Running Head PROJECT DELIVERABLE 31PROJECT DELIVERABLE 310.docx

Running Head: PROJECT DELIVERABLE 31
PROJECT DELIVERABLE 310
Project Deliverable 3: Database and Programming Design
Leo Austin
Professor Joe Scott
CIS498 – Information Technology Capstone
08/22/2018
Introduction
Bicycle Trader being a constantly growing internet-based
company requires the collection of an abundance of data to
analyze for continued operations. Whether customers signup for
services or browse through the website, data is gathered to
allow the website to adapt to demands and cater to the
customers’ needs and determine what will make using the site
more user-friendly. Most importantly is the need to gather data
in order to facilitate the entry and archiving of customer input
data and use by other entities or departments within the
business. Various database models can be taken into
consideration for the needs of this business, and the relational

database model is the most applicable due to the data sorting
requirements for the website.
Not only is the rational database model the ideal database
solution, but because they primarily consist of tables used to
manage and store data, they are relatively easy to create and
maintain. Many organizations choose this approach as it
facilitates access to understandable data assets. Separating data
by implementing tables also allows for the ability to adequately
secure data by distinguishing each with their own
classifications. Sorting data into tables also means that data can
be added or withdrawn without having to overhaul the entire
database.
Implementing data warehousing alongside relational databases
provides further practicality and presents many advantages. By
doing so, we can take advantage of its ability to “store large
quantities of historical data and enable fast, complex queries
across all the data, typically using Online Analytical Processing
(OLAP)” (Panoply, n.d.). Data warehouses are essentially a
collection of data from various sources that can be used by
organizations for reporting and analysis. Because of the nature
of Bicycle Trader and the abundance of like items that will be
sold be by users on the website, a data warehouse will be the
most practical solution for archiving data, because unlike most
databases which normalize data in order to eliminate redundant
data, a data warehouse uses a denormalized data structure. This
means that fewer data tables with more grouping are used and
redundancies aren’t excluded.
This combination of relational data systems, the data warehouse
and relational database, can be hosted internally by the
organization on its’ mainframe, and stored in their cloud. Using
a cloud yields more advantages as it is the easiest and most
cost-effective approach. By using this method, data can easily
be accessed from several locations. Additionally, this allows for
fewer physical resources as it eliminates some of the costs
associated with expensive systems and equipment, expert staff,
and energy consumption by alternatively utilizing the cloud

computing service provider’s resources.
Database Schema
Bicycle Trader’s database schema will define the way the
information exists throughout tables in a central repository.
This data will be made available through the implementation of
comprehensive relationships that will meet business function
requirements that will cater to all facets of the organizations.
Examples of such elements of information provided will be for
sales and inventory aspects.Entity Types
The ability to retrieve, edit, and delete the required information
is dependent on well-defined entities within the database.
Methodical arrangement of these entities is crucial to the
effective interaction between the user interface and the
infrastructure. These entities will be the basis for all data and
transactions occurring within database and cataloging in the
data warehouse.
Outlined below is a schema for some of the tables and fields:
· Clients - people utilizing the website to sell items
· Customer Number (INT) PK
· First Name (VARCHAR)
· Last Name (VARCHAR)
· Company (VARCHAR)
· Zip Code (INT)
· Customers - people purchasing from Clients
· Customer Number (INT) PK
· First Name (VARCHAR)
· Last Name (VARCHAR)
· Zip Code (INT)
· Inventory – items and descriptions
· Item Number (INT) PK
· Description (VARCHAR)
· Quantity (INT)
· Transactions – items purchased by Customers
· Item Number (INT) PK
· Order Number (INT) FK

