Sample Final Report

BCIS
5120
Fall, 2011

TABLE OF CONTENTS
I.
II. BusinessCase ____________________________________________________________ 8

ExecutiveSummary________________________________________________________________________8
TheBusinessProblem______________________________________________________________________8
AlternativeSolutions_______________________________________________________________________9
AnticipatedOutcomes ____________________________________________________________________10
Justification_____________________________________________________________________________11
ProjectDescription_______________________________________________________________________12
GoalsandObjectives______________________________________________________________________13
ProjectAssumptions______________________________________________________________________14
ProjectConstraints_______________________________________________________________________14
MajorProjectMilestones__________________________________________________________________15
StrategicAlignment_______________________________________________________________________16
CostBenefitAnalysis______________________________________________________________________17
AlternativesAnalysis______________________________________________________________________19
FINAL REPORT

TEAM ACT
HARRIET BRICHTA
III.
SU YUANXI (STEPHEN)

IV.
DECEMBER 13, 2011
PreliminaryProjectScopeStatement_______________________________________ 24
ProjectObjectives________________________________________________________________________24
ProjectBoundaries_______________________________________________________________________24

DATE DUE
FeasibilityStudy _______________________________________________________ 20
ExecutiveSummary_______________________________________________________________________20
DescriptionofProductsandServices_________________________________________________________20
TechnologyConsiderations_________________________________________________________________21
Product/ServiceMarketplace_______________________________________________________________21
MarketingStrategy_______________________________________________________________________22
OrganizationandStaffing__________________________________________________________________22
Schedule _______________________________________________________________________________22
FindingsandRecommendations_____________________________________________________________22
CHIHHUNG CHUNG (HANS)
Introduction______________________________________________________________ 5
Overview________________________________________________________________________________5
CurrentProcess___________________________________________________________________________5
ProblemswiththeCurrentProcess ___________________________________________________________7
ALL ABOUT PETS

OFFICE AUTOMATION
Team ACT
All About Pets Office Automation
V. ProjectCharter __________________________________________________________ 26
VI.
HumanResourcePlan___________________________________________________ 28
Introduction ____________________________________________________________________________28
RolesandResponsibilities__________________________________________________________________28
ProjectOrganizationalCharts_______________________________________________________________29
RecognitionandRewards: _________________________________________________________________30
VII.
CommunicationManagementPlan________________________________________ 31
Introduction ____________________________________________________________________________31
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Fall, 2011

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BCIS 5120
Fall, 2011
Team ACT

CommunicationsManagementApproach_____________________________________________________31
Roles __________________________________________________________________________________31
ProjectTeamDirectory____________________________________________________________________34
CommunicationsMatrix___________________________________________________________________35
GuidelinesforMeetings___________________________________________________________________36
XX.
VIII. ChangeManagementPlan_______________________________________________ 38
Introduction ____________________________________________________________________________38
ChangemanagementProcess_______________________________________________________________38
ChangeRequestProcessFlowRequirements___________________________________________________38
ChangeRequestFormandChangeManagementLog____________________________________________39
EvaluatingandAuthorizingChangeRequests __________________________________________________39
ChangeControlBoard_____________________________________________________________________41
IX.
ScopeManagementPlan ________________________________________________ 42
Introduction ____________________________________________________________________________42
ScopeManagementApproach______________________________________________________________43
XXI. SystemImplementation ________________________________________________ 100

Overview______________________________________________________________________________100
CodingandTesting______________________________________________________________________100
Installation_____________________________________________________________________________101
Security_______________________________________________________________________________104
ProjectClosedown ______________________________________________________________________105
XXII.
ProjectManagementPlan _______________________________________________ 48
ProjectManagementPlaninMSProject______________________________________________________48
ProjectNetworkDiagraminMSProject_______________________________________________________49
XII.
ProcurementManagementPlan __________________________________________ 55
XIII. CostManagementPlan__________________________________________________ 56
SystemMaintenance_________________________________________________ 106
Overview______________________________________________________________________________106
AutomatingWhatCanBeAutomated _______________________________________________________106
ManagingWhatCannotBeAutomated______________________________________________________107
X. WorkBreakdownStructure ________________________________________________ 44
XI.
TheAllAboutPetsOfficeAutomationSystem________________________________ 78
Security first____________________________________________________________________________78
Introductions second____________________________________________________________________78
Its All About the Customer_______________________________________________________________79
Business Functions _____________________________________________________________________86
Reports________________________________________________________________________________88
AppendixA:ChangeControlLog ______________________________________________ 109

AppendixB:RiskRegister ____________________________________________________ 111
AppendixC:SystemServiceRequestForm_______________________________________ 112

XIV. QualityManagementPlan_______________________________________________ 57
Introduction ____________________________________________________________________________57
QualityManagementApproach_____________________________________________________________57
XV.
ScheduleManagementPlan______________________________________________ 59
Introduction ____________________________________________________________________________59
ScheduleManagementApproach ___________________________________________________________59
XVI. RiskManagementPlan__________________________________________________ 61
Introduction ____________________________________________________________________________61
TableofRisks____________________________________________________________________________62
XVII.
RiskRegister_________________________________________________________ 64
XVIII.
SystemsRequirementsAnalysis _________________________________________ 65
Overview_______________________________________________________________________________65
SystemRequirementsDocumentation________________________________________________________65
XIX. SystemsDesign,DatabaseConstruction,andGraphicalUserInterfaceDevelopment 76
Overview_______________________________________________________________________________76
Deliverables____________________________________________________________________________76
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BCIS 5120
Fall, 2011

Team ACT
BCIS 5120
Fall, 2011
Team ACT
I.
INTRODUCTION
All About Pets also accommodates walk-ins if there is groomer time available. Sometimes if the
pet is horribly matted or appears to be in distress, the office manager makes the decision to fit
OVERVIEW
the animal in the queue for the pets sake. In fact, the office manager may even reduce the price
All About Pets is a pet grooming company established in 1985 as a general partnership
if the customer does not have enough cash to pay the full price. All About Pets office manager is
operating out of a leased building on McDonald Street in McKinney, TX. All About Pets is owned
not a softie. Instead, she truly cares about the welfare and well-being of all animals.
by Gloria Swanson and her daughter, Tina Williams. For the last 26 years, the shop has
groomed various types of pets, including birds, cats, and dogs. Services provided at All About
Pets include nail clipping, a bath with face and feet, and a full groom.
When the manager is away from the front desk, the bathers or groomers may answer the phone
and pull cards for same day appointments. Where the person puts the card depends on who
takes the call and their mood at the time the call is taken.
All About Pets was the first full service pet grooming shop in McKinney. The facility is not fancy,
but the staff truly love animals and know how to work with pets, thereby causing them the
minimum of distress. It is the devotion to animals and caring for pets that causes customers to
return for additional services and to refer their friends to the shop.
When animals arrive, the office manager marks the services the owner wants, the office
manager makes a decision. If the service request is for a nail trimming, the office manager takes
the pet directly to the groomer, the service is completed and the animal is returned to the
customer who pays for the service. If the service requested is a face and feet or a full groom,
Rescue groups and animal shelters are frequent customers at All About Pets. These groups
the office manager gives the card to the groomer and the animal to the bathers if a bath is part
seek out Gloria because she gives them large discounts on services provided to abandoned
of the service. Baths are not part of a nail trim service. If the bathers are busy, the animal is put
pets. In fact, many times the services are provided free of charge.
in a cage in the bathing room. When the animal is bathed, the bather gives the animal to a
dryer. If both dryers are busy, the bather puts the animal in a cage in the bathing room. When
CURRENT PROCESS
the animal is dried, the dryer takes the animal to the groomers room and notifies the
The current process used to process customers is completely manual. 5 X 7 cards are used to
appropriate groomer the animal is ready.
track customer-pet combinations. The name of the client, their phone number, and the pets
When the groomer has completed the animal, the groomer initials the card, puts the animal
name are handwritten at the top of the card. The lines beneath the customer information are
back in a groomers room cage and takes the animals card to the office manager. The manger
used to track services the pet receives. Each line includes the date, the type of service, the
calls the pet owner to advise them that their pet is ready. If customers do not pick up their pets
groomer who took care of the animal, and the cost.
in a timely manner, the cages in the groomers and bathers rooms become over-crowded and
The workday begins with a stack of cards on the table, which were pulled the previous afternoon
for the next days business. When a customer calls to make an appointment to have an animal
groomed, if it is for a future date, the pets name and owner are written into the desk calendar. If
the animals are kept on a floor rug and attached with a lead to the outside of a cage. Giant pets
are also attached with a lead to the outside of a cage.
When the customer picks up the pet, the money is taken and the card is filed.
it is for the current date, the office manager makes a decision based on her instincts about
whether the animal can be accommodated. If there is time to service the pet, the pets card is
Every Saturday, the office manager manually calculates salaries, social security and income
pulled and put on the table with the cards pulled the previous afternoon.
taxes, and writes the payroll checks.
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BCIS 5120
Fall, 2011

Team ACT
BCIS 5120
Fall, 2011
Team ACT
II.
On a quarterly basis, the office manager calculates the total revenues for All About Pets and
BUSINESS CASE
sends an estimated tax check to the IRS.
EXECUTIVE SUMMARY
PROBLEMS WITH THE CURRENT PROCESS
This business case outlines how the Office Automation Project will address current business
When the desk is very busy, cards may be filed hurriedly leading to misfiling. Sometimes the
concerns, the benefits of the project, and recommendations and justification of the project. The
staff puts a card under the pets name rather than the owners name. Sometimes the staff
business case also discusses detailed project goals, performance measures, assumptions,
cannot read the handwriting of the person who made up the card. Other times the paper card
constraints, and alternative options.
becomes ripped, torn, or wet making the card almost unusable.
THE BUSINESS PROBLEM

Frequently, the office manager cannot locate the animals card because it has been misfiled or
because it has been placed somewhere on the desk that the desk staff does not know about.
All About Pets currently performs all office operations manually. Customers and the services
they receive are written on 5 X 7 paper cards. These cards are easily damaged and misfiled
When a card cannot be located, a duplicate card is sometimes created.
causing office inefficiencies since duplicate customer cards are often created when the original
Often, the office manager calls the number on the card to alert the owner that their pet is ready
card cannot be found. Another problem involves customers who make appointments but fail to
only to learn the number is incorrect or unanswered.
keep them. The office manager estimates the number of cancellations, but this frequently leads
Some people make an appointment, but fail to show up. The office manager makes a guess
to over- or under- scheduling of the groomers.
about how many will not show and then accepts a certain number of walk-ins or same-day
All About Pets owners purchase pet supplies, such as shampoo, conditioner, deodorant spray,
appointments. This process leads frequently leads to over- or under-scheduling.
flea protection, collars, leashes, and dog sweaters. With some products there are expiration
dates. With other products there are fashion concerns. With all the products, there are storage
Under the current practices, when an appointment is made, there is no notation of the animals
and spoilage issues. The disadvantages of carrying these products are increasing to the point
size, the time it takes to groom the animal, the preferred groomer, or the individual groomers
that the owners are considering no longer carrying the items.
schedules. All that is recorded is the customers name and the pets name. Not until the cards
are pulled the afternoon before the appointment can the size be inferred from the prices
Another critical business problem involves finance and business continuity. For the last 26
years, shop Income has been hand written into a ledger. Payroll and taxes are calculated by
previously charged for services.
hand and checks are hand-written for the employees and the IRS. There is one person who is
All About Pets does not have a business continuity plan. The office manager and co-owner,
Gloria, is 75 years old. There are no succession plans for Gloria should she become ill or die.
Tina has never calculated payroll or taxes. Nor does Tina have an interest in doing so. Tina has
never written payroll checks or checks to the IRS. Gloria wishes she could take more time off
work and dreams about retiring someday, but she worries that her daughter would have
responsible for all of the financial operations. Others help as a receptionist when the office
manager is on break or out of the office, but no one else helps with the companys finances.
One person is solely responsible for all financial record keeping accounts payable, accounts
receivable and fixed assets for All About Pets. That person is Gloria Swanson, a 75 year old
woman who co-owns All About Pets with her daughter, Tina Williams. The owners do not have a
difficulty carrying on the business by herself.

