STAGE 01 REQUIREMENT DOCUMENT 8
UMUCCase Study: Stage 01 Requirement Document
UMUCCase Study: Stage 1 Requirement Document
Thecurrent UMUC system is not able to cope functionally with keeping theconsistent details of everything. In the recent past, the UMUC hasbeen experiencing increased installation and services orders. Theseorders are coupled with an increased demand and expandedmanufacturing for the related services. Therefore, this is a problemof keeping a record of orders, and therefore, the existing supportand business system is being stretched to a breaking point. Thecompany is ready to do new ventures. Nevertheless, there is a massiveconcern on how the support system and business process will sustainand support an efficient service level.
AsIs Process
Thecurrent As-Is for UMUC includes diverse departments all of which theprovided database clarification. Nevertheless, there are someproblems such as creating the report on a monthly basis and thatprices are updated on 15thof each month. Moreover, no capacity can offer any volume discountof other competitive models of the business which would be consideredimperative to this system for an organization that experiences growth(Valacich,George & Hoffer, 2015).
Inthe same regard, the billing and invoicing operations can only begenerated on the last calendar of each month. In essence, someproblems are yet to be solved based how the cash flow is maintainedand managed. In essence, this visible when the abilities of thebusiness have been lowered to the point they do not react to suddenchanges in their financial situations (Scholz-Reiter& Stickel, 2012).As a result, this may require immediate action. The diagram belowshows the as-isprocess
Customer Billing
Customer payment
2 2 3
Sales Department (new Account
Documentation
Ordering and shipping department (monthly report
Marketing Department
Accountsreceivable
1
Sales department
IT
Theunique context of the present processes as the first region that canbe improved based on the way the superior features and functionalityare introduced because they are inclusive of remittance, electronicpayment provisions, and increased automation. In a bid to enhance thecurrent payment and billing system, the responsibilities ofdepartments should be streamlined so that the customer and invoicingpayments are made under a CFO in an integral and combined financedepartment (Rosenblatt,2013).
To-BeProcess
Toimprove the overall accessibility and reliability there should be anenhancement of database by moving towards the SQL server. As aresult, this allows more flexibility and greater access based onreports and queries that are run consistently. Similar distinctprocesses will be needed (Rosenblatt,2013).However, they can be carried out more efficiently by updating thedatabase regularly and providing online services. To process ispresented below. The process defines the future of the company’sprocess. The analysis goal is to clarify how the business processworks. The process will be analyzed since it is a single deliverableon the path of creating changes in the payment and billing system.The system is completed as the project part.
Thesteps described below may be irresistible however, they can becompleted speedily to implement small development. The process startswith the customer making purchases where the purchases are thentransferred to the SQL server. On the other end, the sales departmentdoes the marketing, ordering, and shipping which are then transferredto the SQL server to match the customers purchase. Finally, acustomer billing is generated and transferred back to the client.
Customer Purchase
1
Sales department
.1 Customermake a purchqse
Ordering and shipping
Marketing department
Figure1
FDD(Functional Decomposition Diagram)
Thenew payment and billing process will present considerableimprovements. These developments can be described through thefunctional decomposition process as below. The FDD, in this case, isa top down representation of process and functions. This systemprovides the supplier with updated specifications where daily reportsare generated.
Acustomer makes payment and billing and the system refresh thedatabase.This is aimed to create a daily reminder of the sales rep. When thedatabase is updated, the system creates invoice, makes querypayments, upgrade pricing and create reports about billing and
Customermakes payment and billing
Payment and Billing
Update data base
Customerrefreshes the data base
Generate Invoice
Update Pricing
Generate reports
Query Payment
Costs
Cost of Item | Estimated Costs in Dollars | Actual costs in dollars | Description |
Hardware nCosts | $3500 | $1700 | The hardware costs are related to the actual lease or purchase of the peripherals (Disk drive, printer and tape unit) and computers. Determining the actual costs from the estimates is complex since the system is shared between various departments than for a standalone system |
Personnel Costs | $25,000 | $12,500 | These costs are inclusive of EDP staff benefits and salaries. The benefits include time of vacation, health insurance, and sick pay) as well as the costs derived from system development. Once the system is installed, the maintenance and operations of the system will become the recurring costs |
Facility Costs | $40,000 | $30,000 | These costs describe the expenses incurred in preparing a physical site where the system will be in operation. It includes acoustics, wiring, air conditioning, flooring, and lighting. The costs will be a onetime charge and are inclusive of the overall estimates of the terminal system |
Supply Costs | $30,000 | $20,000 | These costs are the variables that will increase with greater use of the payment and billing system. These costs are rough estimates and are inclusive in the overall costs |
Operating Costs | $60,000 | $50,000 | The costs are inclusive of the daily system operations, the amount of shift, caliber of the staff and system services. Various ways exist to cover these costs. One way will be treating the operating expenses as the overhead. Another approach is charging the authorized users for the quantity of processing requested for the system. The amount charged will be based on staff time, system time and the volume produced. Some accounting of the billing system is needed to determine how these costs are handled |
Total Costs | $155,000 | $112,500 | The estimated costs of the billing and payment system are different. After a concise analysis, these costs reduce to $112,500. This is reached by cutting unnecessary costs |
SystemRequirement Checklist
Somerequirements will need to be enhanced and updated to ease and deliverthe improvement of the processes while the entire specificationsystem for the new payment and billing system is defined through adistinct mechanism that is needed for each of the function within thesystem (Kendall& Kendall, 2010).
Thechecklist is described below for the new payment and billing system
Input- data entering the system
Invoice generation based on dates of the calendars
Manual inputs for departments
Process- This the rational rule applicable to alter data into information. Each process outlines translation of input to output.
Invoice processing
Payment Processing
Performance. These are the characteristics, volume, reliability, capacity, and speed
Efficient and timely reporting on regular basis
Effective and appropriate verification of invoicing
Output. Printed or electronic information produced by the system
Provide reports and invoices
Control. Management of processes and system through software and hardware alongside policies that shield data and system from threats.
.Secondary control through business function owners and IT personnel
Control of processes and system through designed administrator
References
Scholz-Reiter,B., & Stickel, E. (Eds.). (2012). Businessprocess modeling.Springer Science & Business Media
Kendall,K. E., & Kendall, J. E. (2010). Systemsanalysis and design.Prentice Hall Press
Valacich,J. S., George, J. F., & Hoffer, J. A. (2015). Essentialsof systems analysis and design.Pearson Education
Rosenblatt,H. J. (2013). Systemsanalysis and design.Cengage Learning.