system design

INTRODUCTION

I

n this section you will learn the background information that will
prepare you to understand and complete each of the milestones of this
case study. This information includes a history of the business, a
description of the business’s current facilities, and the descriptions
of the problems that triggered the project.

Case Background

GB Manufacturing is a producer of electronic components and testing
equipment. The company is located in multiple plants in the New York
City area. The corporation has over 10,000 full-time employees.

Approximately 200 employees are employed with the company's Maintenance
department, which is responsible for the maintenance of building and
grounds. Maintenance has assigned a group of employees to provide
maintenance for each building or plant. The employees assigned to each
building or plant collectively possess the skills needed to provide
proper upkeep. Such employees include carpenters, electricians,
painters, welders, plumbers, and the like. The Maintenance department
also has a group of employees with special skills to assist with special
projects that may arise.



Organization Structure

The following individuals report directly to Bill Venkman, Director of
Maintenance. Each of the managers has a group of foremen and supervisors
that report directly to him or her, though only the supervisors of the
Equipment Depot are listed below.

GB Manufacturing Maintenance Department

The Problem

In August of 2003 Bill Venkman and his management staff completed a
one-week retreat aimed at assessing the maintenance operations. Several
initiatives resulted from this retreat. It was determined that the most
important initiatives were those that primarily dealt with the equipment
depot operation.

The equipment depot's function is to provide the equipment needed by
maintenance employees to perform their job duties. Employees are
provided with a toolbox containing commonly used, and relatively
inexpensive tools such as hammers, screwdrivers, tape measures, and so
on. Other tools and pieces of equipment that are needed to complete a
job must be checked out through the equipment depot. When the job is
completed, the employee must return the checked-out equipment.

and are therefore never checked back in and made available for others.
The dollar amount of lost and stolen equipment has reached an alarming
total. It has been estimated that more than $50,000 worth of tools are
lost or stolen each year. Bill Venkman has decided that something must
be done to get the losses under control. Thus, he is giving top priority
to the development of a new automated equipment check-out system that
that will track the check-in and check out of equipment.

The Materials Warehouse is responsible for obtaining and storing
supplies that are needed to complete jobs. For example, the Materials
Warehouse makes sure to maintain a supply of screws, nails, plywood,
drywall, and other materials. The Materials Warehouse operates in two
locations. The main Materials Warehouse is a large building located
approximately a mile away from the main campus. For convenience, a
smaller Materials Warehouse is located on near the central office and
stores a small amount of the most commonly used materials. When workers
need materials for a job assignment they are supposed to check both
warehouses to see if the goods are available. Unfortunately, the
employees are often impatient and will simply check the availability of
materials at the smaller, more conveniently located warehouse. If the
goods are not available, they routinely choose to simply move on to the
next job assignment — rather than checking with the main warehouse.
While the main warehouse will provide for the delivery of materials,
employees prefer not to have wait for their delivery. To complicate
things further, even though the materials may be available at the larger
warehouse, employees frequently request that the smaller warehouse order
needed materials that are not in stock there. The net result is
excessive inventory and inventory carrying costs!

While management is not sure of the total dollar amount that can be
attributed to carrying excessive inventory, they are in agreement that
it is likely very substantial. Therefore, a new and improved warehousing
system is another top priority for the Maintenance Department.

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Or damaged?

SCOPE DEFINITION

The purpose of the preliminary investigation phase is threefold. First,
it answers the question, “Is this project worth looking at?” To
answer this question, this phase must define the scope of the project
and the perceived problems, opportunities, and directives that triggered
the project.

In this milestone you will prepare a Request for System Services, which
is the trigger for the Preliminary Investigation Phase. Also, you will
use fact-finding techniques to extract and analyze information from an
interview to determine project scope, level of management commitment,
and project feasibility for the Equipment Check-Out System (ECS). With
these facts and facts obtained from the Case Background, you will have
the necessary information to complete the Problem Statement Matrix and
construct the Project Feasibility Assessment Report.

Objectives

After completing this milestone, you should be able to

Complete a Request for System Services form, which triggers the
preliminary investigation phase.

Analyze a user interview and extract pertinent facts, which can be used
to assess project feasibility.

Complete a Problem Statement Matrix documenting the problems,
opportunities, or directives of the project.

Prepare and understand the structure and content of the Project
Feasibility Assessment Report.

Assignment

The Maintenance Department receives computing support from the GB
Manufacturing Information Systems Services Department (ISS). You are to
assume that you work as a systems analyst with ISS.

You have been asked by Dan Stantz to analyze and design the Equipment
Depot system to manage equipment check-in and check-out. In this
assignment you first need to assist Dan Stantz in preparing a Request
for Systems Services. Secondly, by analyzing the interview transcripts,
you will determine the feasibility of the project, level of management
commitment, and project scope by using fact-finding techniques and the
necessary communication skills to compose the Problem Statement Matrix
and Project Feasibility Assessment Report.

