bsa 375 final paper

Running Head: FREQUENT SHOPPER PROGRAM 1

Frequent Shopper Program

Antoinette Meridth, Jason Wierzbicki, Kerry Bobbitt, Robert Furmanek

BSA 375

July 15, 2013

Karen G. Knox

FREQUENT SHOPPER PROGRAM 2

Kudler Fine Foods

Project Charter Prepared: June 20, 2013

Project Name: Service Request SR-kf-013

Project Manager: Kathy Kudler

Customer: Kudler Fine Foods

Project Sponsor: Kathy Kudler

Project Start / End (projected :)

Project Overview

Service Request Sr-kf-013 is the implementation of a Frequent Shopper Program at

Kudler Fine Foods. The information system created will collect information of every purchase

of a loyal customer, keep track of their purchases, and provide point systems for loyal customers

to receive a discount on certain items.

Objectives

Kudler Fine Foods (KFF) was established in 1998 by Kathy Kudler. Kudler is based in

southern California and offers a wide array of high-end food products and wines. Kudler has

currently three locations (La Jolla, California, Encinitas, California, and Del Mar, California.

KFF is interested in development of a project request for a frequent shoppers rewards program

(SR-kf-013) that consists of a brand new system that will track their customer’s purchases

through a frequent shopper program. This new tracking system will award Kudler’s valued

customers with loyalty points that can be redeemed for sale incentives made through the

company and its partnership with a variety of venders for the shopper’s points program, (Apollo

Group. 2011). Some of the high-end gift items include specialty food products/services and

airline first-class upgrades, (Apollo Group. 2011).


Kudler Fine Foods it trying to reward the loyalty of its long-term customers and bring in

new customers in its Frequent Shopper Program Reward program. The objective of this project

will be to track customer purchases and at the same time will keep track of shopper’s points to be

redeemed by the customer at a later date for special offers, gift items, and other products or

services provided by the partnership business and Kudler Fine Food. The logistics and strategic

purpose of the Frequent Shopper Program will be posted and maintained by Kudler Fine Foods

website under on the Sales and Marketing page. Customers will be able to view their points on

their receipts and on the website via the point card given to the customer.

Stakeholders and Responsibilities

Stakeholder Role Responsibility

Kathy Kudler Project ManagerOversee entire project on

behalf of KFF

Brenda Wagner Dir. of Admin/HRProvide information related to Administration and Human Resources as may be required by the project.

Harvey Stephens Dir. of FinanceProvide information related to finance and accounting procedures as may be required by the project.

Yvonne Reynolds Dir. of Store OpsProvide information related the store operations as may be required by the project

Kent Vesper

Laurie Priest

Juanita Lopez

Store ManagersProvide information from a ground level to determine the actual feasibility of the overall project.


Scope

Kudler’s wants to implement a Frequent Shopper Program. This involves devising a

point of sale system, which tracks customer purchases. Customers will receive loyalty points via

their purchases that can be later redeemed for products and services through vendors who

Kudler’s has joined with to provide quality gift items, airline upgrade, or specialty food products

(Apollo, 2011). The point of sale system will relay the loyalty points, for each customer, to the

marketing department. This will allow the sales and marketing team to identify those trending

products and services as well as help managers to conduct inventory forecasting for future

purchases. This initiative will increase Kudler’s revenue stream. The project scope is outlined

below.

· Old Process needs to be evaluated

· Feasibility of the new Loyalty/Rewards program

· New Loyalty/Rewards program will be implemented

· New hardware to be purchased

· New Partners/Vendors

· Offer rewards to loyal customers

· Increase profits

Goals

The main goals of the Frequent Shopper Program include building a loyal clientele,

retaining that customer base, and increasing revenue. Kudler’s projects there will be a 4.75%

projected increase in revenue (Apollo, 2011). The service request goals and requirements are

outlined below.