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BCIS 5120
Fall, 2011

Team ACT
BCIS 5120
Fall, 2011
Team ACT
business continuity plan in case Gloria becomes ill or dies. That is a serious problem especially
The simplest solution is to do nothing. Keep the system exactly as it is today and has been for
because of Glorias age.
the 26 years that All About Pets has been in existence. Keeping the status quo is appealing
because it involves absolutely no effort on the part of All About Pets employees. Moreover, the
ALTERNATIVE SOLUTIONS
do nothing solution is certainly the least expensive solution mentioned thus far; however, it
There are several alternative solutions to the business problems currently experienced by All
fails to address any of the challenges facing the organization. More importantly, the status quo
About Pets owners. For example, the owners may rationalize that an automated system is not
solution would not satisfy the BCIS 5120 team project requirements.
worth the capital expenditures or the effort. An alternate solution might be to type the card
headers and place the cards in protective plastic sleeves. Further, two small boxes could track
the cards for the current day one box for scheduled appointments and one box for completed
services. This solution would make it easier to locate and re-file records because the type
written information would be easier to read. Moreover, the plastic sleeve would drastically
reduce the problem of cards becoming damaged or destroyed. It is important to note that this
In contrast, a local office automation solution an automated system that resides on the
owners laptops addresses all of the business problems identified in the introduction, keeps
out-of-pocket expenses to a bare minimum and satisfies the course requirements. Thus, the
local office automation solution, hereafter referred to as the office automation solution, is the
option chosen by the project team and All About Pets owners. The anticipated outcomes further
justify the selection of this choice.
solution does not address the problem of business continuity should the office manager become
ill or die. Still the alternative would reduce some of the stress the office manager experiences
today.
ANTICIPATED OUTCOMES
The automation of the office functions directly addresses important company goals. Customer
Another solution is a web-based office automation system, wherein the application would reside
records and appointments maintained in a database provide multiple advantages. First, it will be
on a managed server. Such a solution would allow customers to interact with the web site to
easier to locate a customer and their pets, which will save time in making and recording
make appointments, see if there dog is ready to be picked up, or send messages to the office
customer appointments. In addition, the primary key in the customer and pet tables will prevent
manager. A web-based solution would also allow All About Pets owners to increase their
duplicates, improving record keeping accuracy. Second, it will be possible to initiate reminder
business by supporting a market place option so that customers could order shampoo,
calls to customers two days in advance of an appointment and request notification if the
conditioner, deodorant sprays, flea protection, collars, leashes, and clothing for their pets. A
customer needs to cancel. Advance notification of cancellations will allow for more accurate
customer could use a charge card to make such purchases ensuring there would be an account
scheduling of the groomers avoiding the addition cost of support staff staying longer or the loss
to charge when the supplies arrived. Customers could pick up the merchandise at All About
of potential revenues. Third, the database will permit analyses that are currently infeasible. For
Pets for free, or have the items shipped to their home address for an additional fee.
example, there is no current capability to examine business trends for cyclic or seasonal
The online office automation has many advantages for increasing business and providing
excellent customer service. There are two significant disadvantages of the web-based office
automation system. Such a system would require Internet access from the shop and a web
hosting site. Both owners expressed a firm objection to the required fees for a web-based office
automation system. Perhaps, the online system is too big of a change for the owners to handle
at one time. Hence, the web site solution is not a valid alternative for this project.
variations. Nor is there the capability to identify how long it takes a specific groomer to perform a
specific service on a specific pet. The data in the new database will permit such analyses.
Fourth, the office automation will enable other employees to more easily take over the
responsibilities of the office manager during the latters absences. Automating payroll
calculations, Social Security, and income taxes for employees and the company will produce
quicker and more accurate results, saving the valuable time of the office manager. Year-end
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Fall, 2011
Team ACT
BCIS 5120
Fall, 2011
Team ACT
PROJECT DESCRIPTION
taxes will be completed quicker, more easily and with stress if computerized records are utilized,
again saving time of the office manager.
All About Pets Office automation project will include the design and construction of a database
for maintaining customer information and appointments. A graphical user interface (GUI)
JUSTIFICATION
comprising MS Access forms and reports will be constructed to meet the business needs of the
This section justifies why the recommended project should be implemented. Quantitative
organization. Specifically, locating a customer-pet combination will be achieved by entering part
support is provided where applicable. Initial savings and additional earnings estimates for All
of the pets name or part of the customers name on a form. This action will produce a listing of
About Pets Office Automation Project are detailed in the table below.
customer pet combinations meeting the criteria. When the correct customer-pet combination is
All About Pets Office Automation Estimated Savings and Additional Earnings

Manpower
$ Saved or
Source of Savings
equivalent or
Earned
other measure
Annually
located, a click on the row will bring up a form with the customer information for verification.
After the address and phone number have been verified, another click will bring up a form to
schedule an appointment. If a particular groomer takes care of the pet, the groomers schedule
will pop up to show availability. Over time, as groom times are collected, the appointment
Save time re-writing ruined or lost cards
.01
187.20
Save time looking for misplaced cards
.02
374.40
specific pet.
Reduced time scheduling appointments
.10
1,872.00
The project tracks the progress of the semester and the required team reports correspond to the
Reduce training for front desk substitutes
.02
374.40
Over-scheduling groomers support staff stays longer
.10
1,872.00
Under-scheduling groomers 25% of lost revenues
260 appointments
@ $30 average
1,950.00
Save time income and tax reporting
.05 manpower
936.00
Save time year-end tax recording
20 hours
200.00
Appointment reminder calls
Examine business trends for seasonal variations Increase

business by mailing coupons in anticipation of slow season.
520 appointments
@ $30 average
260 appointments
@ $30 average
Increased customer satisfaction leading repeat business
Calculation of the time it takes a groomer to perform specific

services on a pet increasing groomer scheduling accuracy.

Totals
function will also take into account the average time required to perform a particular service on a
milestones specified in the course syllabus. A pictorial representation of the project schedule
according to the course requirements is shown below.
3,900.00
1,950.00
1,911.00

$15,527.00
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Fall, 2011

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BCIS 5120
Fall, 2011
Team ACT

Business Goal/Objective
Description
All About Pets database will replace manually generated
Improve staff efficiency
and filed 5X7 paper cards to track customer services.

The database will also replace the manual scheduling of
appointments.
Create front desk employee

interchangeability.
The office manager will achieve greater autonomy and

flexibility when other employees can easily perform front
desk operations.
The automated office system will eliminate the
dependence on one individual to perform all of the
Business Continuity
financial functions and instead provide a system the

provides the same functions, while offering a system of
GOALS AND OBJECTIVES
checks and balances for accuracy.
All About Pets Office Automation project directly supports several of the corporate goals and
objectives identified during the requirements gathering phase. The following table lists these
corporate goals and objectives and demonstrates how the proposed project supports them.
Business Goal/Objective
Description
PROJECT ASSUMPTIONS
Gloria Swanson and Tina Williams have basic computer skills and will be comfortable with a
well-designed graphical user interface (GUI). The co-owners will be willing to use their own
Timely and accurate reporting
All About Pets Office Automation project will permit
(home) computing devices for the system implementation. There are three team members and a
automatic, timely, and accurate reporting of business
little over three months to complete the project. Full effort by every team member will be
data, including business trends, employee salaries,
required to complete the project successfully.
Social Security and income taxes.
PROJECT CONSTRAINTS
All About Pets is a small business a very small business. As such, they have limited resources
to spend implementing the solution. The co-owners do not want to incur any out-of-pocket
expenses for the development or implementation of the system. The cost of networking their
home computing devices will be covered by Harriet Brichta, one of the team members. There
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Fall, 2011

Team ACT
BCIS 5120
Fall, 2011
Team ACT
are three team members and a little over three months to complete the project. Full effort by
Milestones/Deliverables
Target Date
Prototype forms and reports to meet business functions
10/11/2011
Develop forms and reports
10/17/2011
Design LAN
10/19/2011
Prepare documents for Milestone III
10/24/2011
Milestone III Complete
10/24/2011
Complete coding
11/4/2011
Complete unit and system testing
11/8/2011
Prepare documentation and training materials
11/16/2011
Automate system maintenance functions
11/18/2011
Prepare documents for Milestone IV
11/22/2011
Prepare presentation
11/30/2011
Milestone IV Complete
12/6/2011
Closeout/Project Completion
12/6/2011
every team member will be required to complete the project successfully.
MAJOR PROJECT MILESTONES

The following are the major project milestones identified at this time. As the project planning
moves forward and the schedule is developed, the milestones and their target completion dates
will be modified, adjusted, and finalized as necessary to establish the baseline schedule.
Milestones/Deliverables
Target Date
Select a Business Problem
09/25/2011
Develop a Business Case to Support the Project
09/25/2011
Draft the Project Charter to Formally Authorize the Project
9/23/2011
Develop Project Workbook with Project Documents
09/27/2011
Prepare Documents for Milestone I
9/27/2011
Milestone I Complete
09/27/2011
Determine System Requirements
9/28/2011
Develop Logical Business Process Flow DFDs and Visio
9/30/2011
Develop Logical Business Process Flow with Decision Tables
9/30/2011
Develop Physical Business Process Flow ER Diagram
9/30/2011
Review System Requirements
10/3/2011
Prepare Documents for Milestone II
10/4/2011
Milestone II Complete
10/4/2011
Database design and construction
10/7/2011
Input existing data
10/11/2011
STRATEGIC ALIGNMENT
All projects should support the organizations strategy and strategic plans in order to add value
and maintain executive and organizational support. All About Pets Office Automation Project is
in direct support of the organizations strategic plans. By directly supporting these strategic
plans, this project will improve business and help move the company forward to the next level of
maturity.
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BCIS 5120
Fall, 2011
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BCIS 5120
Fall, 2011
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Plan
Goals/Objectives
them through the first year. At the bottom of the chart is the net savings for the first year of the
Relationship to Project
project. (Please refer to the Justification section for the details behind the summary numbers.)
2011 All About Pets
Plan for Information
Management
2011 All About Pets

Strategic Plan for
Human Capital
2011 All About Pets
Strategic Plan for
Customer Service
Improve record
keeping and
information
management
This project will allow for real-time

information and data entry, increased
Design and build office

This project allows the employee to take
workforce
an active role in managing his/her payroll
service increasing
automation system
(excluding donation
Cost
connecting two laptops
service functions freeing the manager to
Cost
customers satisfied.
Automate customer
This project will automate all office
Business Continuity
can more easily fill
manager in performing front desk, payroll,
the position
and tax payment operations.
required due to office
This project will provide reports showing
opportunities by
cyclical and seasonal trends in revenues
charting business
as well as customers who have not had
trends
their pets groomed in specified time.
Savings
inefficiencies
Fewer under-scheduled
groomers
Identify upsell
between the grooming room
$0.00
An immediate reduction in
Reduce staff time
so that other people employees to substitute for the office
networking capabilities
and the front desk.
retention and repeat focus on the little things that make

business
Initial investment for the project $0.00

Cost for ACT Team to install
Setting up a LAN for
This project will automate customer
Strategic Plan for
Increasing Revenues
First year costs
from ACT team)
Engage the
Improve customer
Description
Type
performance data
processing functions functions making it easier for other
Strategic Plan for
Action
repository for all payroll, tax and
2011 All About Pets
2011 All About Pets
Action
information accuracy, and a consolidated
overhead equal to the annual

salary of 3 HR specialists and 2
-$7,727.00
payroll analysts.
Accurate scheduling of
Savings
groomers prevents potential
-$1,950.00
revenue losses.
Targeted marketing to
Increased Revenues
Savings
customers requiring grooming
-$3,900.00
services for their pet.

