Integrated Group Project

Due Date : 15th October 2018

Instructions:

You are required to select a case study from Appendix A. Should your team wish to expand the
case study by including additional business processes, please include these new requirements in
your system vision document. Investigate ways in which an IT solution could improve the business
function. You would need to follow the first three core processes required in the iterative Agile
Development process as stated in your prescribed textbook.

It is important that you scale your ideas to fit your allocated time. A small-scale project (for
example, a work order and repair history system for a small automotive repair shop) could be quite
exhaustive in its detail. On the other hand, a very large-scale project (such as a customer
relationship management system for a major retailer) would be expected to include only a small
subset of the final system’s proposed functionality.

You will be required to consult with your lecturer on a regular basis.

Establishment of the project team:

Each group will consist of six students. You will be allowed to choose your own group. Each group
must elect a project leader and secretary. Give your group a name and a mission statement. All
meetings with your group members and your lecturer must be documented (Minutes of meetings).

While this project promotes group work, it is the responsibility of each individual learner to ensure
that he/she understands the curriculum for this subject and the requirements of this project.

Page 1 of 15
Requirements:

Your group will be required to compile the following documents as part of your project
submission.

1. System Vision Document outlining the problem description, the system capabilities, and the
business benefits
2. A project design document that will include the following:
Project overview
List of user requirements
Problems with the existing system
Work Breakdown structure
Workflow diagram
Simple activity Diagram
Use cases
Domain class
Activity diagram for use case

Deliverables and Due Dates:

Deliverable Due Date – Mark
Week of
System Vision Document – Uploaded in 3 September 20
Blackboard
User requirements and Work Breakdown 3 September Feedback from lecturer - No marks
structure
Simple Activity Diagram 7 September Feedback from lecturer - No marks
Use cases 14 September Feedback from lecturer - No marks
Domain Class 21 September Feedback from lecturer - No marks
Project Design Document 15 October 50
Presentation 15 October 30

Page 2 of 15
 ASSESSMENT RUBRICS FOR PROJECT DELIVERABLES

SYSTEM VISION DOCUMENT

0 1 3 5
Problem Description not Brief overview of Problem definition Clearly worded
Description clear the system without is incomplete. description of the
highlighting the problem and proposed
problem solution.
System Not included or Includes a few Includes most but Clearly defined list of
Capabilities incomplete capabilities not all of the all system capabilities
capabilities.

Business Not included or Includes general Includes some Clearly defined list of
Benefits incomplete business benefits – business benefits – relevant business
not specific to the not well described benefits
selected business.
Presentation Inconsistent layout Font & layout is Consistent font & Consistent font &
of document (font etc). consistent. layout. Contains layout. Neatly bound.
Document is Some key info is relevant info. but Clearly presented.
incomplete -info. is missing. Not neatly not logically Easy to read. Logical
missing bound. presented. Cover flow of info. Cover
with Group details with Group details

Page 3 of 15
 PROJECT DESIGN DOCUMENT

0 1 3 5
Overview Not included Brief overview of the Brief overview of the Clear description of
business business and system the business and the
system
User Not included Includes general user Includes most of the Clearly defined user
Requirements requirements – not user requirements requirements within
specific to the system briefly defined the scope of the
system
Problems with Not included List of generic Problems with the Detailed description
existing system problems – not existing system are of the problems with
specific to the listed but not clearly the existing system
existing system. defined
Work Not included Detailed list of some Detailed list of all Detailed list of all
Breakdown tasks but no tasks. tasks.
structure (WBS) predecessor, resource Predecessor, Predecessor,
etc. WBS is Resource etc. missing Resources, Duration
incomplete or has or incorrect included and
errors relevant to the phase
Workflow Not included Incomplete workflow Shows most of the Clearly shows all the
diagram interactions between interactions between
the user and the the user and the
system. system
Simple Activity Not included One activity diagram Shows main flow of Shows main flow of
Diagram that contains errors. activity without the activity without the
Incomplete diagram exception conditions exception
for only a few use conditions. Must
case scenarios match the flow of
activities for each
use case scenario.
Diagrams are
complete
Use Cases Not included Use case for the entire Use case for the entire Use of correct
system-no system and notation – stick
subsystems. Incorrect subsystems. Correct figure(actor) & oval
notations used. notations used (process), dotted
lines (relationship
between use cases).
Clearly shows the
actors, process and
relationship