· Service Request Goals/Requirements


· Track customer purchase behavior patterns

· Initiate high-end incentive program

(Better response to customer’s buying needs)

· Maintain zero stock out policy

· Increase efficiency

· Revenue increase

Measures for Success and Project Feasibility

Based on obtaining and conserving reasonable profitability for the Kudler Fine Foods

Company, an essential development of a new Frequent Shopper Program is required. The

system must include state-of-the-art software and hardware that promotes company growth. The

system must also ensure long-term solutions to possible future problems that could occur within

the new system. To achieve this process the company must first incorporate a development

phase that includes a statement of tangible and intangible products or equipment associated with

the new Frequent Shopper program. Measurements explained in dollars (and certainly an

important aspect in this process) will assist with the details of what the Kudler Fine Foods

executives will receive when the project is finished (Apollo Group, 2011).


Current Business Process Summary

Current Database Diagram


Flowchart of the Current System

Data Flow Process for Current System

POS Card Reader POS Server Modem

Database Server Website

Generated Reports

Information Available to Clients


Proposed System Requirement List

Functional Requirements

· The system permits the integration of the Frequent Shopper program

· The system will allow for the Information System (IS) to train employee regarding the

new system.

· The system will allow for the IS to track each customer’s purchase

· The system will allow for the IS to Track and accumulate individuals customer’s loyalty

points

· The system will allow for the IS to Award loyalty points to individuals customers for

redemption

· The system will allow customers to use loyalty points to obtain gifts items, specialty food

products, and various products provided via partnerships with outside companies.

· The system will allow for company employees to view accumulated loyalty points on

point-of-sale (POS) terminals

· The system will allow for necessary internal changes and updates by salesperson on POS

· The system will allow for necessary external changes and updates from third party

vendors by POS

· Processing time for system inquiries should be no longer than 2 – 3 seconds.

· The system should easily connect with Kudler’s website to transfer customer’s loyalty

points to be tracked online.

Nonfunctional Requirements

· The system should interface with internal cash register (POS)

· The system should interface with external third parties cash registers (POS)


· The system should withstand all necessary salespersons POS in every Kudler Fine Foods

locations

· The system should coincide with the current system in place

· The system should be able to obtain updates frequently

· No customer can access any other customer’s information without proper verification

· Only the sales employee, managers, executives, and third party vendors can process

changes to the system

· Only the sales employee, managers, executives, and third party vendors can make

changes to the system

· Customers personal information is secured by configuring access privileges

· Customers personal information is secured by configuring account lockout

· Customers personal information is secured by configuring individual user accounts

Determination of Requirements

Determining requirements for the system is an integral part of developing or purchasing a

system for Kudler Fine Food’s Frequent Shopper Program. There are traditional methods that

involve observing, interviewing employees and managers, reviewing procedures, and reviewing

documents but there are also more efficient methods like the Joint Application Design (JAD) and

prototyping. Each method has its own set of strengths and weaknesses and should be applied to a

project depending upon its scope.

Traditional Methods

Traditional methods of determining requirements are aimed at projects with large teams.

Activities involved in the traditional method are interviews, observation, and business documents

(Valacich, George, & Hoffer, 2012). Interviews need to be organized and targeted at specific


users and managers. For example, Kudler Fine Foods must interview stakeholders like the CEO,

store managers, and even employees who work the store floors. Each individual is informed

about the different levels of operation in the business and understand issues with the current

system, and can provide insight into what the new system can improve (Valacich, George, &

Hoffer, 2012).

Directly observing users is useful because users do not always understand or appreciate

what the current system is doing. The system analyst also has a chance to observe how the

organization is run. For example, a manager may state he or she is organized and works in a

planned manner throughout the day. However, interruptions tend to take over his or her day. If a

system analyst observes these behaviors it can indicate how other processes may have the time

minimized to assist the manager with his or her busy day (Valacich, George, & Hoffer, 2012).

Reviewing business documents is also a useful tool because the analyst will gain insight

into how a specific job title functions. Company rules and regulations are also included in

business documents and must be considered when developing a new system. Other types of

documents may include invoices and forms.

Joint Application Development

The Joint Application Development (JAD) is a modern way of determining system

requirements. It involves gathering users, managers, and the development team in a room with a

JAD session leader who organizes and moves the meeting’s agenda forward. The participants in

a JAD include users, managers, sponsors, and the development team.