Mr. Stantz was gracious enough to allow us to record our interview
session, and Exhibit 1.1 is a copy of the transcripts. Refer to the Case
Background found in the Introduction and to the interview transcript in
Exhibit 1.1 for the information necessary to complete the following
activities.

Activities

To complete the Request for System Services form, use information from
the case background. Make assumptions where necessary.

To complete the Problem Statement Matrix, use the interview with Dan
Stantz and the case background for the basis of your information. Make
assumptions where necessary. Place yourself in the shoes of Mr. Stantz.
Which problems do you believe have the highest visibility, and how
should they be ranked? Try to determine the annual benefits. State
assumptions and be prepared to justify your answers! Finally, what would
be your proposed solution based on the facts you know now?

Your instructor will specify deliverable format and software to be used.
Deliverables should be neatly packaged in a binder, separated with a tab
divider labeled “Milestone 1,” and accompanied with a Milestone
Evaluation Sheet.

References and Templates:

Case Background

Workbook Introduction

Transcripts of Interview with Dan Stantz

Exhibit 1.1

Templates

See the online learning center website for the textbook.

Deliverables:

Request for System Services: Due: __/__/__

Time:_______

Problem Statement Matrix: Due: __/__/__

Time:_______

ADVANCED OPTION

For the advanced option, prepare a Project Feasibility Assessment
Report. A template for this report can be downloaded from the textbook
website. Use the information provided by the case background, the user
interview, and the completed problem statement matrix. Be sure to
include a Statement of Work and Gantt charts for the project schedules.
Information on the Statement of Work and Gantt charts can be found in
Chapter 4 of the SADM 6th ed. textbook.

Project Feasibility Assessment Report: Due: __/__/__

Time:_______

Milestone’s Point Value: _______

The following is a copy of the transcripts of an interview between Mr.
Dan Stantz and you, a systems analyst with GB Manufacturing Information
Systems Services (ISS). This initial interview is conducted with a goal
of obtaining facts about the problems and opportunities that have
triggered the equipment check-out project request, plus other general
information that could be used to prepare the Problem Statement Matrix.

Exhibit 1.1

Scene: You have scheduled a meeting to discuss the equipment check-out
project with Dan Stantz, Equipment Manager. The meeting is being held at
8:00 AM in Mr. Stantz’s office.

Dan: Good morning!

You: Morning.

Dan: I am glad we could finally get together. I’m sorry we had trouble
finding a time we could both meet and discuss my project. It’s been
chaotic around here.

You: No problem. Hopefully this meeting won’t take too much of your
time.

Dan: I would like to have been able to provide more time to discuss the
equipment check-out project. Unfortunately I will have to rush off to a
9:00 meeting with my boss Bill Venkman and his boss, Fred Murray (Vice
President of Physical Facilities).

You: An hour should be more than enough time. The intent of this meeting
was for me to simply get an overall understanding of the equipment
check-out project.

Dan: Sounds good. Where should we begin?

You: Let’s start with the minutes from your management retreat. Thanks
for faxing a copy of that document to me after our phone call to set up
this meeting. The minutes stated that your top priority is to improve
the Equipment Depot and Warehouse operations.

Dan: That’s correct, except the number one priority is the Equipment
Depot operation. We would like to focus on tackling that area first.

You: Good. I wasn’t too sure if you wanted this project to address
both areas. Well then, why don’t you tell me a little about the
Equipment Depot . . . just exactly what is an Equipment Depot?

Dan: First of all, we have close to 200 maintenance employees. These
employees are assigned to certain buildings or plants. Some of the
employees are carpenters, electricians, plumbers, and other types of
skilled workers. Each new employee is initially provided with a toolbox
and a minimal number of tools. Those tools are theirs to keep. At the
end of the year, we give them a token amount of money and if they need
to replace those tools they can. Otherwise they can keep the money.

You: That sounds like a sweet deal.

Dan: We’ve found that if you give them ownership, they are more
careful and responsible with the equipment. Anyhow, as I said, they are
provided with the basic everyday tools such as hammers, pliers,
screwdrivers, and the like, depending on their skill. But many jobs they
are asked to do require additional tools. That is where the Equipment
Depot comes into the picture.

You: The Equipment Depot operates as a store where the employees go to
buy additional equipment?

Dan: Not exactly. The employees don’t buy the equipment. They check
the equipment out from the Equipment Depot and return it when the job is
completed.

You: That sounds like a busy operation for the Equipment Depot staff.

Dan: Oh it is! Of course, not every employee needs to go to the depot
every day and for every job to get special equipment. Currently, I have
three employees working for me in the Equipment Depot. They are able to
handle things pretty well, although the beginning and ending of the work
day can bring some pretty long lines of employees.

You: Can you tell me the names of your staff? I will likely need to talk
to them at some point in time.

Dan: Sure. Janine Peck, Oscar Barrett, and S.P. Marsh each cover one
shift. Those three and myself are responsible for the Equipment Depot
and its $1 million inventory.

You: A million! That is a lot of hammers and screwdrivers.