Increased Revenues
COST BENEFIT ANALYSIS

Net First Year Savings
The following table captures the cost and savings actions associated with All About Pets Office
Savings
Improved customer satisfaction

leading to increased business.
-$1,950.00
$15,527.00
Automation Project, descriptions of these actions, and the costs or savings associated with
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BCIS 5120
Fall, 2011

Team ACT
BCIS 5120
Fall, 2011
Team ACT
III.
Based on the cost benefit analysis above we see that by authorizing the Office Automation
FEASIBILITY STUDY
Project, All About Pets will save $15,527.00 in the first year alone. This represents a non-trivial
EXECUTIVE SUMMARY
improvement in the costs and supports the benefit this project will have on the company.
All About Pets is the oldest and arguably the most popular full service pet grooming
ALTERNATIVES ANALYSIS
facility in McKinney, Texas. Customers come from all over Collin County to have their
The following alternative options have been considered to address the business problem.
pets serviced. All About Pets does not use formal advertising. In fact they havent used
These options were not selected for a number of reasons which are explained below.
advertising since their fifth year in business. Their companys business is driven strictly
by wordofmouth commentaries from existing customers and All About Pets business
Alternative Option
Reasons For Not Selecting Alternative
Do nothing. Keep the current manual
Unnecessary office inefficiencies.
you do at PetSmart or PETCO. Instead, All About Pets has steady stream of customers
office functions and financial record
Labor intensive and error-prone financial recording.
from 8:00 11:30 AM. They rarely take in pets after noon. And all of the grooming is
keeping practices.
Lack of automation.
completed between 1:00 3:00 PM. On a very busy day, groomers may be busy until
Print the tops of the 5X7 paper cards so
Non-trivial cost and effort with little gain.
4:00 or 5:00, but they prefer to go home earlier in the afternoon.
that they easier to read. Place cards in
Does not address business continuity.
protective plastic sleeve.
Lack of automation.
Web-based office automation system.
is consistently strong. You do not see groomers standing around trying to look busy like
DESCRIPTION OF PRODUCTS AND SERVICES
Cost of web hosting.
All About Pets performs three basic services: nails, face and feet, and full groom. Cutting
Cost of Internet access at All About Pets.
the nails is a $3.00 fixed price service. It doesnt matter if the pet is a Cockatoo, a
Too big of a change for the shop owners.
Siamese, a Chihuahua, or a 200 pound Mastiff. The price is the same. For some animals,
the office manager helps the groomer hold the pet during nail trimming and the
operation is usually over in two or three minutes at most.

The face and feet service typically applies to dogs and includes a bath, nail cutting, and
ear cleaning. The full groom service includes a the face and feet service plus a clipping
of the hair. The face and feet ($14$75) and full groom ($30$120) services vary in price
based on the size of the animal.
All About Pets also sells products to pet owners. For example, they carry flea
preventative, collars, leashes, dog clothing, shampoo, conditioner, and deodorant spray.
Since the shop is small, the All About Pets owners do not have a lot of space for storage
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BCIS 5120
Fall, 2011
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MARKETING STRATEGY
of supplies, particularly outofseason dog clothing. As a result, the owners are

considering dropping dog clothing from their products and services offering.
As stated earlier, All About Pets does not advertise. On the other hand, if the company
used trend analysis, customers last service date reports, and more accurate groomer
Under the current practices, when an appointment is made, there is no notation of the
scheduling, they could increase their revenues by an estimated 30%. The gain is only
animals size, the time it takes to groom the animal, the preferred groomer, or the
limited by the size of the building and the number of customers they can accommodate
individual groomers schedules.
on a daily basis. The Office Automation Project will capture customer email addresses in

the future. A simple report could identify which email addresses to send notices of
appointment suggestions or coupons for services. The cost for this type of marketing
TECHNOLOGY CONSIDERATIONS
would be limited to the amount of the discount. Coupons could also be emailed to
All About Pets owners are both computer literate. Each owns a laptop with Microsoft
consumers who havent been in for service in a while during slow periods to improve
Office, which they currently keep at home. Successful implementation of this project
year round business flow.
without hardware costs requires that the owners agree to bring their laptops to work
each day and hook them up in the LAN configuration created by the ACT Team for the
ORGANIZATION AND STAFFING
two computers to communicate with each other.
There are no anticipated changes in All About Pets organization and staffing, although
Although the owners are computer literate and certainly capable of learning an
one of the goals of the project is to allow the office manager and coowner more free
application with a smart GUI, they are not computer gurus who would be comfortable
time
with system maintenance. As a result, the Office Automation Project will include
SCHEDULE
automated maintenance functions, such as archive, compact and repair. In addition, the
GUI will provide a switchboard with forms and reports to accomplish the business
All About Pets sales campaign is expected to take six months from project approval to
objectives stated elsewhere in this paper.
launch of the program since it will take a while to collect current email addresses and
customer grooming activity. Many of the foundations for this program, such as high
PRODUCT/SERVICE MARKETPLACE
speed internet and web server capability, are already available at the coowners
All About Pets is located in Collin County. In 2006, the median income for a household
homes.
in the county was $77,671, and the median income for a family was $91,881. The per
FINDINGS AND RECOMMENDATIONS
capita income for the county was $33,345. Approximately 3.30% of families and 4.90%
of the population were below the poverty line. Based on median household income, as
Based on the information presented in this feasibility study, it is recommended that All
of 2007, Collin County is the second richest county in Texas after Fort Bend, and is
About Pets approves the Office Automation Project and begins project initiation. The
considered one of the wealthiest counties in the United States.

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findings of this feasibility study show that this initiative will be highly beneficial to the
organization and has a high probability of success.
IV.
This Preliminary Project Scope Statement defines the scope of All About Pets Office
Automation project. need to write an introduction paragraph here.
PRELIMINARY PROJECT SCOPE STATEMENT
PROJECT OBJECTIVES
The objectives of All About Pets Office Automation project are to design and develop a
Microsoft Access database and GUI by December 6, 2011. The database will contain
information about customers, pets, services, appointments, and employees. The GUI will
contain a switchboard directing the user to any one of the supported business functions,
which include:
1.
2.
3.
4.
5.
6.
7.
8.
Schedule an appointment
Check the schedule of a groomer on a specific date
Enter a new customer
Enter a new pet for an existing customer
Assign bather to a date
Calculate payroll, including Social Security and Income taxes withheld
Calculate All About Pets quarterly taxes
Summarize revenues, expenses by type, salaries, and taxes paid for yearend tax
reporting
9. Show a report revenue trends, in total and by groomer
10. Show a report of customers who have an appointment in two days (for reminder
calls)
11. Show a report of customers who have not had their pets groomed in specified time
In addition, user documentation will be created to answer questions about how to use the
system or what a specific field means. Finally, a twoday training session will be offered to
All About Pets after the close of the project.
PROJECT BOUNDARIES
All About Pets Office Automation project includes the currently supported business
functions. New or desired functionality will not be part of this projects scope. Moreover,
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only the functionality described in this document will be included. Additional existing
V.
PROJECT CHARTER
functionality, if discovered in the course of this project will require a formal Change
Request form, which must be signed by the project sponsor and the project manager after a
This Charter formally authorizes a project to develop and implement an automated office system
thorough review of the proposed changes impact on the project timeline.
for managing All About Pets customers and the services provided to those customers. A

project plan will be developed and submitted to the Project Sponsor for approval.
Commencement of project activities will begin upon approval of the project plan and the
resources to execute it by the Project Sponsor. Included in the project plan are to be a scope
statement; schedule; cost estimate; budget; and provisions for scope, resource, schedule,
communications, quality, risk, procurement, and stakeholder management as well as project
control.
The purpose of All About Pets Office Automation project is to simplify office procedures allowing
the employees to spend more time doing what they do best caring for pets. Specifically, this
project meets All About Pets s need for business continuity and business planning, while
simplifying tax reporting, payroll functions, and appointment scheduling. The office automation
database will calculate payroll figures and taxes in reports. Reports will also be generated to
show the customers that have not had their pets groomed in the recommended time so that
customers can be called to increase business. Reports will also show the short term and long
term trends in business, allowing management to make decisions to control the flow of
business. An additional function of the office automation database will be a report showing the
appointments two days in advance. Hence, customers can be called to remind them of their
appointments and to encourage them to call if something will prevent them from keeping their
appointment. Such calls will help prevent over- or under-scheduling of groomers.
The Project Manager, Harriet Brichta, is hereby authorized to interface with All About Pets
management as required, delegate responsibilities within the framework of the project, and to
communicate with all participants and management, as required, to ensure successful and
timely completion of the project. The Project Manager is responsible for developing the project
plan, monitoring the schedule, cost, and scope of the project during implementation, and
maintaining control over the project by measuring performance and taking corrective action.
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Gloria Swanson.
A completed project plan will be developed and submitted to the Project Sponsor for approval
All About Pets co-owner and office manager
by September 23, 2011. Upon approval of the project plan resources will be assigned to the
VI.
HUMAN RESOURCE PLAN
project and work will commence on the next business day and will be performed according to
the schedule provided in the approved project plan. The Project Manager will obtain approval
from the Project Sponsor for any schedule changes which impact the project completion
milestone. It is understood that the full project must be completed in time for the final delivery of
Milestone 4 on December 6, 2011. The project deliverables will include:
INTRODUCTION
Human resources management is an important part of All About Pets Office Automation Project.
The human resources management plan is a tool which will aid in the management of this
projects human resource activities throughout the project until closure. The human resources
management plan includes:
1. A complete list of breeds by size

2. All About Pets database
Roles and responsibilities of team members throughout the project
4. Pop-ups to check specific groomer schedules for specific dates.
Project organization charts
5. A set of reports
Staffing management plan to include:
3. Forms for making appointments
a. Weekly payroll, including Social Security and income tax withholding
a. How resources can be tutored to achieve necessary coding skills
b. Quarterly taxes for All About Pets
b. Recognition and rewards system
c. Annual summary of revenues, expenses by types, and taxes paid to simplify
The purpose of the human resources management plan is to achieve project success by
year-end tax preparation

d. Revenue trends for All About Pets and individual groomers over specified time
trained if any gaps in skills are identified, team building strategies are clearly defined, and team
interval
e. Customers who have not had their pet groomed within the recommended time
f.
ensuring the appropriate human resources are acquired with the necessary skills, resources are
activities are effectively managed.
Customers with appointments scheduled two days in advance (for reminder calls)
ROLES AND RESPONSIBILITIES
6. User documentation for the system

The budget for All About Pets Office Automation project is $50, which is to be funded by the PM.
The roles and responsibilities for All About Pets Office Automation Project are essential to
project success. All team members must clearly understand their roles and responsibilities in
Signing of the Project Charter indicates approval of all the project management documents
order to successfully perform their portion of the project. For All About Pets Office Automation
included in this project workbook.
Project the following project team roles and responsibilities have been established:
Approved by the Project Sponsor:
Project Manager (PM), (1 position): responsible for the overall success of All About Pets Office
Automation Project. The PM must authorize and approve all project expenditures. The PM is
________________________________________
Date: __________________
also responsible for approving that work activities meet established acceptability criteria and fall
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within acceptable variances. The PM will be responsible for reporting project status in
Requirements Gathering
accordance with the communications management plan. The PM will evaluate the performance
Coding Design
Coding Input
case they are needed to complete assignments. Since this is an unusual project, the PM will
Software Testing
also serve as a technical lead, a design engineer, an implementation manager and a lead
Network Preparation
Implementation
Conduct Training
of all project team members and communicate their performance to course instructor. The PM is
also responsible for ensuring team members know the location and hours of the course tutors in
trainer. The PM must possess the following skills: leadership/management, budgeting,
scheduling, effective communication, and technical skills.