JAD meetings can last several weeks while system requirements are determined, but the

highly organized meeting allows users of all levels express concerns or suggestions for everyone


to hear. The meeting also keeps users involved throughout the lifetime of the project’s

development instead of at the beginning and the end (Valacich, George, & Hoffer, 2012).

Prototyping

Prototyping still involves interviews, observation, and business document review like the

traditional method; however the delivery of the system is constant. This augments the

requirement determination process by allowing users to see a new version of the software every

several weeks (Valacich, George, Hoffer, 2012). Users review the prototyped software and make

suggestions based upon how it works to expectation. In this method, requirements are not clear

but are determined as the project develops. Additionally, only a few users and stakeholders are

involved throughout the process (Valacich, George, Hoffer, 2012). A disadvantage of this

method is it may not be easy to use for other potential users in the company because of the lack

of involvement.

Confirmed Requirements List

The system will allow for the integration of the Frequent Shopper program MandatoryThe system will allow for the Information System (IS) to train employee regarding the new system

Mandatory

The system will allow for the IS to track purchases of individual customers MandatoryThe system will allow for the IS to Track and accumulate individuals customer’s loyalty points

Mandatory

The system will allow for the IS to Award loyalty points to individuals customers for redemption

Mandatory

The system allows customers to use their loyalty points to obtain gifts items, specialty food products, and various products provided via partnerships with outside companies

Mandatory

The system will allow for company employees to view accumulated loyalty points on point-of-sale (POS) terminals

Mandatory

The system will allow for necessary internal changes and updates by salesperson on POS

Mandatory

The system will allow for necessary external changes and updates from third party vendors by POS

Mandatory

The system should interface with internal cash register (POS) MandatoryThe system should withstand all necessary salespersons POS in every Kudler Fine Mandatory


Foods locationsThe system should coincide with the current system in place OptionalThe system should have the ability to obtain necessary updates MandatoryNo customer can access any other customer’s information without proper verification

Mandatory

Only the sales employee, managers, executives, and can third party vendors can process changes to the system

Mandatory

Customers personal information is secured by configuring access privileges MandatoryCustomers personal information is secured by configuring account lockout MandatoryCustomers personal information is secured by configuring individual user accounts MandatoryProcessing time for system inquiries should be no longer than 2-3 seconds. MandatoryThe system should easily connect with Kudler’s website to transfer customer’s loyalty points to be tracked online.

Mandatory

Design Specifications

In the design process and specifications for the KFF frequent shopper points program, the

IT department must have a process that will decide on the design specifications of what type of

hardware, software, network, and architecture will be used in complete development of the KFF

shopper points program. To help with the design process the project team must follow a few

guidelines to determine the problem and find the proper solution to these steps. Below is a chart

of the steps in this process:


Design Trade-Off Approach

“ Kudler Fine Foods has experienced significant growth and is now focused on

expanding the services, improving the efficiency of its operations and increasing the consumer

purchase cycle as a means to increasing the loyalty and profitability of its consumers” (Apollo

Group, 2013, p. 1). “Kudler’s new initiative is tracking purchase behavior at the individual

customer level and providing high value incentives through a partnership with a loyalty points

Team

Find out what the issue is.Conduct research on solution to issue.The team has to discuss the research and find the correct solution that meets all of the issues given.

TeamManager

Reviews the teams findings and provides feedback to the team about solution proposed.Provides upper management with status reports, showing solution, cost of project and additional logistical information on project.

Stakeholders

Review Managers report.Makes decision based on given report towards projectapproves or denises project go-ahead.


program” (Apollo Group, 2013, p. 2). Cost, schedule, and performance are three factors that will

determine the approach to take concerning the system to be implemented.

When using the following criteria for choosing off-the-shelf software and hardware

products, it should include the following:

· Cost of all project materials, logistics, and support during installation and there-after,

training of new system to employees and management.

· Functionality proposed system components

· Vendor logistics and support

· Flexibility of the use and ability to adapt to new needs later as the KFF needs arises.

· Documentation

· Response time

· Emergency plan for issues to arise

· Ease of installation

· Testing of installed system

· Finalize system operations

Requests for proposals (RFP) are a good starting point for researching information about

commercially made off-the shelf system software, how it performs, and the costs. Keep in mind

that the cost will involve comparing the differences of developing internally created software or

buying a commercial license type software package. When comparing the cost of purchasing

vendor upgrades or have an annual license fee with the costs to maintain in-house software.