· Price (CURRENCY)Relationships and Referential Integrity
Relationships between fields in the tables will define behaviors
and parameters for visualization. For instance, each table has a
unique primary key which provides foreign keys a target to
reference. Primary keys also allow a table to establish a
relationship with another table. For example, one customer can
purchase multiple items, but each item will only have one
unique number. To ensure referential integrity, there will be no
Null values (a value that doesn’t reference anything) and any
foreign key field will reference the corresponding primary key.
For example, a particular order number will reference the item
number for the item purchased.Normalization
Along with establishing the best-suited structure, a
normalization process will also need to be implemented in order
to eliminate potential problems and be able to retrieve, view,
and maintain relevant information. Some redundancy problems
normalization will avoid encountering are; insertion, deletion,
and updation anomalies. These can occur when relationships
aren’t defined well. It is the process of one change impacting
other areas of data.
The principles in which the integrity of data is ensured is known
as the database normalization principles, that are provided by
first normal form (1NF) and second normal form (2NF). 1NF
ensures that a table will contain one piece of information in
each call with no duplicated rows. 2NF eliminates partial
dependency which means that a candidate key can be
determined by or functionally dependent of a prime key. This
brings us to third normal form(3NF). 3NF is satisfied when it
meets 1NF and 2NF requirements and does not have transitive
dependency, a functional dependency which is formed by two
functional dependencies (ie. A -> B, B -> C, therefore A-> C).

Entity Relationship Diagram
Rationale
The entity relationship diagram shows the relationship between
customers, their orders, and inventory. With this representation,
one can see that orders are directly related to the customer by
which they were purchase. Furthermore, the diagram reflects
that orders consist of products, which impact and have a
relationship with inventory.
Data Flow Diagram
Rationale
The data flow diagram represents the relationship between
different entities in the database and helps developers establish
system boundaries. With this visual aid, each transition of
information can easily be seen and understood, from the
moment a transaction is initiated to when it is completed. From
the moment an item is purchased, to then creating an invoice
which is archived for reference, and simultaneously prepared
and shipped to the customer.
Sample Queries
The first query example would return customers with fields
containing zip codes pertaining to a particular city.
SELECT CustomerID, LastName, FirstName, City FROM
Customers WHERE City = ‘Florida’
The second query example would return items from the
inventory table.
SELECT ItemNumber, Description, Quantity From Inventory
Sample Screen Layout

Main Page
Sample Screen Layout
Item Page
References
Panoply. (n.d.). The Difference Between a Database and a Data
Warehouse. Retrieved from https://panoply.io/data-warehouse-
guide/the-difference-between-a-database-and-a-data-warehouse/
Chapple, M. (2018, June 6). How Third Normal Form (3NF)
Helps Ensure Data Accuracy. Retrieved from
https://www.lifewire.com/normalizing-your-database-third-
1019726
CustomerSelects product(s)Makes purchaseInvoice createdSeller
prepares productSeller ships productPostage to
customerCustomerAccounts
Customer
Selects product(s)
Makes purchase

Invoice created
Seller prepares product
Seller ships product
Postage to customer
Customer
Accounts
BICYCLE TRADERSearch BarContact UsDrop MenuAddress,
Copyright.Sign In FieldsFacebookTwitterInstagramNew
AddNew AddNew Add
BICYCLE TRADER
Search Bar
Contact Us
Drop Menu
Address, Copyright.
Sign In Fields
Facebook
Twitter
Instagram
New Add
New Add
New Add
BICYCLE TRADERSearch BarContact UsDrop MenuAddress,
Copyright.Item DescriptionFacebookTwitterInstagramMain
ImageImageImageItem titleImagePriceSeller ContactPurchase
BICYCLE TRADER
Search Bar

Contact Us
Drop Menu
Address, Copyright.
Item Description
Facebook
Twitter
Instagram
Main Image
Image
Image
Item title
Image
Price
Seller Contact
Purchase
CUSTOMERSCustomer_IDFirst_nameLast_nameORDERSOrder
_IDItem_numberINVENTORYItem_numberItem_quantityPROD
UCT ORDEREDItem_numberItem_quantity
CUSTOMERS
Customer_ID
First_name
Last_name
ORDERS
Order_ID
Item_number
INVENTORY
Item_number
Item_quantity
PRODUCT ORDERED
Item_number
Item_quantity