Page 4 of 15
Domain Class Not included Basic diagram, Detailed diagram Clearly defined
missing keys / with keys and detailed diagram
relationships relationships – some showing correct keys
incorrect or missing and relationships
Activity diagram Not included One activity diagram Shows main flow of Shows main flow of
for use case that contains errors. activity without the activity without the
Incomplete diagram exception conditions exception
for only a few use conditions. Must
case scenarios match the flow of
activities for each
use case scenario.
Diagrams are
complete
Presentation of Inconsistent layout Font & layout is Consistent font & Consistent font &
document (font etc). consistent. layout. Contains layout. Neatly
Document is Some key info is relevant info. but not bound. Clearly
incomplete -info. is missing. Not neatly logically presented. presented. Easy to
missing bound. Cover with Group read. Logical flow of
details info. Cover with
Group details

Additional Nothing additional List of additional General description Detailed use of

tools/processes to of the tools/processes process /tool in
gather more info. not related directly to relation to the
the project project.

Page 5 of 15
 PRESENTATION RUBRIC
 Your presentation is 20 minutes. Should your group fail to complete your
presentation within 20 minutes, you will be penalized.
 There is a need for you to plan and practice your presentation as a group.
 You must be punctual (arrive at least 5 minutes before your presentation)

0 1 3 5
Introduction of team No intro., no Introduces self & Self &team Clearly introduces
and members, topic of outline of team. No outline of introduced. Informs self & team &
presentation presentation presentation audience of outline. presentation topic.
Outline is clearly
given or states areas
to be addressed in
presentation
Background – Conveys limited Conveys basic Conveys an Conveys strong
Problem/Opportunity background knowledge of overview (basic knowledge &
Anticipated benefits knowledge of system, problem, knowledge) of understanding of
Scope of System system, problem, opportunity system, problem, problem/system
Opportunity Opportunity

System Requirements Lists/states Describes Describes Discusses clearly in

Use Cases and requirements. No requirements in requirements in detail the system
Domain class diagrams ( Use general – not specific detail. Only one of requirements using
Cases and to their system. the diagrams the appropriate
Domain class) diagrams.

Communication Communication is Ideas are Ideas Ideas are

inappropriate for superficially communicated in a communicated
the topic communicated. fairly clear manner clearly and
Explanations but lack supporting concisely;text and
illogical detail. Some graphics
evidence of (diagrams,tables).
understanding. Demonstrates clear
understanding of
tools and concepts.
Completed within
20 minutes.
Oral Presentation Presentation Presentation is Presentation is Presentation is
shows no poorly organized and reasonably clear and clear, organized and
organization and superficial. Poor organized. Basic informative. Slides
lacks clarity well presented,

Page 6 of 15
 layout of slides, slides. Minimal clear. Use of
inconsistent design amount of creativity dynamic and
(font, colour etc.) diverse presentation
methods
Response to questions Great difficulty Some difficulty Able to listen and Delivers confident
after the presentation listening and listening and respond confidently accurate responses.
responding to responding to and accurately to Offers an alternate
questions questions questions. response to
questions which
cannot be answered

Page 7 of 15
APPENDIX A
Case Study 1
When Wayne Johansen turned 16, his dad bought him a new Garmin handheld GPS system. His
family had always enjoyed camping and hiking, and Wayne was usually the member of the family
who monitored their hikes with his dad’s GPS system. He always liked to carry the GPS because
he really enjoyed monitoring the routes, distances, and altitudes of their hikes. More recently,
though, he had found a new hobby by using his GPS system: geocaching. Geocaching is akin to
the treasure hunts that most of us did when we were kids. The difference is that geocaching is a
high-tech version of a treasure hunt that uses GPS but also calls on one’s basic treasure hunting
skills.

