merchandise to replace
those she has sold, and specialty services such as furniture repair and restoration. She also
frequents flea markets, country auctions, estate and store closeout sales for bargain
opportunities. Business is beginning to pick up, mainly by word-of mouth, personal contacts,
casual walk-ins and, now she has discovered that the Internet can be a great resource for
finding antique items. Record keeping is currently just using spreadsheets and paper files on
inventory and transactions. She wants to raise her business to a more efficient level, by better
keeping track of inventory items, suppliers, ‘picker’ contacts and customers. She would like to
do more effective local and online advertising. Currently, her only employees are her husband,
Sam Addams, and their daughter, Tanya Addams, who both help out on a part-time basis. If her
business expands sufficiently, she would like to hire her daughter full-time, and perhaps hire an
additional part-time assistant. Tanya has been taking courses in computer-based information
systems at the local university and she suggested that the business could improve their
revenue, lower their cost of operations, and improve customer service and satisfaction by
implementing an information system that effectively and efficiently supports her business.
Business Need:Manage transaction processing, financials and accounting, manage inventory,
keep track of business contacts (suppliers) and customers, improve web presence and
marketing, and manage her events’ calendar with respect to visiting flea markets, estate sales,
store close outs, and other events.
Functionality: Facilitate and manage the business operations in order to:
e employees
Business Value: Save time with more efficient record keeping, improve variety and quality of
products, and maintain good relations with contacts and customers.
Special Issues and Constraints:
ses Microsoft office software (Word, Excel)

5. INFO RAMS
Jeffrey Amooson
Adib Hossain
Myles Gillum
Arrafi Manzur
Eric Nelson
Antique Boutique & Delectable Interview
For this group assignment, the Info Rams paid a visit to Antique Boutique & Delectable
right off East Cary street. Miss Martha, the proud owner of this antique shop, was more than
delighted to partake in our interview and it was a pleasure to have the opportunity to interview
her. Miss Martha has owned Antique Boutique & Boutique for about 20 years and has been
collecting antiques for well over 50 years. The products Miss Martha had to offer ranged from
Heirloom jewelry, Steinbach nutcrackers, to elegant lamps, glassware, crystals, along with
several more items. Antique Boutique & Delectable offered services which included wedding
consultations, layaways, gift cards and shipping and handling of all products. According to Miss
Martha, her shop has an extensive range of customers. Customers ranged from curious young
children to professional antique collectors to even historians fascinated by the history and stories
of certain items. On many occasions, Miss Martha takes trips to different countries in search of
unique items in which she may be able to learn more about the world and make a profit from
selling such items. Not only does she travel abroad for unique items, she is very tied down to her
local community. Local artists, and elderly folks all contribute to Miss Martha’s precious
findings. How is it Miss Martha remains successful as an antique shop owner? She often cycles
through inventory on a quarterly basis and rids off the antiques in which have been sitting there
for a while merely collecting dust or not gaining attention from customers. Turning inventory
quickly and often is an efficient way to remain a successful antique shop owner because it allows
for customers to buy items in their interest and keep the store’s cost low by not purchasing
similar items in the future. Overall It was a great opportunity to analyze the stores operations and
investigate the ins and outs of a local business. As a team, we gained a new insight as to how an
individual can maintain a business of their interest in this flourishing city we call Richmond.

6. Business Case
A statement of purpose for the project:
Abigail, the owner of Double A Antiques, is looking to expand her business by increasing its
efficiency as well as revenue. In order to do so, she is requesting that we develop a system that
allows her to manage transaction processing, financials and accounting, inventory, keep track of
business contacts (suppliers) and customers, improve web presence and marketing, and
manage her events’ calendar with respect to visiting flea markets, estate sales, store close outs,
and other events.
Expected Business Value:
As a result of completing and implementing the system, Abigail’s Double A Antiques, will see an
increase in overall efficiency of the business. Revenue should increase as a result of a more
efficient record keeping improvement. It should also improve the amount of customers entering
the business to purchase the goods and services offered due to an increase in advertisement
efficiency and effectiveness. It should decrease the time needed to complete tasks, which
should ultimately increase the availability of the staff and promote healthy interaction with
customers.
Scope Statement:
Abigail’s Double A Antiques store wishes to gain a system that promotes a more effective and
efficient business process. As a result, she should be able to schedule and manage visits to
various events or places, including the flea market. Proper storage and tracking of sales
transactions and inventory will also be managed easier. Special requests for antiques and
restoration, business contact relationship, employment statuses, and advertisement will also be
maintained easier. All of these processes will be managed via an intranet or portal to promote
efficiency and transparency with employees.
Technical Feasibility (Low Risk):
Completing these tasks aren’t going to be difficult for a small business of this size since there is
a very small amount of employees and projected employees in the future. Software such as
Google Calendar provides an inexpensive way to schedule for the business. They are also
moving from the traditional spreadsheet process to a more automatic Wave functionality to
manage the financial side. The inclusion of various inexpensive software could complicate the
move. However, the learning curve should be slim due to the various amounts of tutorial and
guides available. Overall, there is a low risk.
Economic Feasibility (High Risk):
The costs associated with the development and implementation of the system is somewhat
steep. A Project Manager is required to oversee the implementation and development. The bulk
of the development costs are associated with labor. A labeling system is required to ensure
inventory is accounted for and stocked in the correct place. The programmers, developers, and
design staff must be accounted for the ensure the creation of the system. It will take them
roughly 2 days to complete the project which is a quick turnaround.
Training will be split in half that will include stages; the first stage accounts for the training
needed to get the development staff up to speed on the tasks as well as to get Abigail and the
various part-time staff ready to implementation. The next year of training will be about getting