Dan: Remember these aren't hammers and screwdrivers. Small tools are
provided in the maintenance toolboxes. These are more expensive pieces
of equipment. For example, air compressors, generators, dremmels,
reciprocating saws, etc. – special items that either are needed only
on occasions or are too expensive to lose!

You: I see. Tell me about the problems. Are the employees losing too
many pieces of equipment?

Dan: We estimate that more than $50,000 in equipment is lost, stolen, or
damaged each year.

You: Wow! So that's why this project is top priority. Do you have any
idea what percent is lost, and what percent is stolen or damaged?

Dan: No, we don't. I’ve seen a couple of pieces of our equipment show
up at flea markets, and we’ve caught a couple employees taking
equipment home with them . . . but no, we can’t say one way or the
other for sure.

You: Tell me about your current system.

Dan: The current manual system has been in operation for over 20 years.
The current system functioned well in the earlier years. However, as GB
Manufacturing has grown in the number of buildings and maintenance
employees, the system has become inefficient and incapable of handling
the growth. I should point out that we no longer subcontract some of our
work out to outside contractors.

You: I was about to ask about that.

Dan: Anyhow, along with that growth is the growth in the volume of
equipment check-ins and check-outs and volume of equipment inventory.

You: So what are you envisioning for the new system ?

Dan: Obviously I would like a new system that can handle this growth. I
am envisioning a system that will permit my Equipment Depot staff to be
able to answer numerous inquiries related to the availability of
equipment, the location of a specific piece of equipment, and an
up-to-date account of what equipment employees should have in their
possession.

You: I see. You want a system that not only monitors check-in and
check-out, but you also want the system to literally track the
equipment.

Dan: That’s right. Heck, if an employee want to check out an air
compressor and we don’t have one in stock, I would like my staff to be
able to locate one or more of our compressors. Find out which employees
have the compressors and when they expect to be done with them. If
needed, we can check it out to another employee and instruct that person
to go to the job site to pick up the equipment. The last thing I want my
people to do is purchase new equipment when they don't have to. That
gets expensive.

You: Okay, thanks. I think I’ve got the picture. It is getting close
to your next meeting and I think I have a pretty good understanding of
this project. Are there any last things you would like to discuss about
the project?

Dan: Yes there is one last thing. Maintenance has taken great pride in
its training of employees and its emphasis on safety. I would like the
new system to place a check-out restriction on certain equipment. This
restriction would not allow employees who do not possess a certain skill
class to check out the equipment. It’s for their safety. For example,
I don’t want my carpenters checking out tools that only electricians
should operate. Someone could get hurt if they don’t know how to
operate the equipment.

You: Thank you for your time. I had better let you get ready for your
meeting. By the way, is there a deadline that you targeted for this
project, and is there a budget?

Dan: I would like to have the new system tomorrow! Seriously, I would
like to have something in six months. As for a budget, no we haven’t
established a budget. I was hoping that you could tell us what it would
cost. I would then talk to my boss about getting funding.

You: Good enough. I will be getting back to you soon.

PROBLEM STATEMENT MATRIX

PROJECT: PROJECT MANAGER: name>

CREATED BY: LAST UPDATED BY:

DATE CREATED: MM/DD/YYYY DATE LAST UPDATED: MM/DD/YYYY



Brief Statements of Problem, Opportunity, or Directive Urgency
Visibility Annual Benefits Priority or Rank Proposed Solution

EXAMPLE:

The dollar amount of lost, stolen, or damaged tools has exceeded
$125,000 per year.

6 months

High

(Physical Plant Management)

In the thousands.

1

New Development





















































Phone: Fax:





DATE OF REQUEST SERVICE REQUESTED FOR DEPARTMENT(S)

MM/DD/YYYY



SUBMITTED BY (key user contact) EXECUTIVE SPONSOR (funding authority)

Name Name

Title

Title

Office Office

Phone Phone



TYPE OF SERVICE REQUESTED:

FORMCHECKBOX Information Strategy Planning FORMCHECKBOX
Existing Application Enhancement

FORMCHECKBOX Business Process Analysis and Redesign FORMCHECKBOX
Existing Application Maintenance (problem fix)

FORMCHECKBOX New Application Development FORMCHECKBOX Not Sure

FORMCHECKBOX Other (please specify
_______________________________________________________________________

BRIEF STATEMENT OF PROBLEM, OPPORTUNITY, OR DIRECTIVE (attach additional
documentation as necessary)





BRIEF STATEMENT OF EXPECTED SOLUTION





ACTION (ISS Office Use Only)

FORMCHECKBOX Feasibility assessment approved Assigned to _ student>_

FORMCHECKBOX Feasibility assessment waived Approved Budget $
_____________

Start Date __ _____ Deadline _ ___

FORMCHECKBOX Request delayed Backlogged until date: ______________


FORMCHECKBOX Request rejected Reason:
________________________________________________

Authorized Signatures:

_____________________________________
_________________________________________________


Project Executive Sponsor