Design Engineer (DE) (3 positions, including PM): responsible for gathering coding
requirements for All About Pets Office Automation Project. The DEs are responsible for all
design, coding, and testing of the system. The DEs will be responsible for timely status reporting
to the PM as required by the Communications Management Plan. DEs performance will be
managed by the PM and communicated to the course instructor. DEs must be proficient in
Key:
R Responsible for completing the work
A Accountable for ensuring task completion/sign off
C Consulted before any decisions are made
I Informed of when an action/decision has been made
RECOGNITION AND REWARDS:
programming MS Access or seek necessary tutoring in the BLB, Level 1, and Rooms 130-145.
Implementation Manager (IM) (1 position): The IM is responsible for the distribution,
Although the scope of this project does not allow for time or funds to provide monetary rewards
implementation, and monitoring of the new system executable and documentation.
there are several planned recognition and reward items for project team members.
Training Lead (TL) (1 position): The TL is responsible for training all users on the features
Upon successful completion of the Requirements Gather and System Design marathon,
provided by the new system. The TL will coordinate training times/locations with each person
the PM will take the team members to dinner at Rudys to celebrate the success this
requiring training. The TL will provide training status to the PM in accordance with the project
critical phase.
communications management plan.
PROJECT ORGANIZATIONAL CHARTS
The following RACI chart shows the relationship between project tasks and team members.
process. As changes are made all project documents will be updated and redistributed
accordingly.
Design
Engineers
Implementation Training
Manager
Leads
Project
Sponsor
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Upon successful completion of Milestone 4 deliverables and the team presentation, team
members will celebrate with an evening out at the Cracker Barrel.
Any proposed changes will be proposed in accordance with the projects change control
Project
Manager
Upon successful completion of the system coding and testing, the PM will take the team
members to dinner at Applebees.
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VII. COMMUNICATION MANAGEMENT PLAN
instructor could be considered the Program Manager since he is monitoring multiple

projects for the same school term.
INTRODUCTION
This Communications Management Plan sets the communications framework for this
project. It will serve as a guide for communications throughout the life of the project and
Key Stakeholders
Normally Stakeholders includes all individuals and organizations who are impacted by the
will be updated as communication needs change. This plan identifies and defines the roles
project. For this project we are defining a subset of the stakeholders as Key Stakeholders.
of persons involved in this project. It also includes a communications matrix which maps
These are the stakeholders with whom we need to communicate with and are not included
the communication requirements of this project. A project team directory is included to
in the other roles defined in this section. The Key Stakeholder for this project is the course
provide contact information for all stakeholders directly involved in the project.
instructor.
Change Control Board
COMMUNICATIONS MANAGEMENT APPROACH

The Project Manager will play a proactive role in ensuring effective communications on this
The Change Control Board is a designated group which is reviews technical specifications
project. The communications requirements are documented in the Communications Matrix
and authorizes changes within the organizations infrastructure. Technical design
presented in this document. The Communications Matrix will be used as the guide for what
documents, user impact analysis and implementation strategies are typical of the types of
information to communicate, who is to do the communicating, when to communicate it and
communication this group requires.
to whom to communicate.
Customer
ROLES
The customers for this project are the coowners of All About Pets. An additional customer
for the project is the course instructor. As the customers who will be accepting the final
Project Sponsor
deliverable of this project they will be informed of the project status including potential
The project sponsor is the champion of the project and has authorized the project by
signing the project charter. Since the Project Sponsor is at the executive level
communications should be presented in summary format unless the Project Sponsor
requests more detailed communications.
impacts to the schedule for the final deliverable or the product itself.
Project Manager
The Project Manager has overall responsibility for the execution of the project. The Project
Manager manages day to day resources, provides project guidance and monitors and
Program Manager
reports on the projects metrics as defined in the Project Management Plan. As the person
There is no Program Manager for this project since it is being completed as part of the
responsible for the execution of the project, the Project Manager is the primary
course requirements for BCIS 5120 fall, 2011. In the broadest sense of the term, the course
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PROJECT TEAM DIRECTORY
communicator for the project distributing information according to this Communications

Management Plan.
The following table presents contact information for all persons identified in this
communications management plan. The email addresses and phone numbers in this table
Project Team
The Project Team is comprised of all persons who have a role performing work on the
project. The project team needs to have a clear understanding of the work to be completed
will be used to communicate with these people.

Role
Name
Email
Phone
Project Sponsor
Gloria Swanson
8173572952
Project Plan including defining its schedule and work packages. The Project Team requires
Program Manager
Chang Koh
kohce@unt.edu
9405653625
a detailed level of communications which is achieved through regular interactions with the
Project Manager
Harriet Brichta
hbrichta@att.net
2142938951
Project
Stakeholders
Chang Koh
kohce@unt.edu
9405653625
Customer
Gloria Swanson
8173572952
and the framework in which the project is to be executed. Since the Project Team is
responsible for completing the work for the project they played a key role in creating the
Project Manager and the project documents available online, such as the project plan.
Steering Committee
The Steering Committee includes management representing the departments which make
Tina Williams
up the organization. For this project, the Steering Committee comprises the coowners of
All About Pets. The purpose of the Steering Committee is to ensure that changes within the
Project Team
ChihHung Chung
(Hans)
Sunboy1120@gmail.com 9402977618
Su Yuanxi
(Stephen)
yuanxisu@my.unt.edu
940-297-7323
Technical Lead
Harriet Brichta
hbrichta@att.net
2142938951
organization are effected in such a way that it benefits the organization as a whole. The
Steering Committee requires communication on matters which will change the scope of the
project and its deliverables.
Technical Lead
9725489272
The Technical Lead is a person on the Project Team who is designated to be responsible for
ensuring that all technical aspects of the project are addressed and that the project is
implemented in a technically sound manner. The Technical Lead is responsible for all
technical designs and overseeing the implementation of the designs. The Technical Lead
requires close communications with the Project Manager and the Project Team. In the case
of this project, the Project Manager is also the Technical Lead.
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Project Status
Report with
Milestone
Reports
GUIDELINES FOR MEETINGS

Meeting Agenda
Meeting Agenda will be announced 2 business days in advance of the meeting. The Agenda
should identify the presenter for each topic along with an estimated time limit for that
Project Sponsor Project Manager

Project Team
Stakeholders
PMO
Milestone
Reports
Project Manager
PMO

Technical Lead
Project
Technical Staff
Agenda
Meeting
Minutes
Agenda
Meeting
Minutes
Project Manager
Project Team
Agenda
Meeting
Minutes
Project Sponsor Project Manager
Project Team
Stakeholders
Team ACT
topic. The first item in the agenda should be a review of action items from the previous
meeting.
Meeting Minutes
Meeting minutes will be available online in the group Working folder within 2 business
days following the meeting. Meeting minutes will include the status of all items from the
agenda along with new action items and the Parking Lot list.
Approxi
mately
every 3
weeks
Action Items are recorded in both the meeting agenda and minutes. Action items will
Updated
Project Plan in
Dropbox
Submitted
Documents
include both the action item along with the owner of the action item. Meetings will start
with a review of the status of all action items from previous meetings and end with a
review of all new action items resulting from the meeting. The review of the new action
items will include identifying the owner for each action item.
Meeting Chair Person
Report the status of the

project including
activities, progress, costs
and issues.
The Chair Person is responsible for distributing the meeting agenda, facilitating the
meeting and distributing the meeting minutes. The Chair Person will ensure that the
meeting starts and ends on time and that all presenters adhere to their allocated time
frames.
Note Taker
The Note Taker is responsible for documenting the status of all meeting items, maintaining
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a Parking Lot item list and taking notes of anything else of importance during the meeting.

Approxi
mately
every 3
weeks
Regular Project Report on the status of the Submitted
Status Meetings project by Milestones
Documents
completed
Project Status
Reports
As
Needed
Face to Face
Discuss and develop
technical design solutions
for the project.
Technical
Design
Meetings
Weekly
Face to Face
Conference Call
Review status of the
project with the team.
Project Team
Meetings
Once
Action Items
Kickoff Meeting Introduce the project team Face to Face

and the project. Review
project objectives and
management approach.
Audience
Frequen
cy
Medium
Objective of
Communication
Communicatio
n Type
The following table identifies the communications requirements for this project.
BCIS 5120
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COMMUNICATIONS MATRIX
Team ACT
Owner
Deliverable
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The Note Taker will give a copy of their notes to the Chair Person at the end of the meeting
VIII. CHANGE MANAGEMENT PLAN
as the Chair Person will use the notes to create the Meeting Minutes.
INTRODUCTION
Time Keeper
This Change Management Plan documents and tracks the necessary information required to
The Time Keeper is responsible for helping the facilitator adhere to the time limits set in
effectively manage All About Pets Office Automation project changes from project inception to
the meeting agenda. The Time Keeper will let the presenter know when they are
delivery. Its intended audience is the project manager, project team, project sponsor and any
approaching the end of their allocated time. Typically a quick hand signal to the presenter
senior leaders whose support is needed to carry out the plan.
indicating how many minutes remain for the topic is sufficient.
CHANGE MANAGEMENT PROCESS
Parking Lot
The Change Management process establishes an orderly and effective procedure for tracking
the submission, coordination, review, evaluation, categorization, and approval for release of all
The Parking Lot is a tool used by the facilitator to record and defer items which arent on
changes to the projects baselines.
the meeting agenda; however, merit further discussion at a later time or through another
CHANGE REQUEST PROCESS FLOW REQUIREMENTS
forum.
Step
Description
Generate
CR
A submitter completes a CR Form and sends completed form to the

Change Manager
Log CR
Status
The Change Manager enters the CR into the CR Log. The CRs status is
updated throughout the CR process as needed.
purpose, it is not expected that tangential conversations will be a problem.
Evaluate
CR
Project personnel review the CR and provide an estimated level of effort to

process, and develop a proposed solution for the suggested change
Authorize
Approval to move forward with incorporating the suggested change into

the project/product
Implement
If approved, make the necessary adjustments to carry out the requested

change and communicate CR status to the submitter and other
stakeholders
A parking lot record should identify an owner for the item as that person will be
responsible for ensuring followup. The Parking Lot list is to be included in the meeting
minutes.
Since this project is focused on a single issue by a team brought together for this specific
Generate CR
Evaluate CR
Authorize CR
Implement CR
Log Updated Status