Be aware of where software can or will be obtained that meets all of the KFF structural

needs. The approved application, and operating system software can be obtained from service

providers, commercial packaged software providers (Microsoft Corporation), cloud computing,


and open-source software providers. Alternatively, organizations can obtain applications by

renting or licensing them from third party software provider. With this kind of access users can

access the software through the use of the internet’s virtual private networks (VPNs). With this

kind of service the provider installs, maintains, and upgrades the software according to the

contract agreement per software application purchased. This kind of service is known as a pay-

per-use license for the software typically is done on an annual or month-to-month fee. This type

of license service is called cloud computing. An example would be Adobe Creative Master Suite

6 online, paying a fee of $29.99 per month. The companies most likely to profit immediately are

those that can quickly adjust the product lines to meet their needs. The top main reasons for

choosing to go with a cloud computing solution would result in the following benefits for KKF.

1. Freeing IT department staff from needing to audit, maintain, and upgrade software.

2. Gaining access to applications faster over an internal network versus using in-house

created software.

3. KFF would achieve access to high quality commercial software applications, for a low-

cost fee to access over large network versus having to license each machine per location.

This makes it very appealing for large and complex systems without having to go through

the expense of implementing the design process of the systems themselves in-house.

Hybrid solutions involving some purchased and some in-house software components are

common in today’s industry for software design and implantation. In this case the software

would be composed of existing software and the use of new software to create a new system.

Outsourcing is the practice of turning over to another organization all or part of the responsibility

for the systems’ operation, and maintenance, which is done on a service agreement with monthly

or annually contracts and fees.


Cost, performance, and schedules are the key factors to create an optimal system. A more

expensive system will not guarantee a good fit with the Kudler’s present system, nor will it

guarantee the best performance.

· Cost of all project materials, logistics, and support during installation and thereafter,

training of new system to employees and management.

· Functionality proposed system components

· Vendor logistics and support

· Flexibility of the use and ability to adapt to new needs later as the KFF needs arises.

· Documentation

· Response time

· Emergency plan for issues to arise

· Ease of installation

· Testing of installed system

· Finalize system operations

All of these factors are to be considered for the final approach to a new system.

Detailed Design Process and Specifications

“A good human computer interface provides a uniform structure for finding, viewing, and

invoking the different components of a system” (Valacich, George, & Hoffer, 2012, par. 1). The

KFF shopper point program will incorporate all of these human interfaces into the network

support, software, and hardware design element to create a well-balanced system for its

customers. In addition, the information technology specialist (analysts) must also consider

physical and logical design elements during the system design phase to carry out this process.

Networks


Because the KFF Frequent Shopper Program will use networking to process many

elements for the program, it is recommended to have a well-structured and safe system.

Therefore, introducing Cloud computing with Virtual Private Network (VPN) will tolerate

information retrieval over a public transmission system and will only grant specific users.

Furthermore, the VPN will create an isolated element that will not allow for traffic flow

interruptions while permitting for point-to-point or layer 2 tunneling protocol options (Valacich,

George, & Hoffer, 2012).

Software

Adding a network operating system (NOS) will establish all users (internal and external

clients) and groups in each location for easy locating, in addition to, granting only specific

individuals to share or allow users to exact resources within the system. Using the NOS will

give store associates the ability to find information about who processed purchase orders or

received particular forms. Furthermore, adding a form of an IT help desk and tracking software

will assist with tracking purchase behavior for all customers. Adding the Linux operating system

(OS) that will operate for multiple user requests is another recommended feature. In return, the

OS will respond quickly with messages that will assist all users (IQnection, 2013).

Hardware

With consistent changes in hardware, the organization may have to add or upgrade the

element in the future. Not only is it necessary to add or upgrade the hardware but also installing

the element can be a difficult process. Therefore, adding hardware that meets the company’s

requirements and needs are vital. For the KFF Frequent Shopper Program, adding or upgrading

the server to a fault-tolerance unit, such as a business critical server that includes clustering that

includes the Redundant Array of Independent (RAID) storage. More specifically the RAID level


0. Furthermore, adding internal and external cash registers point-of-sale (POS) terminals

(Valacich, George, & Hoffer, 2012).