1
Running head: PROJECT DELIVERABLE 2
8
PROJECT Deliverable 2
Project Deliverable 2: Business Requirements
Leo Austin
Professor Joe Scott
CIS498 – Information Technology Capstone
08/11/2018
Project Overview
Bicycle Trader is a new approach for cyclists, regardless of skill
level, to participate in a community that will offer the freedom
to look for the best possible deals affording them the
opportunity to grow in this sport through their participation just
as it has over the past several years. Based out of Tampa
Florida, voted one of the 50 friendliest cycling cities, the
company expects to have a strong impact on the market
(“Tampa, once dubbed dangerous for bicycling, now one of ’50
Best’ in U.S,” 2016). As an internet-based company, the intent
is to provide a service such as Craigslist.com where sellers have
the freedom to negotiate their sales, while having a specific
focus, such as Autotrader.com. Ultimately, the intent is to
immerse the cycling community in one general area where they
can conduct business. While the hub will be located in Tampa,

the website will conduct business nation-wide. This will call for
gradual expansion of the company to allow for the current
number of employees to grow from 10 to 30 and revenues from
$5 million to exceed $30 million in a projected two years.
Background
Growth in this sport has facilitated the perfect opportunity for
Bicycle Trader to be successful by providing cyclists with the
previously described service. In order to do so, the first step
will be to outline a detailed business plan including all of the
requirements and how it will meet the customers’ needs and in
turn, increasing the company size and revenue. This project will
be comprised of several, carefully outlined components. The
following is a list of the aforementioned.
· Acquiring a suitable building or land to construct Bicycle
Trader’s headquarters.
· Establish a computer and network infrastructure to facilitate
all business operations and communication.
· The new infrastructure will be comprised of all physical
components and software requirements as deemed by the
operations, along with venders of other required services such
as security and cloud database resources.
Scope of Project
A project of this scope will demand detailed research and
information in order to establish guidelines and parameters for
the overall budget. Contacting suppliers and venders will be a
major focus after establishing the business location, and more
importantly ensuring adherence to the proposed budget. This is
where a Request for Proposal (RFP) will be implemented. This
document will outline the determined business requirements that
will allow vendors to gauge what hardware or software will be
needed. This tool will solicit competitive bids and effectively
offering the consumer the best price. Multiple entities will
collaborate to come to proposal decisions pertaining to the
company’s financial, application, and time constraint needs.

The following are items to be included in the RFP’s.
· Databases
· All Required Software
· Security
Solution
s
· Network Hardware
· Computer Infrastructure
· Web Design
Assumptions
In order to create a basis for the functional timeline, some
assumptions will be made. “Assumptions are factors that we
believe to be true, although these factors are not confirmed to
be true” (Identifying Project Assumptions and Constraints,
2012). Based on knowledge gathered from all the entities whom
are responsible for everything from the construction or
acquiring of the building, to the procurement and installing of
all hardware, software, and other related assets or services, a
timeline for sequence of events can be determined. More
specifically, the following lists some of the assumptions that
will be considered.
1. The building will be acquired and suitable for use in the
projected amount of time.

2. Hardware will be identified and readily available for
purchase and delivery.
3. All client Operating Systems will integrate appropriately with
all business and network requirements.
4. Security, Cloud, and network software will be purchased and
launched in conjunction with business operations.
5. Web design operation, features and framework will launch
smoothly with minimal necessary adjustments.
6. Employees will be well versed in their areas of operation in
time for system testing and evaluation.
Constraints
Just as there are hopes and assumptions that tasks and
objectives will be accomplished in accordance with the project
plan or business requirements, it is inevitable that obstacles and
constraints will arise. The following list identifies some
potential areas that can cause constraints.
1. Deadlines
2. Budgets
3. Lack of available resources or qualified personnel
4. Vendors unable to meet timelines or requirements
5. Legalities