Report Status
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Low
CHANGE REQUEST FORM AND CHANGE MANAGEMENT LOG
This change would positively impact business outcomes but is not

necessary
The change request form contains the following required fields and is to be completed by the
person requesting the change.
Change requests are evaluated and assigned one or more of the following change types:
Element
Description
Date
The date the CR was created
CR#
Assigned by the Project Manager
Title
A brief description of the change request
Description
Description of the desired change, the impact, or benefits of a

change should also be described
Submitter
Name of the person completing the CR Form and who can answer
questions regarding the suggested change
Type
Description
Scope
Change affecting scope
Time
Change affecting time
Duration
Change affecting duration
Cost
Change affecting cost
Resources
Change affecting resources
Deliverables
Change affecting deliverables

Change affecting product
Phone
Phone number of the submitter
Product
E-Mail
Email of the submitter
Processes
Change affecting process
Product
The product that the suggested change is for
Quality
Change affecting quality
Version
The product version that the suggested change is for
Priority
A code that provides a recommended categorization of the urgency

of the requested change (High, Medium, Low)
Change requests are evaluated and assigned one of the following status types:
A log will be maintained that contains the same elements plus two additional columns
completed by the project manager one column for the change request status and the other for
Status
Description
Open
Entered/Open but not yet approved or assigned
Work in
Progress
CR approved, assigned, and work is progressing
In Review
CR work is completed and in final review prior to testing
Testing
CR work has been reviewed and is being tested
Closed
CR work is complete, has passed all tests, and updates have been
released.
the change request type described below.
EVALUATING AND AUTHORIZING CHANGE REQUESTS

Change requests are evaluated using the following priority criteria:
Priority
Description
High
The project will have no value if this change is not included
Medium
Business outcomes will be drastically reduced if this change is not

included
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CHANGE CONTROL BOARD
IX.
The Change Control Board (CCB) is a formally constituted group of stakeholders responsible for
SCOPE MANAGEMENT PLAN
approving or rejecting changes to the project baselines. This group may meet on a predefined
INTRODUCTION
schedule or on an as needed basis. The table below provides a brief description of personnel
acting as the CCB and their role/level of authority within that group.
Scope Management is the collection of processes which ensure that the project includes all the
work required to complete it while excluding all work which is not necessary to complete it. The
Role
Name
Contact
Description
Leader
Harriet Brichta
214-293-8951
Project Manager
Contributor
Gloria Swanson
871-357-2952
Project Sponsor and co-owner
Contributor
Tina Williams
972-548-9272
Co-owner
Scope Management Plan details how the project scope will be defined, developed, and verified.
It clearly defines who is responsible for managing the projects scope and acts as a guide for
managing and controlling the scope.
Project Scope Management follows a five step process; Collect Requirements, Define Scope,
Create WBS, Verify Scope, and Control Scope.

1) Collect Requirements this first step is the process by which we define and document
the requirements needed to meet all project objectives. The foundation of this process is
the project charter and stakeholder register. From these, the team can identify
requirements, collectively discuss details associated with meeting each requirement,
conduct interviews and follow-on discussion to clarify the requirements, and document
the requirements in sufficient detail to measure them once the project begins the
execution phase. This documentation also serves as an input to the next step in the
process which is to define scope.
2) Define Scope this step is critical to project success as it requires the development of a
detailed project/product description to include deliverables, assumptions, and constraints
and establishes the framework within which project work must be performed.
3) Create WBS this process breaks project deliverables down into progressively smaller
and more manageable components which, at the lowest level, are called work packages.
This hierarchical structure allows for more simplicity in scheduling, costing, monitoring,
and controlling the project.
4) Verify Scope this is the process by which the project team receives a formalized
acceptance of all deliverables with the sponsor and/or customer.
5) Control Scope this is the process of monitoring/controlling the project/product scope as
well as managing any changes in the scope baseline. Changes may be necessary to
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X.
the project scope but it is imperative they are controlled and integrated in order to
prevent scope creep.
WORK BREAKDOWN STRUCTURE

The Work Breakdown Structure (WBS) for All About Pets Office Automation project is depicted
The activities undertaken to complete Milestone 1 included the five steps above. Team ACT
in the table below.
collected the requirements, defined the scope, created the WBS, verified the scope, and created
BCIS 5120 Team ACT All About Pets Office Automation Work Breakdown Structure
the Change Management Plan, which provides the mechanism to control scope and avoid
scope creep.
Project Initiation
Determine Project Team
Select Team Members
scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and
Select Project Manager
the Project Plan. The Project Manager, Sponsor and Stakeholders will establish and approve
Select Team Name
SCOPE MANAGEMENT APPROACH

For this project, scope management will be the sole responsibility of the Project Manager. The
documentation for measuring project scope which includes deliverable checklists. Proposed
Determine Business Problem
scope changes may be initiated by the Project Manager, the Sponsor, the Stakeholders or any
Generate ideas
will then evaluate the requested scope change. Upon acceptance of the scope change request
Discuss via email
the Project Manager will submit the scope change request to the Change Control Board and
Select Business Problem to address
member of the project team. All change requests will be submitted to the Project Manager who
Project Sponsor for acceptance. Upon approval of scope changes by the Change Control
Business Case
Board and Project Sponsor the Project Manager will update all project documents and
Hold team meeting to discuss BC
Project Manager and Stakeholders, the Project Sponsor is responsible for the acceptance of the
Develop Business Case
final project deliverables and project scope.
Feasibility Study
Hold team meeting to discuss FS
Develop Feasibility Study
Preliminary Project Scope
Determine project scope
Secure project sponsorship
Define preliminary resources
Scope complete
communicate the scope change to all stakeholders. Based on feedback and input from the
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Project Charter
Hold team meeting to discuss PC
Develop Project Charter
Project Planning
Develop Logical Business Process Flow with

ER Diagrams
Review software specifications
Develop delivery timeline
Obtain approvals to proceed (concept,

timeline, budget)
Change Management Plan
Communication Management Plan
Secure required resources
Cost Management Plan
Analysis complete
Human Resource Plan
Milestone 2
Procurement Management Plan
Project Management Plan
Quality Management Plan
Risk Management Plan
Database design
Risk Register
Database construction
Schedule Management Plan
Input existing data
Scope Management Plan
Prototype forms to meet business functions
Work Breakdown Structure
Develop Forms
Prepare documents
Project Milestone 2 Complete
Systems Design
Develop Reports
Draft introduction
Design LAN
Assemble Project Initiation & Planning

Documents
Design complete
Milestone 1
Milestone 3
Prepare documents
System Requirement Analysis
Conduct needs analysis

Systems Implementation
Develop Logical Business Process Flow
DFDs
Develop Logical Business Process Flow with
Decision Tables
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Complete coding
Complete Unit and System Testing

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Plan installation
Prepare documentation
Prepare training materials
Develop backup and restore procedures
Automate ongoing support (archiving)
Development complete
XI.
PROJECT MANAGEMENT PLAN
PROJECT MANAGEMENT PLAN IN MS PROJECT
Milestone 4
Prepare documents
Prepare presentation
Deliver presentation
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Team ACT
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XIII. COST MANAGEMENT PLAN
XII. PROCUREMENT MANAGEMENT PLAN

The Cost Management Plan defines how the costs on a project will be managed throughout the
The purpose of the Procurement Management Plan is to define the procurement requirements
projects lifecycle. It sets the format and standards by which the project costs are measured,
for the project and how it will be managed from developing procurement documentation through
reported and controlled.
contract closure.
The Project Manager will be responsible for managing and contributing the projects cost
All About Pets Office Automation Project does not have the budget to make substantial
throughout the duration of the project. As mentioned elsewhere in the document, the PM will
purchases. In fact, the only money that will be spent is being donated by one of the team
donate the money needed to connect All About Pets owners two laptops in a local area network
members and is intended to be used on the equipment required to connect the owners two
at the shop.
laptops in a LAN configuration.

Since the costs are minimal and not covered by All About Pets, a formal Cost Management Plan
For this reason a formal Procurement Management Plan is not required for this project.
is not required for All About Pets Office Automation.
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XIV. QUALITY MANAGEMENT PLAN
Quality will be managed by utilizing thorough unit and system testing, as well as by soliciting
fellow students to try out the applications screens and operations. Records will be kept on the
INTRODUCTION
number of errors encountered by the volunteer students, together with the volunteers
The Quality Management Plan for All About Pets Office Automation project will establish the
activities, processes, and procedures for ensuring a quality product upon the conclusion of the
project. The purpose of this plan is to:
recommendations for improving the functioning or flow of the system pages.

The quality standard for the final product will be zero defects, operationally defined as
operations performing within six sigma using small group runs tests.
Ensure quality is planned
Quality improvements may be identified by any member of the project team. Each
Define how quality will be managed
recommendation will be reviewed to determine the cost versus benefit of implementing the
Define quality assurance activities
improvement and how the improvement will impact the final system. If an improvement is
Define quality control activities
implemented the project manager will update all project documentation to include the
Define acceptable quality standards
improvement and the quality manager will update the organizational documentation the
improvement affects.
QUALITY MANAGEMENT APPROACH

The quality management approach for All About Pets Office Automation project will ensure
quality is planned for both the product and processes. In order to be successful, this project will
meet its quality objectives by utilizing an integrated quality approach to define quality standards,
measure quality and continuously improve quality.
The quality standards for All About Pets Office Automation project will be defined by the
following criteria:
All About Pets Office Automation database will contain sufficient data to address the
business objectives identified elsewhere in this project workbook.
The application, including the GUI will run throughout the work day without errors or
cryptic error messages.
The application will not contain unsupported functions or unfinished forms.

All Macros will run error free and achieve their intended goal every time they are
executed.
Navigation of the Office Automation application will be intuitive to the average PC-literate
end user.
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XV. SCHEDULE MANAGEMENT PLAN
chapters in the course text and the activities which will be performed to complete each
Milestone.
INTRODUCTION
The project schedule is the roadmap for how All About Pets Office Automation project will be
executed. Schedules are an important part of any project as they provide the project team,
sponsor, and stakeholders a picture of the projects status at any given time. The purpose of
the schedule management plan is to define the approach the project team will use in creating
the project schedule. This plan also includes how the team will monitor the project schedule
and manage changes after the baseline schedule has been approved. This includes identifying,
analyzing, documenting, prioritizing, approving or rejecting, and publishing all schedule-related
changes.
SCHEDULE MANAGEMENT APPROACH

Project schedules will be created using MS Project 2007 starting with the deliverables identified
in the projects Work Breakdown Structure (WBS). Activity definition will identify the specific
work packages which must be performed to complete each deliverable. Activity sequencing will
be used to determine the order of work packages and assign relationships between project
activities. Activity duration estimating will be used to calculate the number of work periods
required to complete work packages. Resource estimating will be used to assign resources to
work packages in order to complete schedule development.
Once the preliminary schedule is developed, it will be reviewed by the project team and any
resources assigned to project tasks. The project team must agree to the proposed work
package assignments, durations, and schedule. Once this is achieved the project sponsor will
Since the milestones are inflexible it will be the responsibility of each team member to review
the project plan to identify the work packages for which each is responsible. It is imperative that
team members notify the project manager if any unforeseen circumstances materialize, such as
review and approve the schedule and it will then be baselined.
hospitalization or deportation. Otherwise, it is expected that team members will complete

The milestones for the project schedule are determined by the requirements of the course for
their work packages according to the schedules defined in the Project Plan.
which the project is being executed. Moreover, the Milestone delivery dates are pre-determined
and inflexible. Accordingly, the Milestones for the project include: Milestone 1 Planning;
Milestone 2 Analysis; Milestone 3 Design; and Milestone 4 Implementation and
Maintenance. The table below depicts the due dates, the relationship of the Milestones to
It is each members responsibility to communicate on a bi-weekly basis with the project

manager to update same with progress on assigned work packages. There are tutors that are
devoted to our class, BCIS 5120 located on Level One of the Business Leadership Building.
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TABLE OF RISKS
XVI. RISK MANAGEMENT PLAN

Potential Risk
Risk
Type
Probability
System
Impact
Theft If it becomes known

that All About Pets has 2
laptops on their premises,
thieves may be tempted to
prey on the shop owners.
Negative
Medium
High
All About Pets shop owners will

take their laptops home with
them in the evening.
Computer crashes & system

outages
Negative
Low
High
Two laptops will be used one

in the grooming room and one at
the front desk. If one fails, the
other will be used until the failing
unit is repaired or replaced.
Data Destruction It is not

uncommon to have
accidental deletes or for
data files to become corrupt
or unusable during
production use.
Negative
High
High
1. The system will limit

accidental deletes by
requiring a password to
delete data.
2. Flash drive backups will be
taken twice daily.
3. The system will reside in a
Dropbox, which will be
updated nightly, when the
owners take their laptops
home.
Software will become

obsolete rendering the
application useless.
Negative
Low
High
The project has a short timeline.