Testing Process Summary

Test Plan

Just like the original installation, specialists must inspect the business functionality before

installing the necessary components. Therefore, it is also necessary to give the functioning

system an examination before the installation of a new system (software or hardware). By doing

so will help to produce required outcomes. Software or hardware must be carefully checked at

all times to prevent possible system errors. For KFF to implement the new Frequent Shopper

Program it is necessary to distinguish tested major software and hardware functionality with

required outcomes. This section will review the software and hardware to be tested as well as the

testing plan.

Hardware or Software

To Be Tested Required Outcome

Software Integration of the Frequent Shopper Program

Working systems in every facet of the Kudler Fine Foods Company and associated third party companies.

Software Train employees regarding the new system

Training software carry out to every associate connected to the new program.

Software Track purchases of individuals customers

Produce detailed reports of all customers’ purchases.

Software Track and accumulate customer’s loyalty points for redemption

Produce detailed reports available for viewing at all times.

Software Award loyalty points to individual customers for redemption

Award loyalty points to accurate customers.

Software Customers can use their loyalty points to obtain gift items, specialty foods, and other products or services

Individuals can redeem their point at the Kudler Fine Foods or third parties stores.


available through partnerships with other external companies.

Software Company employees can view accumulated loyalty points

Customers can view points on point-of-sale (POS) terminals

Software System will allow for internal changes and updates

Store associates and mangers can change, override or update transactions on the POS System will allow for external changes and updates from third party vendors by POS

Third party associates and mangers can change, override or update transactions on the POS NOS

Establish all users and groups in each location

Hardware Memory Increase total memory to all systems for better performance.

Hardware Central Processing Unit (CPU) speed Provide ability to perform fast operations

Hardware Point-of-Sale (POS) system Process all Frequent Shopper Program transactions

Hardware Internal electronic cash registers Calculate, track, and record all Frequent Shopper Program credit and debit transactions.

Hardware External electronic cash registers Calculate, track, and record all Frequent Shopper Program credit and debit transactions

Hardware Linux Operate and support multiple users’ requests.

Hardware Server (fault-tolerance unit) Processes clustering and redundant array of independent (RAID) storage. Additionally, the backup process must be tested because a backup is only good if it works.

Installation Process and Training Plan Summary

Installing the new system will include the implementation of new functions to the already

existing system. This installation process takes less manpower and any overlapping of system

modules will be migrated after the initial software installation. The new Point of Sale software


and hardware will be put into place at each location on any given day during the setup period.

The process will occur over a three-week time-line.

· Week 1 of all existing databases and terminal information will be backed up.

· Week 2 will consist of installing and transferring the needed data for the upgrade of the

software. Also in week two of the installation process, all stores will be closed for a

minimum of two business days to keep down customer frustration during checkout. The

point of sales terminal will be up and down multiple times during this period.

· Week 3, which is the final week, is set aside for all adjustments that need to be done to

the system.

Every location is required to have at least four contracted staff members, store manager

and a team member for the installation. All contract staff/personnel are required to be skilled in

installation of hardware and software.

The stores will be receiving information about the installation process in stages; there will be

a total of eight contracts over a three-week period.

Training will begin at each store when the installation is complete and all last-minute glitches

are addressed. The following employees will receive training:

· Managers

· All employees using the Point of Sale software (cashiers).

· An on-site expert.

The user guide and the quick reference charts will be available during the training to use as

reference later.

Documentation Plan Summary


“The work of developing effective systems is not complete until the concept is captured

in one’s mind, then written down either on paper or in a project journal, and are readily made

accessible to all personnel in an effective and logistic manner of fashion. The team needs to have

a document control plan for effectively documenting all the main logistics routines of our

business. Since the objective of systems documentation will be taking place with all of the

regular logistical and daily operations of the company, it is vital to have a well-planned strategy.

Identifying systems: Review all of the primary business functions then separating the

operations into proper categories. List all of the key tasks, functions, and procedures. At this

phase get backup support of the employees by using random feedback to issues stated. Draw up

a “systems diagram.” Include in the creation of the diagram of all the systems needed at KFF:

both the current existing systems and those who need to be replaced by a updated system.