Risks
As with any other project or business launch, there are inherent
risks. They should all be taken into consideration and
contingencies should be accounted for as much as the scope of
the project will allow for. These risks can vary anywhere from
falling within the realm of being consider constraints, to being
completely catastrophic and halting or altering the business
plan. Computer and network architecture alone can account for
a substantial amount of risk due to the abundance of variation
between organizations, differences pertaining to users which
need to be accounted for, and the operational differences
between individual work functions and databases that are
specific to their departments such as finances and human
resources. The risks appear when trying to obtain the
appropriate interoperable devices and software from vendors,
and usability among the employees and the organization. Non-
computer-related risk might lie in budgeting and acquiring a
competent team of employees to successfully train and launch
the business with.
Scope Control
Ensuring the project is on track according to the timeline and
budget is a task that can easily get away from anyone without
taking proper precautions or considerations. Conflicting
expectations between the client and project manager can present

a situation where one can experience scope creep, the tendency
for a software project to grow beyond the established budget
and timeline (How to Manage Scope Creep - and Even Prevent
It From Happening, 2017). For instance, the client deciding they
want more or different functionality or set new parameters for
the requirements, while the project manager is insistent on
staying on budget. Some steps that can aid in avoiding scope
creep are listed below.
1. Be vigilant on a daily basis and address changes as they arise
2. Understand the ultimate goal of the project and what end
result needs to be achieved.
3. Understand project requirements, complexities, and manage
these against the timeline and budget.
4. Break down deliverables into specific tasks.
5. Ensure the development team adheres to the established
parameters and do not exceed requirements.
6. Recognize when you must say “no” to requests or changes
that simply cannot be afforded by the project scope. If this
cannot be avoided, balance this change elsewhere within the
project.
Definitions
Throughout this or any other project, there are terms that will
likely be come across. Found below is a listed of some of these
terms and their definitions.
· Assumption: a thing that is accepted as true or certain to

happen, without proof.
· Client/Customers: a person served by or utilizing the services
of another or an agency.
· Constraints: any limitation that defines a project’s limitations.
· Critical path: an algorithm for scheduling a set of project
activities.
· Deliverable: a tangible or intangible good or service produced
as a result of a project that is intended to be delivered to a
customer.
· Earned Value Management (EVM): a project management
technique for measuring project performance and progress in an
objective manner.
· Functional manager: person who has management authority
over an organizational unit. Project managers usually report to
functional managers, who report to senior management.
· Gantt chart: a chart in which a series of horizontal lines shows
the amount of work done of production completed in certain
periods of time in relation to the amount planned for those
periods.
· Life cycle: the sequence of phases that a project goes through
from its initiation to its closure. Can be defined and modified as
per the needs and aspects of the organization.
· Milestone: a task of zero duration that shows an important
achievement in a project.
· Objective: lower lever goal statements that describe the

specific tangible products and deliverables that the project will
deliver.
· Program: composed of several underlying, interconnected
projects.
· Program manager: articulates a program’s strategy and
objectives and assesses how it will impact a business.
· Project: temporary, one-off undertakings, generally bound by
cost, resources, budget, and time constraints.
· Project baseline: value or condition against which all future
measurements will be compared.
· Project definition: process in which all aspects of a proposed
project are explored to examine the relationship between
activities, events, durations, and costs.
· Project manager: oversees the operations of individual
projects within programs.
· Project phase: goal-oriented work steps that end in milestones.
· Project plan: a formal document designed to guide the control
and execution of a project.
· Project schedule: tool that communicates what work needs to
be performed, which resources of the organization will perform
the work and the timeframes in which that work needs to be
performed.
· Project team: team whose members usually belong to different
groups, functions and are assigned to activities for the same
project.