Plus, MS Office maintains
support over several versions
and makes their software
backward compatible.
Catastrophes, such as
tornadoes, earthquakes,
and flash floods.
Negative
Low
High
The Dropbox storage of the

system will mitigate such
catastrophes since the
application can run on any PC
with MS Office.
All About Pets owners will

not like the system.
Negative
Low
High
The team will involve the owners

in the development of the
application to reduce the
likelihood of this outcome.
INTRODUCTION
A risk is an event or condition that, if it occurs, could have a positive or negative effect on a
projects objectives. Risk Management is the process of identifying, assessing, responding to,
monitoring, and reporting risks. This Risk Management Plan defines how risks associated with
All About Pets Automation project were identified and analyzed. It outlines how risk
management activities will be performed, recorded, and monitored throughout the lifecycle of
the project and provides a table for recording and prioritizing risks.
Risk identification involved the project team, appropriate stakeholders, and includes an
Risk Strategies
evaluation of environmental factors, organizational culture and the project management plan
including the project scope. Careful attention was given to the project deliverables,
assumptions, constraints, WBS, cost/effort estimates, resource plan, and other key project
documents.
Team ACT took time during the initial planning meeting to discuss potential risks. We identified
many, some of which are more important than others. The project manager then discussed risk
potential with All About Pets owners. Using input from the two activities, the team created a
table of potential project risks together with possible mitigation strategies to either take
advantage of positive effect risks or mitigate the impact of negative effect risks. The results of
Team Acts actions are depicted in the Table below.
As risks occur during the project execution, they will be entered in the Risk Register in the next
section. A priority will be assigned based on the anticipated impact of the risk. Positive numbers
will be utilized for positive impacts and negative numbers will be used for negative impacts. If
revisions to the project plan are required, a formal change request will document the necessary
adjustments and will be submitted for approvals to All About Pets owners.

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The system will be

inadequate and will not
meet the needs of All About
Pets owners.
Negative
All About Pets owners will

sell the shop eliminating the
need for the system
Positive
Very
Low
High
Constant contact with the

owners will alert the team to this
possibility.
Freeware exists that will

accommodate the needs of
All About Pets owners.
Positive
Very
Low
High
If freeware exists, the team will

pursue customization of same to
meet the owner needs.
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Low
High
The team will involve the owners

in the development of the
application to reduce the
likelihood of this outcome.
XVII. RISK REGISTER

During project execution, any risks that occur will be documented in the Risk Register, which
has the format shown below. The Risk Register may be found in Appendix B.
Date
Priority
Risk Description
Mitigation Steps
Impact on Project
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XVIII. SYSTEMS REQUIREMENTS ANALYSIS
data requirements for a system. The business process flow can also identify repetitive or
inefficient steps that can be streamlined or eliminated. The Business Process Flow diagram
OVERVIEW
illustrating the main business processes used to conduct business at All About Pets is portrayed
Systems analysis is the process of studying a current system and how it functions, as well as
in Figure 1. The three manual processes represented by trapezoids are the three processes our
the evaluation of what the process owners and other stakeholders would like to see in a new
team plans to replace with an automated database system.
system. Systems analysis is subdivided into two phases. In the first phase, analysts identify the
system requirements, while in the second phase the analysts structure the identified
requirements.
The Business Process Flow Diagram also provides a convenient basis for examining the data
flow through the system. The data flow includes a financial component and as a result, revenue
amounts are captured as part of the data flow. The Data Flow Diagrams (DFDs) are presented
Traditional requirements gathering methods include interviews, observation, and collection of
in Figures 2 through 5. Figure 2 depicts the context level DFD, which shows the entire system
procedures and other written documents. Unfortunately, the latter source of requirements is
as a single process labeled 0. There are inputs and outputs; however, there are no data stores
unavailable for All About Pets, since there are no formal procedures or written documents. All
in the context level diagram. Throughout the remaining DFDs the inputs and outputs must be
functions to manage All About Pets operations are performed from memory. Even when new
balanced. That is, no new inputs or outputs may be included in the higher level diagrams.
people are trained on answering the phones or taking the money, they are taught by word of
mouth and they perform the new tasks from memory.
The next DFD is the Level 0 diagram shown in Figure 3. The Level 0 diagram reveals the main
processes in All About Pets Office Automation System: 1. Receive and transform customer
One of the advantages of the new system is that procedures will finally be documented so that
grooming request; 2. Update All About Pets database; 3. Update the ledger; and 4. Produce
they can be reviewed for accuracy. The system requirements were gathered by two methods.
management reports. These four processes encompass the basic requirements of running All
We carefully observed the office manager while she worked for approximately 130 hours over a
About Pets business.
period of three years. Tiffany is groomed every other week and we wait in the office until the
grooming is complete. We watched everything that Gloria did carefully. We know where she
keeps the current days revenues and we know where Gloria keeps her petty cash (to make
change). We have even manned the front desk when Gloria is busy elsewhere in the shop.
Figure 4 decomposes the Receive and Transform Customer Grooming Request process into
the processes required to make an appointment, route the grooming request to the appropriate
department (grooming room), and post revenues to the ledger. Figure 5 decomposes the
Management Report process. And finally, Figure 6 further decomposes the Make Appointment
When the opportunity to provide an office automation database, We began the interview
process. The diagrams in Figures 2 through 6 embody the data flow requirements for All About
process to pick up on the specifics about how Gloria calculates payroll and tax for employees
Pets Office Automation System.
and for the shop. Gloria was very cooperative in providing the systems requirement information.
As a result of the interviews and hours of observation, the team assembled the System
Requirements Documentation.
SYSTEM REQUIREMENTS DOCUMENTATION

The first step in understanding the business requirements is to study the business process flow.
Although not discussed in our text, we find this step invaluable in understanding the underlying
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FIGURE 1. ALL ABOUT PETS BUSINESS PROCESS FLOWCHART
FIGURE 2: ALL ABOUT PETS DATA FLOW DIAGRAM CONTEXT DIAGRAM
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FIGURE 3: ALL ABOUT PETS DATA FLOW DIAGRAM LEVEL 0 DIAGRAM
FIGURE 4: ALL ABOUT PETS DATA FLOW DIAGRAM LEVEL 1-01 DIAGRAM
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FIGURE 5: ALL ABOUT PETS DATA FLOW DIAGRAM LEVEL 1-04 DIAGRAM
FIGURE 6: ALL ABOUT PETS DATA FLOW DIAGRAM LEVEL 2-01.3 DIAGRAM

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The next step in identifying system requirements involves constructing the conceptual data
model. The conceptual data model is a representation of the organizational data that shows as
FIGURE 7: ALL ABOUT PETS ENTITY RELATIONSHIP DIAGRAM USING

CROWS FEET
many rules about the meaning and interrelationships among the data as possible. The people,
places, and things about which the business retains data are called entities. Each entity must
have a primary key which is a field or set of fields that uniquely identifies instances of the entity.
An entity also has attributes or named properties of the entity that are of interest to the
business.
The relationships between the entities in the conceptual data model identify the cardinality and
the rules of operations. The cardinality refers to the number of instances of one entity that must
(or may) be associated with each instance of another entity. The cardinality is represented by
crows feet to show one or more or a straight vertical line to represent one instance. A second
part of cardinality is whether the relationship is optional or required. Optional is represented by
an O, while required is signaled by a straight vertical line.
The rules of operation are depicted by text written along the line connecting the two entities. In
some cases the rules are written in both directions, whereas in other cases the rule is written in
one direction and the reverse assumed for the opposite direction.
The entities and their relationships are depicted in Entity-Relationship (E-R) diagrams. Figure 7
displays the E-R diagram for All About Pets Office Automation System. All of the relationships in
All About Pets system are binary. There are no unary (recursive) or ternary relationships in our
data model. Nor was it necessary to include any associative entities in the model.
The E-R diagram for All About Pets Office Automation System is presented in Figure 7. The
figure in Figure 7 utilizes the crows feet to identify cardinality. An alternate version of the same
E-R diagram, which uses Visios standard arrow format, is shown in Figure 8.
The E-R diagrams mark the completion of the logical data modeling for All About Pets Office
Automation System. The next step is to develop the systems physical model, which is included
in Milestone 3 for the project.

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XIX. SYSTEMS DESIGN, DATABASE CONSTRUCTION, AND

GRAPHICAL USER INTERFACE DEVELOPMENT
FIGURE 8: ALL ABOUT PETS ENTITY RELATIONSHIP DIAGRAM USING

ARROWS TO DEPICT RELATIONSHIPS

OVERVIEW
The All About Pets Office Automation project began with four key business objectives. The first
objective is to provide automatic, timely, and accurate reporting of business data, including
business trends, employee salaries, Social Security and income taxes. The second objective is
to improve staff efficiency by replacing the manually created 5X7 paper cards to track customer
services and the manual scheduling of appointments. The third objective is to create front desk
employee interchangeability, which is important if the co-owner and office manager wants more
free time. Having an automated system will reduce the training time and ease of use to perform
the basic functions of running the shop.
The fourth and final key business objective is to improve the companys business continuity by
eliminating the dependence on one individual to perform all of the financial functions. Instead,
the Office Automation project can provide the same functions, while offering a system of checks
and balances for accuracy. The main goal of the last objective is to ensure the company can
continue to grow and thrive in the event that something happens to the co-owner and office
manager, Gloria Swanson.
To meet these four key business objectives, the team envisioned creating a graphical user
interface (GUI) containing a switchboard. Since Access 2010 no longer recommends or directly
supports switchboards, the team elected to use the tab feature, which presents the business
functions as tabs on a single form. The end user can move between tabs without affecting the

status of the remaining tabs.
DELIVERABLES
In the project Scope, the team provided more details of what would be required to meet the
overall project objectives. Specifically, the team identified eleven concrete and measureable
deliverables.
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XX.
1. Schedule an appointment
THE ALL ABOUT PETS OFFICE AUTOMATION SYSTEM
2. Check the schedule of a groomer on a specific date

SECURITY FIRST
3. Enter a new customer

4. Enter a new pet for an existing customer
The login screen is the first screen displayed when the application is launched. The end user
5. Assign bather to a date
enters a userid and password and clicks on the OK button or hits the enter key twice.
6. Calculate payroll, including Social Security and Income taxes withheld