As Wayne became more involved with his hobby, he discovered that there are many different
kinds of activities for geocaching enthusiasts. The simplest ones are those that involve caches that
can be found by using GPS coordinates, although even some of these can be difficult if the caches
are well hidden and well camouflaged. Some of the activities involve multipoint drops in which
there is a set of clues at multiple locations that must be followed in order to arrive at the final cache
point. Some activities involve puzzles that must be solved in order to determine the coordinates
and location of the final cache.
Before long, Wayne wanted to make his own caches and post them for people to find. He
discovered that there were several Web sites, including individuals’ blogs, with geocaching
information, caches, and memberships.

He joined one of the geocaching Web sites and used it to log his finds. It was fun to log and publish
his finds and to post the geocaches that he created. But he decided he would like his own little
system for keeping track of all the information he wanted to maintain about his caches.
Conveniently, Wayne’s older brother Nick, a college student majoring in information systems,
was looking for a semester project for one of his programming classes. The two of them decided
to work together and develop a system to help Wayne
keep track of all his geocaching activities.

Case Study 2
Amanda Lamy, president and majority stockholder of Mountain Vista Motorcycles (MVM), is an
avid motorcycle enthusiast and businesswoman. MVM is headquartered in Denver and has
locations throughout the western United States and Canada. Since the late-1990s, the market for
motorcycles has grown tremendously. Amanda expects that the market will continue to be strong
throughout the 2010s, although she is concerned about the “graying” of a significant portion of
MVM’s customer base.
The demographics of the motorcycle market are an interesting study in contrasts. At present, the
majority of customers are over 50 years of age, male professionals or businesspeople, and partly
or fully retired. They have substantial disposable income, lots of free time, and tend to
own multiple expensive motorcycles from such manufacturers as Harley-Davidson, Honda,
Ducati, and Moto Guzi.
Older customers are generally comfortable with Internet and Web technology but are not
significant users of social media technology. Although many own smartphones, they
tend to use them primarily for voice, e-mail, and texting.

Page 8 of 15
Male customers under 30 years of age tend to buy sport and dirt bikes, typically from such
manufacturers as Suzuki and Kawasaki. They buy less expensive bikes than older customers and
are more likely to buy parts and supplies from MVM to service their own bikes. Female customers
under 30 years of age tend to buy motor scooters and smaller “commuter” motorcycles. Customers
in the 30–50 age range include men and women who buy bikes
of many types from many manufacturers. Comfort with and use of Internet technology, social
media, and portable computing devices such as smartphones and iPads is very high with customers
under 50 years of age, especially with customers under age 30.
Amanda is convinced that the key to long-term success in the motorcycle market is to build an
active community of motorcycle enthusiasts at each MVM location that includes a broad spectrum
of customers. In essence, each location needs to be seen as a hub of local motorcycle related
activity and information in physical and virtual terms. On the physical side, MVM has added
activity and event-oriented pages to its Web sites, sponsored rallies
and clubs, added meeting rooms and small coffee shops in some locations, and colocated with bars
and restaurants that feature motorcycle-related themes and entertainment.
These efforts have yielded good results with older customers but less so with younger customers.
Amanda is concerned about the lack of participation by younger customers and is sure that MVM’s
lack of presence in social media and virtual relationships is a significant
factor. She and her senior staff, most of whom are older, are unsure how to attract younger
customers. They have little knowledge of and no experience creating modern technology-based
virtual communities.
MVM’s chief information officer is starting to develop a project plan for a virtual community
oriented toward younger customers. If the plan were for developing a traditional
information system, she would use such standard approaches as interviewing internal users and
managers and having her development staff write specifications, generate storyboards and screen
layouts, and develop prototypes.
But few of the intended virtual community users are MVM employees, and none of her staff
members fully comprehends how to successfully use social media and other techniques for
building virtual societies. Traditional methods of defining and refining requirements seem
inadequate to the task.

Case Study 3

Waiters on Call is a restaurant meal-delivery service started in 2008 by Sue and Tom Bickford.
The Bickfords worked for restaurants while in college and always dreamed of opening their own
restaurant. Unfortunately, the initial investment was always out of reach. The Bickfords noticed
that many restaurants offer takeout food and that some restaurants—primarily pizzerias—offer
home-delivery service. However, many people they met seemed to want home delivery with a
wider food selection. Sue and Tom conceived Waiters on Call as the best of both worlds: a
restaurant service without the high initial investment. They contracted with a variety of well-
known restaurants in town to accept orders from customers and to deliver the complete meals.
After preparing the meal to order, the restaurant charges Waiters on Call a wholesale price, and
the customer pays retail plus a service charge and tip. Waiters on Call started modestly, with only
two restaurants and one delivery driver working the dinner shift. Business rapidly expanded, and
the Bickfords realized they needed a custom computer system to support their operations.