7. the rest of the staff up to date on to new processes, which includes the assistant that Abigail
would like to hire as well.
Operating costs make up the bulk of cost associated with implementing this system, equally
roughly $233,000. Software upgrades, due to the nature of the internet, will be upgrades every
two years while hardware upgrades get their upgrades every three years. Despite the costs, we
still anticipate slightly 3
more benefits. From a revenue standpoint, we must push at least 80% of the revenue back into
the business in order to get a modest 5.78% return on investment. Assuming business
continues to pick up and revenue growth increases 20% for antique sales and 15% for
restoration and repairs, we would achieve break-even between the first and second year.
The benefits offer intangible substance as well, including an improvement in customer service
and relations, positive supply chain relationships, efficient advertising, productivity and
employee morale. Assuming a 4% discount rate, NPV after year 5 will be $11,727.02.
Considering all of the factors, there is little room for error as the return on investment is low as
well as the NPV. The project appears feasible but does demonstrate considerable risk given the
return.

8. Organizational Feasibility(Low Risk):
Upon the development and implementation of the system, the organization should have little to
no issues with the software or integration with the old system. The new system should provide a
more efficient way of conducting all business operations from employment to inventory tracking.
Investment in training is required to get up to speed with the new intranet, but the amount of
time and effort needed to manage other aspects including scheduling should bring forth an
honest return. Abigail and her employees at Double A Antiques should find it easier to manage
their schedules, find better products to sell, and attract customers with their products and
services. The biggest risk to the 4
integration is the transition from a more traditional spreadsheet operation to a more automated
process. Overall, the risk for integration is low.
Project Management Work Breakdown Structure

9. Use Case Narratives
Actors:
● Customer: comes into the antique store to conduct transactions, including purchases and
returns.
● Financial Institution: provides payment verification for credit and debit purchases.
● Sales Staff: guides customers through the transaction process, which includes buying
antique
products.
● Inventory Management System: automates the inventory system within the antique store.
● Manager: Directs all the processes within the chain of command, primarily focusing on
inventory management inputs.
Use Case: Checkout item
Actor(s): Customers, Sales Staff, Manager
Purpose: To sell an item, deduct from inventory, mark it as revenue, and store customer ID and
item ID.
Description: Checking an item out is one of the most crucial tasks and operations in a business.
It requires multiple actors to work together and cooperate to supply information such as
credit/debit transactions; such as if there are sufficient funds available in the account of the
customer. Other background operations include deducting the item sold from the inventory
count, storing customer information, item number, date of purchase, etc.
Flow of Events:
1. Customer wants/needs an item.
2. If available on hand, customer is rung up for the item.
3. The total price is given, and customer provides method of payment.
4. If payment is acceptable and goes through, a receipt prints out.
User Case: Stock Inventory
Actor(s): Manager, Inventory Management System
Purpose: To organize inventory, record item ID, and prepare item for potential sale.
Description: Multiple actors are recording different materials, working with supply company
chains to make sure inventory is on track, as well as keeping the shelves well stocked. They
help record data as well.
Flow of Events:
1. Newly purchased inventory is sorted in warehouse
2. Inventory is organized based on item ID
3. Manager updates inventory management system
User Case: Payment
Actor(s): Customer, Sales Staff, Inventory Management System, Financial Institution

10. Purpose: To begin payment transaction for an item, record the purchase in inventory
management system, send payment information to financial institution, and receive payment
from customer.
Description: When a payment transaction is made, a customer chooses an item for purchase
and brings it to the sales staff. The sales staff enters the payment into the system, recording the
purchase and item ID in the inventory management system, updating the inventory. After the
form of payment is determined, if the customer uses a debit or credit card to pay the request is
sent through the system to the financial institution. The information is then verified and either
declined or accepted. If the payment is accepted the system sends the information back to the
sales staff, confirming the payment of the item. The sales staff then prints a receipt for the
customer.
Flow of Events:
1. Customer chooses payment method
2. If payment method is debit or credit, sales staff sends request to financial institution
3. If payment method is accepted, send back to sales staff
4. Give receipt
5. Update inventory in inventory management system
User Case: Return Item
Actor(s): Inventory Management System, Financial Institution, Sales Staff, Customer
Purpose: To accept a return requested by the customer, this entails refunding the dollar amount
used
to purchase the item, accounting for the item returned; adding the item back to the inventory
count.
Description: Whenever a return request is made, sales staff insures that the item is in return
acceptable
condition, if it is then the customer ID is pulled from the system to make sure the date of
purchase is
still within the return policy, if it is then the refund is processed via communicating with the
financial
institution of the customer. Item is added back into the inventory count.
Flow of Events:
1. Customer requests to return an item
2. Customer ID is brought up on the system
3. Return date is verified
4. Refund requested from financial institution
5. Refund processed, prints receipt
6. Item returned is added back into inventory count
Non-Functional Requirements
1. Operational Requirements
1.1. The system will include an inventory management program.
1.2. The system will connect to peripherals such as printers, scanners, monitors, etc.
1.3. The system should automatically back up data at the end of each day.

11. 1.4. The system needs access to the internet.
1.5. The system needs to be able to connect to 3rd party payment provider to communicate
transactions.
2. Performance Requirements
2.1. The system will process all transactions in under 2 seconds.
2.2. The system will automatically adjust inventory accordingly post transactions.
4
2.3. The system will perform and run smoothly throughout the year.
3. Security Requirements
3.1. Only Managers can perform overrides when dealing with minor bumps within the system.
(Ex: Price overrides, and appropriate inventory adjustments.)
3.2. Only Managers can access sensitive documents.
4. Cultural Requirements
4.1. The system will comply with all state and federal laws involving accounting and taxation