7. Calculate All About Pets quarterly taxes
8. Summarize revenues, expenses by type, salaries, and taxes paid for year-end tax
reporting
9. Show a report revenue trends, in total and by groomer
10. Show a report of customers who have an appointment in two days (for reminder calls)
11. Show a report of customers who have not had their pets groomed in specified time
Deliverables one through four are collapsed into one tab called Customer Data. Deliverable five
is contained in its own tab. Deliverables six through ten are presented under Reports.
Deliverable eleven is not possible to demonstrate because of the manufactured data created
to illustrate the other deliverables. The data entry process was laborious and time consuming. In
total, the team entered 181 customers and 210 pets, which accounted for approximately 1,000
appointments. To demonstrate functions such as groomer schedules, income and tax
INTRODUCTIONS SECOND
information, we added over 650 appointments for the months of November and December,
2011. As a result, every pet in our sample is groomed every week during November and most
The next screen is the welcome page. There is a bold reminder that the data contained in the
have appointments in December. If the system is accepted by the company, fulfilling the
system is artificial and in no way reflects reality. When the end user clicks on the Proceed to
eleventh deliverable would be accomplished with a simple report.
Office Manager Button or hits the Enter key, they are taken to the actual application section of
the system.
There are six tabs indicating the major functions of the application:
Three additional deliverables were identified during the construction of the GUI. Specifically
forms to add or update employees, tax rates, and expenses were created and added as stand-
1)
Customer Data
alone tabs. In all six tabs are used to realize thirteen deliverables. The remainder of the paper
2)
Add/Update Employees
will discuss the operations of the All About Pets Office Automation system.
3)
Add/Update Taxes
4)
Add/Update Expenses
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5)
Assign Bather
6)
Reports
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ITS ALL ABOUT THE CUSTOMER
By entering a few characters the end user can search through the customers until the correct
Customers are critical to any business. The Customer Data tab is important because all of the
customer is identified. Identification is confirmed by verifying the phone numbers.
tasks pertaining to the customer are contained on this single form. For example, finding or
adding a customer is performed on the Customer Data tab. Then, a click of the Pet and
Appointment Data button takes you to a split form that contains the customers pet information
in the top half and the pets appointment data in the bottom half. The Pet and Appointment Data
form is not a separate tab in the application. The only way to get the form is from the Customer
Data tab. Once in the Pet and Appointment Data form, you can add or retire pets, check
groomer schedules, and schedule new appointments for the customers pets.
The Customer Data form opens to the first customer alphabetically in the database and the
cursor is in the Customer ID field. With the cursor in the Customer ID field, the end user can
click the Find Customer Button.
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If the customer does not exist in the database, then the end-user can click on the Add New
Customer button and enter the appropriate contact information. After completing the
information, the end-user clicks on the Save Record button so that when they advance to the
Pet Data, the customer will be added to the system.
When the customer has been located or added and saved, the end-user clicks on the Pet and
Appointment Data button. The Pet and Appointment Data form is split into two halves. The top
half of the form contains the pet information with buttons to navigate through the customers
pets. The bottom half of the form contains the pets appointment data. As you scroll through the
customers pets, the bottom of the form changes to reflect the data for the current pet. When the
correct pet is located, a new appointment can be added at the bottom of the list or by pressing
the >* button if the list covers many pages. The end user only needs to enter the date. The Pet
ID is already populated. There is also a button to review the groomers schedules to make sure
the groomer has time available on the date in question.
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To add a new pet, the end user clicks on the Next Pet button until a black screen appears. The
customer id is populated and the pets age defaults to one year old. The correct date can be
entered using the calendar feature for the field. The remaining fields need to be completed.
When the pet data is complete, the end user checks the groomers schedule for an open date
and inputs the date in the bottom half of the field. Then clicking on the automatically generated
appointment id launches a form on which the appointment details can be entered.
Once the date is entered in the bottom half of the form, the end user clicks on the newly
generated appointment id to advance to a screen for filling in the details of the appointment as
The process is relatively simple as demonstrated by the time it took to explain the procedures to
one of the workers at the company. Upon completion of the 15 minute set of instructions, the
employee was able to find customers, add pets, and add appointments. Written procedures will
shown in the screen below.
enhance the learning curve and answer questions that might arise during normal operations.
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BUSINESS FUNCTIONS
The second tab contains a form used to add or update information about the employees.
The third tab contains a form to add or update tax rates.
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The fifth tab contains a form to assign a bather for each work day. There are three employees
that perform the bather or dryer roles. The bather is assigned on a rotating schedule (once
every three days). The bather is paid 10% of the total revenues taken in for the day. The two
dryers are paid an hourly wage which varies based on their experience.
The fourth tab is used to add or update expense data.
REPORTS
The sixth tab contains a list of the reports created to meet deliverables six through ten. The
business reports include:
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1. (Customer) Reminder Calls
6. Annual Form 940 Report
2. Groomer Appointments by Date
7. Annual Income Report (W2)
3. Weekly Salary Report
8. Annual Income Report (W3)
4. Revenues by Groomer
9. Annual Expenses by Type
5. Quarterly Form 941 Report
10. Annual Revenues
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The remainder of the paper contains the sample reports. The titles provide information about the
report being depicted. For example, the appointment reminders report lists the people that need
to be called to remind them they have a grooming appointment in two business days. The query
uses a manipulation of the current date to determine which appointment date to draw from.
The groomer schedules are created by select dates greater than or equal to today and showing
IIf(Weekday(Date())<6,DateAdd("d",2,Date()),DateAdd("d",4,Date()))
how many openings each groomer has for the different dates. A negative number means the
groomer is already overbooked. A positive number means that there are openings.
If the weekday is less than 6, the add two to the current date; otherwise add four to the current
All four groomers are shown for each date in case a customer wants to select a different
date.
groomer for a specific date.
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The revenues by groomer show the high month, the low month, the average, and the sum of the
revenues brought in for the year. The numbers clearly show that the data was manufactured
because November is the only month with reasonable numbers. All of the remaining months are
artificially low.
The Weekly Payrolls report calculates the gross income, the Federal tax, the Social Security
tax, the Medicare tax and the Net Income for each employee. The calculations take into account
the employees marital status and how many deductions they declared on their W4 forms. The
calculations also differ by the role the employee filled on each date. Bathers are given 10% of
the daily revenues; groomers are given 50% of the revenues they individually brought in; and
Dryers are given an hourly rate which varies by experience.
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The Form 941 data are called into to the IRS quarterly and a check to cover the taxes is sent in
to the government.
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The Form 940 data is used to report and submit annual State and Federal unemployment taxes.
The annual payrolls report contains the information needed to complete each employees W2
FUTA stands for Federal Unemployment Tax Act.
wage and tax reporting forms. The employee gets three copies and the government gets two
copies.
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The W3 report is the companys reporting of the combined income and tax information for all
The Expenses report is a compilation of the operating expenses incurred throughout the year
employees, which the government uses to make sure it received all of the W2 forms.
detailed by expense type and month. This report is taken to the tax preparer and provides
documentation to support the companys tax filing.
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XXI. SYSTEM IMPLEMENTATION
The Annual Revenues report summarizes total revenues by month and is also used in the
companys tax preparation process.
OVERVIEW
System implementation is described by our text as the second most expensive and timeconsuming phase of the systems development life cycle (SDLC) after maintenance. It is timeconsuming because of the work that must be completed and expensive because so many
people are involved in the process. The text further describes the six major activities in the
systems implementation phase:
1. Coding
2. Testing
3. Installation
4. Documentation
5. Training
6. Support
CODING AND TESTING