Page 9 of 15
They hired a consultant, Sam Wells, to help them define what sort of system they needed. “What
sort of events happen when you are running your business that make you want to reach for a
computer?” asked Sam. “Tell me about what usually goes on.” “Well,” answered Sue, “when a
customer calls in wanting to order, I need to record it and get the information to the right restaurant.
I need to know which driver to ask to pick up the order, so I need drivers to call in and tell me
when they are free. Perhaps this could be included as a smartphone or iPad app. Sometimes,
customers call back wanting to change their orders, so I need to get my hands on the original order
and notify the restaurant to make the change.”
“Okay, how do you handle the money?” queried Sam. Tom jumped in. “The drivers get a copy of
the bill directly from the restaurant when they pick up the meal. The bill should agree with our
calculations. The drivers collect that amount plus a service charge. When drivers report in at
closing, we add up the money they have and compare it with the records we have. After all drivers
report in, we need to create a deposit slip for the bank for the day’s total
receipts. At the end of each week, we calculate what we owe each restaurant at the agreed-to
wholesale price and send each a statement and check.”

“What other information do you need to get from the system?” continued Sam.
“It would be great to have some information at the end of each week about orders by restaurant
and orders by area of town—things like that,” Sue said. “That would help us decide about
advertising and contracts with restaurants. Then, we need monthly statements for our accountant.”
Sam made some notes and sketched some diagrams as Sue and Tom talked. Then, after spending
some time thinking about it, he summarized the situation for Waiters on Call. “It sounds to me
like you need a system to use whenever these events occur:
■ A customer calls in to place an order, so you need to Record an order.
■ A driver is finished with a delivery, so you need to Record delivery completion.
■ A customer calls back to change an order, so you need to Update an order.
■ A driver reports for work, so you need to Sign in the driver.
■ A driver submits the day’s receipts, so you need to Reconcile driver receipts.
“Then, you need the system to produce information at specific points in time—for example, when
it is time to:
■ Produce an end-of-day deposit slip.
■ Produce end-of-week restaurant payments.
■ Produce weekly sales reports.
■ Produce monthly financial reports.
“Am I on the right track?”
Sue and Tom quickly agreed that Sam was talking about the system in a way they could
understand. They were confident that they had found the right consultant for the job.

Case Study 4

MoveYourBooksNow.com is a book exchange that does business entirely on the Internet. The
company acts as a clearinghouse for buyers and sellers of used books. To offer books for sale, a
person must register with MoveYourBooksNow.com. The person must provide a current physical
address and telephone number as well as a current e-mail address. The system maintains an open
account for this person. Access to the system as a seller is through a secure, authenticated portal.

Page 10 of 15
A seller can list books on the system through a special Internet form. Information required includes
all the pertinent information about the book, its category, its general condition, and the asking
price. A seller may list as many books as desired. The system maintains an index of all books in
the system so buyers can use the search engine to search for books. The search engine allows
searches by title, author, category, and keyword. People who want to buy books come to the site
and search for the books they want. When they decide to buy, they must open an account with a
credit card to pay for the books. The system maintains all this information on secure servers.
When a request to purchase is made and the payment is sent, MoveYourBooksNow.com sends an
e-mail notice to the seller of the book. It also marks the book as sold. The system maintains an
open order until it receives notice that the book has been shipped. After the seller receives notice
that a listed book has been sold, the seller must notify the buyer via e-mail within 48 hours.
Shipment of the order must be made within 24 hours of the seller sending the notification e-mail.
The seller sends a notification to the buyer and MoveYourBooksNow.com when the shipment is
made.
After receiving notice of shipment, MoveYourBooksNow.com maintains the order in shipped
status. At the end of each month, a check is mailed to each seller for the book orders that have
been in shipped status for 30 days. The 30-day waiting period allows the buyer to notify
MoveYourBooksNow.com if the shipment doesn’t arrive for some reason or if the book isn’t in
the same condition as advertised. If they want, buyers can enter a service code for the
seller. The service code is an indication of how well the seller is servicing book purchases. Some
sellers are very active and use MoveYourBooksNow.com as a major outlet for selling books. Thus,
a service code is an important indicator to potential buyers.