Remember to identify all systems that are a composite of KFF, including systems that have yet

been needed to achieve the company’s vision of the future growth and profit. Typically, most of

the systems will be in one of these following three essential processes:

1) Client fulfillment,

2) Lead conversion,

3) Lead generation.

Next step is to make a prioritized company business systems listing, based on systems

diagram and or charts, that completely in a simplified form simply lists all the systems on a

spreadsheet or chart that will become a working document for logistics planning and controlling,

monitoring of the business development efforts. This document will now serve as the basis of our

“Master To Do List” for the business systems documentation. Priority will be determined by

current impact of the given system using the following factors:


1) How great is its impact on customers shopping habits.

2) How great is the impact on KFF sales and the bottom line of profit.

The next objective should be to assign accountabilities for document control for the

systems, in most cases employees will have to complete this phase of work while continuing to

perform their current assigned daily assignments. Next we will have to establish a clear target

dates and benchmarks mile stones at critical parts of the strategy. This process will not happen

overnight so the focus on the key systems that, once implemented, will have the greatest impact

on improved employee and company workflow.

Development and use of a well-organized or a standard logistical approach for

documentation threw the use of a central document control procedure will provide company staff

with a standard method for documentation to ensure the highest degree of consistency. So, phase

will start them with samples of what the company documents should look like, followed by a

well-structured training program and finally getting timely feedback from the staff is essential to

avoid wasted funding and company time and loss of profit along with unnecessary frustration”

(Burns, 2011, p.1)

Good documentation is a technique used by project planners to detail information about

the SDLC (Software Development Life Cycle). Planning documentation should begin with the

existing documentation. “Existing documentation can reveal a great deal about the quality and

value of the prior” system and “is an excellent method to quickly determine which areas need

improvements the most” (Blankenship, 2011, p.295). “Every information system development is

unique and will generate its own unique documentation” (Valacich, George, Hoffer, 2012, p.

333). The development of documentation should start early to ensure the needed information is

captured that “provides useful information to the primary users of the system” (Valacich,


George, Hoffer, 2012, p. 333). Documentation is time-consuming but will help many future

problems be solved quickly.

There are two basic form of documentation:

· System documentation

· User documentation.

System Documentation

“System documentation records detailed information about a system’s design

specifications, it internal workings, and its functionality. System documentation is further

divided:

· Internal documentation

· External documentation

· User documentation”

(Valacich, George, Hoffer, 2012, p. 333).

Internal Documentation

“Internal documentation is part of the program source code or is generated at compile

time” (Valacich, George, Hoffer, 2012, p. 333). “A compiler is a special program that processes

statements written in a particular programming language and turns them into machine language

or ‘code’ that a computer's processor uses. Typically, a programmer writes language statements

in a language such as Pascal or C one line at a time using an editor. The file that is created

contains what are called the source statements. The programmer then runs the appropriate

language compiler, specifying the name of the file that contains the source statements”

(whatis.techtarget.com, 1999-2013, p.1)

External Documentation


External documentation includes the outcome of all the structured diagramming

techniques, such as data-flow, which provides a good overview of a systems structure. External

documentation can provide useful information to the primary users of the system—maintenance

programmers” (Valacich, George, Hoffer, 2012, p. 333).

User Documentation

User documentation is written or other visual information about how an application

system works and how to use it. Part of user documentation will be documenting “Customer

service and support (CSS), the part of a company's customer relationship management (CRM)

department that interacts with a software customer for their immediate benefit, including

components such as the contact center, the help desk,, and the call management system”

(searchcrm.techtarget.com. 2013, p.1) for software..

Support and Maintenance Plan Summary

Support

Support is a major component to the close out and success of the project. The system has

been installed, the employees have been trained, and operational policies have been

implemented. The transition can begin to the “support team.” The most common types of

support are as follows:

· On-demand Training

· Online Support

· Frequently Asked Questions (FAQ)

· Help Desk Support

One of the key factors for the support staff is to make sure to take accurate notes while

dealing with support issues. Keeping an accurate record of instances of downtime, failures, and


allow for sufficient information to repair any bugs in the system. This activity will also allow a

consistent record of incidents to allow for easy support of recurring issues and help document the

system.