· Request for proposal (RFP): a document that an organization,
often a government agency or large enterprise, posts to elicit a
response for a formal bid from potential vendors for a desired
IT solution.
· Requirements: conditions or tasks that must be completed to
ensure the success or completion of the project.
· Risk: the prospect of loss resulting from inadequate or failed
procedures, systems or policies.
· Schedule variance (SV): an indicator of whether a project
schedule is ahead or behind and is typically used within Earned
Value Management (EVM).
· Scope: describes the boundaries and deliverables of a project.
· Scope change management: formalizes requests for changes
during the life of an implementation project including scope,
product functionality and product deliverables that may have a
major effect on the budget, staffing changes, and schedule
adjustments.
· Stakeholder: entities that have an interests or a gain upon
successful completion of a project.
· Work breakdown structure (WBS): a key project deliverable
that organizes the team’s work into manageable sections.

References
Tampa, once dubbed dangerous for bicycling, now one of '50
Best' in U.S. (2016, December). Retrieved from
http://www.tampabay.com/news/transportation/tampa-once-
dubbed-dangerous-for-bicycling-now-one-of-50-best-in-
us/2307459
Identifying Project Assumptions and Constraints | Learning
Tree Blog. (2012, April). Retrieved from
http://blog.learningtree.com/identifying-project-assumptions-
and-constraints/
How to Manage Scope Creep - and Even Prevent It From
Happening | The Liquid Planner Blog. (2017, June). Retrieved
from https://www.liquidplanner.com/blog/manage-scope-creep-
even-prevent-happening/
Points: 300 Final Project: Project Plan

Criteria
Unacceptable
Below 60% F
Meets
Minimum
Expectations
60-69% D
Fair
70-79% C
Proficient
80-89% B

Exemplary
90-100% A
Section 1: Written Project Plan
1a. Describe the
scope of the
project and control
measures.
Weight: 5%
Did not submit or
incompletely
described the
scope of the
project and
control
measures.
Insufficiently
described the
scope of the
project and
control

measures.
Partially
described the
scope of the
project and
control
measures.
Satisfactorily
described the
scope of the
project and
control
measures.
Thoroughly
described the
scope of the
project and
control
measures.
1b. Describe the
goals and

objectives of the
project.
Weight: 5%
Did not submit or
incompletely
described the
goals and
objectives of the
project.
Insufficiently
described the
goals and
objectives of the
project.
Partially
described the
goals and
objectives of the
project.
Satisfactorily
described the

goals and
objectives of
the project.
Thoroughly
described the
goals and
objectives of the
project.
1c. Give a
detailed,
realistically
estimated cost
analysis of the
entire project.
Weight: 10%
Did not submit or
incompletely
gave a detailed,
realistically
estimated cost
analysis of the
entire project.

Insufficiently
gave a detailed,
realistically
estimated cost
analysis of the
entire project.
Partially gave a
detailed,
realistically
estimated cost
analysis of the
entire project.
Satisfactorily
gave a detailed,
realistically
estimated cost
analysis of the
entire project.
Thoroughly
gave a detailed,
realistically

estimated cost
analysis of the
entire project.
1d. Relate the
value of the
project plan
solution to the
competitive
advantage that
information
technology will
afford your
organization.
Weight: 10%
Did not submit or
incompletely
related the value
of the project
plan solution to
the competitive
advantage that
information
technology will

afford your
organization.
Insufficiently
related the
value of the
project plan
solution to the
competitive
advantage that
information
technology will
afford your
organization.
Partially related
the value of the
project plan
solution to the
competitive
advantage that
information
technology will
afford your
organization.

Satisfactorily
related the
value of the
project plan
solution to the
competitive
advantage that
information
technology will
afford your
organization.
Thoroughly
related the
value of the
project plan
solution to the
competitive
advantage that
information
technology will
afford your
organization.