Case Study 5
Coastline Systems Consulting is a small solutions provider company located in Destin, Florida.
The staff of seven IT technicians, designers, systems analysts, and programmers provides a range
of networking, computer hardware, and software solutions to area businesses. Coastline works
with clients to analyze their business needs. They then provide a packaged solution that often
combines custom-built hardware, purchased software, and custom programming. In addition to
the seven technicians, Coastline has one receptionist/bookkeeper.
As a small organization, Coastline is an informal, "shirt-sleeve" environment. Everyone is on a
first-name basis, even with Peter Charles, the president.
The IT technicians are drowning in a sea or work and work for clients is not being done in an
optimum manner. Clients call and e-mail both to the general office and to individual consultants
whenever they have any kind of hardware or software problem. Consultants manage the requests
that come directly to them. Kathy Grey, the receptionist/bookkeeper, passes on requests that come
through the general office. If the problem is complex it may require multiple trips, and the
technician has to keep track of what he or she has done to try to fix the problem. Sometimes a
second technician has to be dispatched, necessitating communication concerning the previous
work.
The president, Peter Charles, wants to develop a system that is both more responsive to clients and
helpful to technicians. He would like to see a system that allows clients to directly enter their
service requests. The system would track the status of each request along with the hours spent for
billing purposes. Mr. Charles also wants the system to be able to generate statistics and reports so
he can pursue continuous improvement in this area.

Page 11 of 15
Page 12 of 15
Case Study 6
GB Manufacturing is a producer of electronic components and testing equipment. The company
is located in multiple plants in the New York City area. The corporation has over 10,000 full-time
employees.
Approximately 200 employees are employed with the company's Maintenance department, which
is responsible for the maintenance of building and grounds. Maintenance has assigned a group of
employees to provide maintenance for each building or plant. The employees assigned to each
building or plant collectively possess the skills needed to provide proper upkeep. Such employees
include carpenters, electricians, painters, welders, plumbers, and the like. The Maintenance
department also has a group of employees with special skills to assist with special projects that
may arise.
In August of 2003 Bill Venkman and his management staff completed a one-week retreat aimed
at assessing the maintenance operations. Several initiatives resulted from this retreat. It was
determined that the most important initiatives were those that primarily dealt with the equipment
depot operation.
The equipment depot's function is to provide the equipment needed by maintenance employees to
perform their job duties. Employees are provided with a toolbox containing commonly used, and
relatively inexpensive tools such as hammers, screwdrivers, tape measures, and so on. Other tools
and pieces of equipment that are needed to complete a job must be checked out through the
equipment depot. When the job is completed, the employee must return the checked-out
equipment.
Often pieces of equipment become lost, stolen, or damaged and are therefore never checked back
in and made available for others. The dollar amount of lost and stolen equipment has reached an
alarming total. It has been estimated that more than R50,000 worth of tools are lost or stolen each
year. Bill Venkman has decided that something must be done to get the losses under control. Thus,
he is giving top priority to the development of a new automated equipment check-out system that
that will track the check-in and check out of equipment.
The Materials Warehouse is responsible for obtaining and storing supplies that are needed to
complete jobs. For example, the Materials Warehouse makes sure to maintain a supply of screws,
nails, plywood, drywall, and other materials. The Materials Warehouse operates in two locations.
The main Materials Warehouse is a large building located approximately a mile away from the
main campus. For convenience, a smaller Materials Warehouse is located on near the central office
and stores a small amount of the most commonly used materials. When workers need materials
for a job assignment they are supposed to check both warehouses to see if the goods are available.
Unfortunately, the employees are often impatient and will simply check the availability of
materials at the smaller, more conveniently located warehouse. If the goods are not available, they
routinely choose to simply move on to the next job assignment — rather than checking with the
main warehouse. While the main warehouse will provide for the delivery of materials, employees
prefer not to have wait for their delivery. To complicate things further, even though the materials
may be available at the larger warehouse, employees frequently request that the smaller warehouse
order needed materials that are not in stock there. The net result is excessive inventory and
inventory carrying costs!