The coding and testing for the system were completed during the system design and
development phase of the project. In order to demonstrate functionality and utility of the forms
and reports, the team felt it was necessary code and test the system components using real and
manufactured data. Unit testing was completed as each form or report was completed. The
calculations shown in the reports were compared to calculations using the data exported to
Excel. The values were the same.
Integration testing was completed by adding the components to the tabbed form one by one on
new tabs. And system testing was completed with all of the tabs filled and the login executable
and the Welcome screen created. A random error caused a functional problem with the toggle
button on the Customer Data form. Specifically, the toggle button would stop working for an
unknown reason. A workaround was discovered during the testing. If the toggle button does not
work, you select the File pull down menu and a security warning will appear in yellow print.
Choose accept security despite the warnings. You will need to log into the database again, but
afterwards, the toggle button will work.
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enter the complete customer data and the shop cannot afford to be out of business for that
The equivalent of stub testing was performed early in the system development phase. Stand-
length of time.
alone queries were created to produce and check the results of SQL code before the code was
Similarly, the single location implementation strategy does not imply in this situation since there
added to modules or macros.
is only one location of the pet grooming facility. The phased installation is not relevant because
As a final user test, we solicited the help of one of the workers at the dog grooming facility to
participate in a 15 minute test to uncover any problems or misunderstandings with the customer,
the entire system is already constructed and fully functional. That leaves only one
implementation strategy available for consideration parallel installation.
pet, and appointment forms. The only problem identified was that the end user needed to save
In the parallel installation, the old and the new system exist side by side. The file cabinet full of
the customer data before proceeding to the child forms for pet and appointment information. A
5X7 cards will continue to be used. The new system will exist with the employee and bather
button was added to the form to solve the issue. This experience should smooth the way for
tables loaded and the remaining tables either empty or intact (Breed, Expense Type, Service,
acceptance testing which will occur after the class is complete.
and Tax Rates). The tax rates will be checked and modified as necessary. The forms and
Since the coding and testing are finished for our project, the discussion of systems
reports will work properly even with no data.
implementation begins with the installation of the system. Installation of the All About Pets Office
A day with slow traffic will be chosen for the installation date. Ideally, this will be on or before
Automation system is complicated by the volume of data maintained by the shop. Limited by
January 3rd, the first working day of 2012. In addition, starting at the beginning of the year will
time, the team only entered data for 181 customers, 209 pets, and 651 appointments. The
make the tax and income data contained in the system complete for yearend processing. Also,
remaining thousand appointments were manufactured using the same customers and pets over
business is typically slow after the first of the year.
and over again for the months of November and December, 2011. The additional data made it
possible to demonstrate the functionality of the forms and reports.
As customers come in to have their pets groomed, their 5X7 card will be entered into the
system. If there is not enough time to enter all of the appointment data, the last line entered will
be highlighted and the card set aside in a box labeled incomplete data entry. When all of the
INSTALLATION
information on the card is entered into the system, the card will be alphabetized and put in a
The first step in the installation process will be the deletion of most of the data in the application.
This is necessary because some of the data are manufactured and other parts of the data have
separate cabinet drawer for completed data entry. During slow times, the incomplete data entry
can be completed and the card moved to the completed data entry drawer.
been altered for shop anonymity. If the shop owners decide to implement the system, most of
the data will need to be re-entered from scratch. Certain tables such as Breed, Expense Type,
For the first two weeks after initial installation almost all of the customer cards will be new. After
Service, and Tax Rates will remain intact and useful.
two weeks, the biweekly regulars will be in the system, making it easier and quicker to set up
their appointments. After a month, the monthly regulars will be in the system. As time goes on,
The requirement of having to enter the data from scratch limits the choice of implementation
strategies. The direct installation method of changing from the old to the new system is not
more and more of the regular customers will be in the system. Eventually, it will become a
natural process to check the system before checking the old file drawer.
feasible because of the time requirements to enter the customer, pet, and appointment data.
Our brief experience with data entering showed that it takes about three hours to enter 100
When only a few cards remain in the old file drawer, the last cards will be merged with the cards
appointments, which equates to 13 customers and 14 pets. It would take weeks, even months to
in the inactive customers file. After system conversion is complete, the inactive customers file
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will only be checked if the person says they have visited the shop in the past, but they are not
and test the code, but we were certain the current version worked just fine. So, we decided to
found in the customer data table.
keep the original code and not make any changes.
From the first week, the calculation of payrolls will be accurate. To make the shop owner feel
SECURITY
more comfortable, we will ask her to calculate the payroll using her manual method. The
resulting figures will be compared with the numbers on the report. As the shop owner
recognizes that the new system is accurate and makes the task quicker and easier, she will stop
The application will not be web-based primarily because the owner of the shop does not want to
pay for Internet access. For this reason, security is less of a concern than it is in most webenabled companies. There still are security concerns. A disgruntled employee may try to trash
calculating the payrolls manually.
the system; an unexplained event may contaminate the system rendering it unusable; or the
A similar user test of the quarterly payroll and Form 941 reports will be conducted between the
entire system may crash. These and similar issues need to be addressed during installation.
reports generated by the system and the numbers manually calculated. And finally, the annual
reports generated by the system will be compared to manually calculated numbers.
The team recommends the owners use two networked personal computers to replicate the
database and transactions to it. That way, if one of the systems crashes, the other system can
Between the completion of the project and the implementation of the system, we definitely need
be utilized as the main system until a replacement for the first system is secured. Additionally,
to create user documentation to make crystal clear to the end users how to use the system.
the team recommends that each day at noon and at business close, the database should be
Much of the documentation is contained in this final report; however, the specific instructions
backed up on a flash drive together with the daily transaction records. At least three copies of
need to be extracted and presented in a short users guide. Undoubtedly, some questions may
backup files should be maintained on the flash drives with numbers indicating the day of the
arise during the first days of using the system in production. For these, the team has agreed to
data. For example Database0 represents the current days business, while Database-1
avail themselves to the owners for clarification and updates to the users guide.
represents yesterdays business, and Database-2 represents the day before yesterdays
The system documentation is not really intended for the owners of the pet grooming facility.
Instead, the system documentation is intended for a database expert hired to modify the system
if the original designer is not available. Again, much of the system documentation is contained in
business. Three days of data should be sufficient for a database expert to rebuild a broken
system. If the owners choose to be more conservative, we may implement a seven data backup
system.
this final report, but the information needs to be extracted and put into a short system
It is also recommended that two sets of flash drives be used so that alternate days of backups
documentation manual. Fortunately, the system is not that complicated and anyone with
can be kept on different flash drives. This will allow for one set of flash drives to be maintained
moderate skills in Access and strong SQL skills should be able to maintain and change the
offsite further enhancing the security of the system. Keeping an offsite backup is especially
system.
useful for natural catastrophes, such as tornados, fires, or other dramatic events.
As a final note on system documentation, the team acknowledges that there is one section of
A disgruntled employee may know the computer passwords and how to delete an application in
the application code that could be greatly simplified. Making a program simpler by adding a new
File Manager; however, it is unlikely that they know how to delete the transaction records. So,
feature is called refactoring in our text. The specific code in question is the calculation of
with the previous days backup and the current days transactions, the database can be
employee payrolls. It was not until the code was complete, that we realized it could have been
reconstructed.
written in a simpler, more concise format. We were uncertain how long it would take to re-write
These are all worst case scenarios, but it is helpful to plan for the unexpected so that recovery
will be as painless as possible.
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Fall, 2011
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PROJECT CLOSEDOWN
XXII. SYSTEM MAINTENANCE
During project closedown, the team reflects on what they did right and what they could have
OVERVIEW
done better. The one thing our team could have done better is to have more member
involvement in the design and implementation phases. The team did have four multi-hour
System implementation is most expensive and time-consuming phase of the systems
sessions, during which all of the team members learned more about the class material, systems
development life cycle (SDLC). Many systems survive for decades with little or no modification.
design, and development. More of these sessions would have been valuable, but probably
On the other hand, most systems require a considerable amount of modifications as end user
impractical given other constraints on the team members.
needs or government regulations change. After months of using a new system, people think of
additional data or functionality they would like to have available. Normal use can cause a
One of the most impressive things the team did well was to design and construct an office
automation system that addresses the needs of a small pet grooming facility. The team also had
system to become sluggish over time. There are many reasons that successful systems require
maintenance.
excellent communication once the team leader learned to use text messages and the other
AUTOMATING WHAT CAN BE AUTOMATED
members learned to check their email. The three members worked very well together as a team
and had strong feelings of comradery.
Certain tasks are required to keep a system operating at its best. For example, activities such
as adding, changing, modifying, and deleting records in a relational database cause a system to
become fragmented. Fragmented means that the adjacent logical records are not stored
physically adjacent to one other. Instead, pointers are required to locate the next record in a file.
Fragmentation slows down a systems performance just as fragmentation of a hard drive slows
down the performance of a personal computer.
The solution to the fragmentation problem is the Compact and Repair function in the MS Access
database tools pull down menu. Instructions to perform the Compact and Repair function prior
to making a backup copy of the database is the easiest way to ensure the database is always
operating at top performance. In addition, the Compact and Repair function usually reduces the
size of the database; although, the differences may be too small to notice if the function is
performed regularly.
Taxes change quite frequently. The existing system includes a form to allow the owners to make
changes in the existing tax rates, but code change is required to add new types of taxes. We
talked about refactoring in the previous chapter. Refactoring is simplifying code by adding a new
feature. The code that calculates the taxes might be a good candidate for such a change. A
table driven calculation method wherein the code operates on each row in a table would provide
a more easily maintained method for handling taxes. It should be mentioned that the
corresponding reports would also need to be modified.
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Fall, 2011
Team ACT
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Fall, 2011
Team ACT

were added with a purpose in mind. Currently prices are determined by the breeds size, but
there are dogs that are large for the breed or small for the breed. There are also dogs that are
MANAGING WHAT CANNOT BE AUTOMATED
easy to groom or difficult to groom. Keeping track of the time it takes to groom the animal will
In a large company, it is important to have a process for maintaining information systems.
provide valuable information. For example, queries could be run to find the minimum, maximum,
Maintenance is the last phase in the SDLC. In fact, it is the maintenance phase that makes
and average groom times for each breed. The time required to groom each breed could be
SDLC a cycle as maintenance leads to the planning phase for system changes. The steps of
utilized to create pricing strategies that more closely reflect the time required to groom the pet.
the SDLC are repeated until the change is implemented.
The time tracking will also allow the business to more accurately gauge how long it takes
different groomers to perform their work. This knowledge may improve the scheduling accuracy.
Our text describes the four major activities that occur during maintenance:
Rather than focusing on the number of appointments a groomer has, the scheduler could
1. Obtaining maintenance requests
calculate the estimated time required to groom the scheduled animals for each groomer. Rather
2. Transforming requests into changes
than showing the number of openings a groomer has, the report could show the amount of time
3. Designing changes
available in the groomers schedule.
4. Implementing changes
It is expected that once the pet grooming business owners recognize the value of the time
It is important for large companies to have a formal process for obtaining maintenance requests.
Most companies have an official document called a System Service Request (SSR), such as the
one shown in Appendix C. The form includes information about the requestor, the type of
calculations and the new pricing strategy, they may request changes to the current system. With
the latter changes and the two refactoring changes, the All About Pets Office Automation
system should have a long and useful life.
change (fix, modification, etc.), the urgency, a statement of the problem, and appropriate
authorizations.
Once approved, the change request becomes a miniature version of the original project
development. The planning, analysis, design, and implementation phases are all required for a
successful change request completion.
The importance of the maintenance phase of the SDLC cannot be overstated for large
companies. The target of this project is a very small, privately owned business. As such, it is not
expected that there will be many change requests created. The two refactoring projects
mentioned earlier in the paper are the two most important changes that could be requested
since they will make the system more flexible and easier to maintain. The first change is the
simplifying the payroll calculation queries. The second change is having table driven tax
calculations for employees and the business.
The team added a feature to the appointment form that the end user does not have experience
with. Specifically, the team added a start and end time for each grooming session. These times
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APPENDIX A: CHANGE CONTROL LOG
Date
10/18/2011
CR#
001
Title
Add form to input new or update existing employees
Description
Form to simplify data input for end-user
Submitter
Harriet Brichta
Phone
214-293-8951
E-Mail
hbrichta@att.net
Product
Version
1.0
Priority
Low, but time required is minimal.
Date
10/18/2011
CR#
002
Title
Add form to input new or update tax rates
Description
Submitter
Harriet Brichta
Phone
214-293-8951
E-Mail
hbrichta@att.net
Product
Version
1.0
Priority
Date
10/18/2011
CR#
003
Title
Add form to input new or update expenses
Description
Submitter
Harriet Brichta
Phone
214-293-8951
E-Mail
hbrichta@att.net
Product
Version
1.0
Priority

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Fall, 2011
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APPENDIX B: RISK REGISTER
APPENDIX C: SYSTEM SERVICE REQUEST FORM
Date
Priority
11/5/2011 High
Risk Description
The owners became
concerned about the
confidentiality of their
records and
operations and
insisted that we use
false names.
Mitigation Steps
Impact on
Project
Since we had to
manufacture data to
demonstrate the forms
and reports for the
project, it is
appropriate that we
change the name of
the company and its
employees.
There is no real
impact on the
project from this
risk. We are still
able to create
the application
and
demonstrate the
deliverables.
If the owners
decide to
implement the
Office
Automation
System, we
need only
change a few
form titles.
To implements
in production, all
of the data
would need to
be deleted and
the real client
data would
need to be
entered.
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II. BusinessCase ____________________________________________________________ 8

DECEMBER 13, 2011

CHIHHUNG CHUNG (HANS)

ALL ABOUT PETS

XXI. SystemImplementation ________________________________________________ 100

AppendixA:ChangeControlLog ______________________________________________ 109

appropriate groomer the animal is ready.

groomer who took care of the animal, and the cost.

taxes, and writes the payroll checks.

sends an estimated tax check to the IRS.

constraints, and alternative options.

becomes ripped, torn, or wet making the card almost unusable.

THE BUSINESS PROBLEM

When a card cannot be located, a duplicate card is sometimes created.

only to learn the number is incorrect or unanswered.

to over- or under- scheduling of the groomers.

appointments. This process leads frequently leads to over- or under-scheduling.

that the owners are considering no longer carrying the items.

previously charged for services.

difficulty carrying on the business by herself.

because of Glorias age.

organization. Specifically, locating a customer-pet combination will be achieved by entering part

Save time re-writing ruined or lost cards

Save time looking for misplaced cards

Reduced time scheduling appointments

Reduce training for front desk substitutes

Over-scheduling groomers support staff stays longer

Under-scheduling groomers 25% of lost revenues

Save time income and tax reporting

Save time year-end tax recording

Appointment reminder calls

Examine business trends for seasonal variations Increase

Increased customer satisfaction leading repeat business

Calculation of the time it takes a groomer to perform specific

Improve staff efficiency

and filed 5X7 paper cards to track customer services.

Create front desk employee

The office manager will achieve greater autonomy and

financial functions and instead provide a system the

GOALS AND OBJECTIVES

checks and balances for accuracy.

Timely and accurate reporting

All About Pets Office Automation project will permit

automatic, timely, and accurate reporting of business

data, including business trends, employee salaries,

required to complete the project successfully.

Social Security and income taxes.

Prototype forms and reports to meet business functions

Develop forms and reports

Prepare documents for Milestone III

Milestone III Complete

Complete unit and system testing

Prepare documentation and training materials

Automate system maintenance functions

Prepare documents for Milestone IV

every team member will be required to complete the project successfully.

MAJOR PROJECT MILESTONES

Select a Business Problem

Develop a Business Case to Support the Project

Draft the Project Charter to Formally Authorize the Project

Develop Project Workbook with Project Documents

Prepare Documents for Milestone I

Determine System Requirements