1e. Provide all
aspects of the
information
technology
implementation
into the project
plan.
Weight: 5%
Did not submit or
incompletely
provided all
aspects of the
information
technology
implementation
into the project
plan.
Insufficiently
provided all
aspects of the
information
technology
implementation

into the project
plan.
Partially
provided all
aspects of the
information
technology
implementation
into the project
plan.
Satisfactorily
provided all
aspects of the
information
technology
implementation
into the project
plan.
Thoroughly
provided all
aspects of the
information

technology
implementation
into the project
plan.
1f. 5 references
Weight: 5%
No references
provided
Does not meet
the required
number of
references; all
references poor
quality choices.
Does not meet
the required
number of
references;
some
references poor
quality choices.

Meets number
of required
references; all
references high
quality choices.
Exceeds
number of
required
references; all
references high
quality choices.
Section 2: Revised Gantt Chart / Project Plan
2. Update the
Gantt chart or
project plan
(summary and
detail) template,
from Project
Deliverable 4:
Infrastructure and

Security, with all
the project tasks.
Weight: 15%
Did not submit or
incompletely
updated the
Gantt chart or
project plan
(summary and
detail) template,
from Project
Deliverable 4:
Infrastructure and
Security, with all
the project tasks.
Insufficiently
updated the
Gantt chart or
project plan
(summary and
detail) template,
from Project
Deliverable 4:

Infrastructure
and Security,
with all the
project tasks.
Partially
updated the
Gantt chart or
project plan
(summary and
detail) template,
from Project
Deliverable 4:
Infrastructure
and Security,
with all the
project tasks.
Satisfactorily
updated the
Gantt chart or
project plan
(summary and
detail) template,
from Project

Deliverable 4:
Infrastructure
and Security,
with all the
project tasks.
Thoroughly
updated the
Gantt chart or
project plan
(summary and
detail) template,
from Project
Deliverable 4:
Infrastructure
and Security,
with all the
project tasks.
Section 3: Project Plan PowerPoint Presentation
3a. Illustrate the
concepts from
your written report
in Section 1 of this
assignment.

Weight: 10%
Did not submit or
incompletely
illustrated the
concepts from
your written
report in Section
1 of this
assignment.
Insufficiently
illustrated the
concepts from
your written
report in Section
1 of this
assignment.
Partially
illustrated the
concepts from
your written
report in Section
1 of this

assignment.
Satisfactorily
illustrated the
concepts from
your written
report in
Section 1 of this
assignment.
Thoroughly
illustrated the
concepts from
your written
report in Section
1 of this
assignment.
3b. Create
bulleted speaking
notes for your
presentation to the
executive board in
the Notes section
of the PowerPoint.

Weight: 15%
Did not submit or
incompletely
created bulleted
speaking notes
for your
presentation to
the executive
board in the
Notes section of
the PowerPoint.
Insufficiently
created bulleted
speaking notes
for your
presentation to
the executive
board in the
Notes section of
the PowerPoint.
Partially created
bulleted

speaking notes
for your
presentation to
the executive
board in the
Notes section of
the PowerPoint.
Satisfactorily
created bulleted
speaking notes
for your
presentation to
the executive
board in the
Notes section of
the PowerPoint.
Thoroughly
created bulleted
speaking notes
for your
presentation to
the executive
board in the

Notes section of
the PowerPoint.
3c. Use a
professional
technically written
style to graphically
convey the
information.
Weight: 10%
Did not submit or
incompletely
used a
professional
technically
written style to
graphically
convey the
information.
Insufficiently
used a
professional
technically

written style to
graphically
convey the
information.
Partially used a
professional
technically
written style to
graphically
convey the
information.
Satisfactorily
used a
professional
technically
written style to
graphically
convey the
information.
Thoroughly
used a
professional

technically
written style to
graphically
convey the
information.
4. Clarity, writing
mechanics, and
formatting
requirements
Weight: 10%
More than 8
errors present
7-8 errors
present
5-6 errors
present
3-4 errors
present
0-2 errors

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