Page 13 of 15
While management is not sure of the total dollar amount that can be attributed to carrying excessive
inventory, they are in agreement that it is likely very substantial. Therefore, a new and improved
warehousing system is another top priority for the Maintenance Department.
Case Study 7

Five years ago, cardiologists Timothy Jones and Dolores Garcia decided to combine their
individual practices in Brea, California, to form New Century Health Clinic. They wanted to
concentrate on preventive medicine by helping patients maintain health and fitness and by
providing traditional medical care. Dr. Jones recently asked you to work with him as an IT
consultant. He wants you to help New Century develop an information system that will support
the clinic’s operations and future growth. At your initial meeting, he provided you
with some background information and asked for your suggestions about how to begin.

At your desk, you begin to review New Century’s situation. The clinic is located near a new
shopping mall in a busy section of the city. New Century’s staff includes four doctors, three
registered nurses, four physical therapists, and six office staff workers. The clinic currently
has a patient base of 3,500 patients from 275 different employers, many of which provide
insurance coverage for employee wellness and health maintenance. Currently, New Century
accepts 34 different insurance policies.

Anita Davenport, who has been with New Century since its inception, is the office manager.
She supervises the staff, including Fred Brown, Susan Gifford, Tom Capaletti, Lisa Sung, and
Carla Herrera. Fred Brown handles office payroll, tax reporting, and profit distribution among
the associates. Susan Gifford is responsible for the maintenance of patient records. Tom
Capaletti handles most of the paperwork concerning insurance reporting and accounting. Lisa
Sung has the primary responsibility for the appointment book, and her duties include making
reminder calls to patients and preparing daily appointment lists. Carla Herrera is concerned
primarily with ordering and organizing office and clinic supplies.

Each of the six office staff people has one or more primary responsibilities; however, all
members of the staff help out whenever necessary with patient records, insurance processing, and
appointment processing. In addition to their regular responsibilities, all six office workers are
involved in the preparation of patient statements at the end of each month.

Case Study 8
The purpose of the State Patrol ticket-processing system is to record moving violations, keep
records of the fines paid by drivers when they plead guilty or are found guilty of moving violations,
and notify the court that a warrant for arrest should be issued when such fines are not paid in a
timely manner. A separate State Patrol system records accidents and the verification of financial
responsibility (insurance). A third system uses ticket and accident records to produce driving
record reports for insurance companies. Finally, a fourth system issues, renews, or suspends
driver’s licenses. These four systems
are obviously integrated in that they share access to the same database; otherwise, they are operated
separately by different departments of the State Patrol. When an officer gives a ticket to a driver,
a copy of the ticket is turned in and entered into the system. A new ticket record is created, and
relationships to the correct driver, officer, and court are established in the database. If the driver

Page 14 of 15
pleads guilty, he or she mails in the fine in a pre-printed envelope with the ticket number on it. In
some cases, the driver claims innocence and wants a court date. When the envelope is returned
without a check and the trial request box has an “X” in it, the system does the following: notes the
plea on the ticket record; looks up driver, ticket, and officer information; and sends a ticket details
report to the appropriate court. A trial date questionnaire form is also produced at the same time
and is mailed to the driver. The instructions on the questionnaire tell the driver to fill in convenient
dates and mail the questionnaire directly to the court. Upon receiving this information, the court
schedules a trial date and notifies the driver of the date and time.
When the trial is completed, the court sends the verdict to the ticketing system. The verdict and
trial date are recorded for the ticket. If the verdict is innocent, the system that produces driving
record reports for insurance companies will ignore the ticket. If the verdict is guilty, the court gives
the driver another envelope with the ticket number on it for mailing in the fine.
If the driver fails to pay the fine within the required period, the ticket-processing system produces
a warrant request notice and sends it to the court. This happens if the driver does not return the
original envelope within two weeks or does not return the court-supplied envelope within two
weeks of the trial date. What happens then is in the hands of the court. Sometimes, the court
requests that the driver’s license be suspended, and the system that processes drivers’ licenses
handles the suspension.

Page 15 of 15