Maintenance

Maintaining the system after installation is crucial to the success of the relationship with

the client. System maintenance is defined as “the process of refining the system to make sure it

continues to meet the needs of the business.”

The following activities must be considered when putting into place a maintenance plan:

· Potential change – problems reports

· Prioritizing changes to the system and managing their completion

· Format for Change Request

· Design changes to the system

· The actual changing of the system

Summary

Kudler’s new initiative is tracking purchase behavior at the individual customer level and

providing high value incentives through a partnership with a loyalty points program. Creating

computerized administration systems to track the accumulation of purchases and loyalty point’s

transactions will assist toward reducing inaccuracies. Based on obtaining and conserving

reasonable profitability for the Kudler Fine Foods Company, an essential development of a new

Frequent Shopper Program is required. The system must include state-of-the-art software and

hardware that promotes company growth with every phase of the project as customer satisfaction

is on the rise, the estimated revenue will rise also. The system will allow customers to use their


loyalty point to obtain gift items, specialty foods, and other products or services available

through partnerships with other external companies.

Customer’s personal information will be secure. We will identify specific analysis

methods to be used to determine user needs. “Outcome analysis, technology analysis, and

informal benchmarking help the team think ‘outside the box’ and are very helpful when the team

is trying to create completely new ways of accomplishing the business processes” (Dennis,

Wixom, Roth, 2012, p. 136). It is important to use the correct analysis to determine the exact

requirements needed for this project. Specific analysis methods were chosen to determine user

needs to make the end project more effective.

Cost, schedule, and performance are three factors that will determine the design trade-

offs to take concerning the system to be implemented. During the design process there will be

some changes to the schedule and performance requirements to offset cost. The Kudler Fine

Foods Frequent Shopper Program will incorporate all of these Human-Computer Interactions

into the network, software, and hardware design element to create a well balance system for their

customers. The project will introduce Cloud computing with Virtual Private Network (VPN) to

improve the systems already in place. Furthermore, adding a form of an IT help desk and

tracking software will assist with tracking purchase behavior for all customers. Adding hardware

that meets the company’s requirements and needs are vital. For Kudler Fine Foods to implement

the new Frequent Shopper Program it is necessary to, first, distinguish tested major software and

hardware functionality with required outcomes.

Installing the new system will include the implementation of new functions to the already

existing system. Training will begin at each store when the installation is complete Support is a

major component to the close out and success of the project. Maintaining the system after


installation is crucial to the success of the relationship with the client. System maintenance is the

process of refining the system to make sure it continues to meet the needs of the business.

“The work of developing effective systems isn’t truly complete until they are captured,

written down, and made readily accessible in an effective and systemic fashion” (Burns, 2011,

p.1). Additional information to be documented include “internal communication, such as minutes

from status meetings, written standards, letters to and from business users, and a dictionary of

relevant business terms with descriptions so that someone outside the project will be able to

understand it” (Dennis, Wixom, Roth, 2012, p. 72).


References

Apollo Group. (2011). Kudler Fine Foods. Retrieved June 21, 2013, from Virtual Organizations

Portal: https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Kudler2/intranet/

index.asp

Burns, B. (2011, December 11). 5 Steps for documenting your system. Retrieved from e-Myth:

http://www.e-myth.com/cs/user/print/post/5-steps-for-documenting-your-systems

Dennis, A., Wixom, B. H., & Roth, R. M. (2012). Systems analysis & design (5th ed.). Hoboken,

NJ: John Wiley & Sons.

IQnection. (2013). About Linux. Retrieved and reviewed on June 20, 2013, from Linux.org:

http://www.linux.org/

Valacich, J. S., George, J. F., & Hoffer, J. A. (2012). Essentials of systems analysis and design

(5th ed.). Upper Saddle River, NJ: Pearson Education

https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Kudler2/intranet/index.asp

https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Kudler2/intranet/index.asp

bsa 375 final paper

Business

new frequent shopper

project request

project feasibility

shoppers points program

kathy kudler customer

project scope

new customers

entire project