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Frauenheim Video Rental PROJECT
Frauenheim Video Rental Project Plan By,
Authors: Yannick Baudru
Joe George
Bien Tram
Binosh Samuel
Creation Date: 09/25/06
Last Revised: 12/04/06
Version: 1.0
TABLE OF CONTENT
1. INTRODUCTION..................................................................................................................................1 1.1 EXECUTIVE SUMMARY .................................................................................................................................. 1 1.2 STATEMENT OF WORK................................................................................................................................... 3
1.2.1.1 Background ............................................................................................................................................... 3 1.2.1.2 Goal............................................................................................................................................................ 3 1.2.1.3 Objective .................................................................................................................................................... 4
1.2.2 Phases of Work.................................................................................................................................................... 4 1.2.2.1 Phase 1....................................................................................................................................................... 4
1.2.2.1.1 Planning .......................................................................................................................................... 4 1.2.2.1.2 Analysis............................................................................................................................................ 5
1.2.2.2 Phase 2....................................................................................................................................................... 5 1.2.2.2.1 Design .............................................................................................................................................. 5 1.2.2.2.2 Implementation ............................................................................................................................... 6
1.2.3 Measurable Success Indicators........................................................................................................................... 6 1.2.4 Client Support...................................................................................................................................................... 6 1.2.5 Risk Plan.............................................................................................................................................................. 6
1.3 STATEMENT OF PROJECT SCOPE .................................................................................................................... 8 1.3.1 Problem/Opportunity Statement.......................................................................................................................... 8 1.3.2 Project Objective.................................................................................................................................................. 8 1.3.3 Project Description .............................................................................................................................................. 8 1.3.4 Business Benefits................................................................................................................................................. 9 1.3.5 Justification ......................................................................................................................................................... 9 1.3.6 Project Deliverables............................................................................................................................................. 9
1.3.6.1 Planning Documentation, October 23, 2006 ............................................................................................ 9 1.3.6.2 Analysis Documentation, November 6, 2006.......................................................................................... 10 1.3.6.3 Data Model Documentation, November 13, 2006 .................................................................................. 10 1.3.6.4 Form, Reports and Structure Charts, November 20, 2006..................................................................... 10 1.3.6.5 Presentation Outline, November 27, 2006 .............................................................................................. 10 1.3.6.6 Final Presentation and System Documentation, December 4, 2006...................................................... 11
1.4 FEASIBILITY................................................................................................................................................. 12 1.5 SCHEDULE.................................................................................................................................................... 13
1.5.1 Main Schedule................................................................................................................................................... 13 Figure 1: Summary Schedule .................................................................................................................................... 13
1.6 RECOMMENDATION ..................................................................................................................................... 14
2. SYSTEM DESCRIPTION ..................................................................................................................15 2.1 SYSTEM ALTERNATIVES .............................................................................................................................. 15
2.1.1 Alternative A – Automated Barcode Tracking System ..................................................................................... 15 2.1.2 Alternative B – Automated Wireless Barcode Tracking System ...................................................................... 15 2.1.3 Alternative C – Radio Frequency Identification Inventory Tracking System ................................................. 16
2.2 SYSTEM DESCRIPTION ALTERNATIVE A...................................................................................................... 19 2.2.1 Inventory Tracking System ............................................................................................................................... 19 2.2.2 Billing Tracking System .................................................................................................................................... 19 2.2.3 Food Product Tracking System......................................................................................................................... 20 2.2.4 Employee Tracking System ............................................................................................................................... 21 2.2.5 Consumer Information...................................................................................................................................... 21 2.2.6 Hardware and Software .................................................................................................................................... 22 2.2.7 Processes Description........................................................................................................................................ 23
2.2.7.1 Inventory New Arrivals ........................................................................................................................... 23 2.2.7.2 Barcode Stickers ...................................................................................................................................... 23 2.2.7.3 Assigning Video Cassette to Cover.......................................................................................................... 23 2.2.7.4 Rental of Video ........................................................................................................................................ 23
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2.2.7.5 Return of Rental ...................................................................................................................................... 24 2.2.7.5.1 At The Cashier............................................................................................................................... 24 2.2.7.5.2 At The Drop Box ........................................................................................................................... 24
2.2.7.6 Sale of Food and Beverage ..................................................................................................................... 24 2.2.7.6.1 Registered Consumers................................................................................................................... 24 2.2.7.6.2 Unregistered Consumers............................................................................................................... 24
2.2.7.7 Registration Process ................................................................................................................................ 25 2.2.8 Prototype Form.................................................................................................................................................. 25
3. FEASIBILITY ASSESSMENT ..........................................................................................................55 3.1 ECONOMIC FEASIBILITY .............................................................................................................................. 55
3.1.1 Tangible benefits ............................................................................................................................................... 55 3.1.1.1 Cost Reduction and Avoidance ............................................................................................................... 55 3.1.1.2 Error Reduction....................................................................................................................................... 56 3.1.1.3 Increase Flexibility.................................................................................................................................. 56 3.1.1.4 Increase Speed of Activity ....................................................................................................................... 56 3.1.1.5 Improvement of Management Planning or Control............................................................................... 57
3.1.2 Intangible Benefit.............................................................................................................................................. 57 3.1.3 Intangible Costs ................................................................................................................................................. 58 3.1.4 Tangible Cost ..................................................................................................................................................... 58 3.1.5 One -Time Costs ................................................................................................................................................ 59
3.1.5.1 Development Cost .................................................................................................................................... 59 3.1.5.2 New Hardware......................................................................................................................................... 60 3.1.5.3 New Software Cost................................................................................................................................... 60 3.1.5.4 Data and System Conversion Cost .......................................................................................................... 60 3.1.5.5 User Training Cost .................................................................................................................................. 60 3.1.5.6 Site Cost ................................................................................................................................................... 60
3.1.6 Recurring Cost................................................................................................................................................... 60 3.1.6.1 Application Software Maintenance......................................................................................................... 61 3.1.6.2 Incremental Data Storage ....................................................................................................................... 61 3.1.6.3 Incremental Communication .................................................................................................................. 61 3.1.6.4 New Software and Hardware Leases ...................................................................................................... 61 3.1.6.5 Supplies.................................................................................................................................................... 61
3.1.8 Breakeven Analysis ........................................................................................................................................... 62 3.2 TECHNICAL FEASIBILITY ............................................................................................................................. 64
3.2.1 Hardware Description ....................................................................................................................................... 64 3.2.1.1 Server ....................................................................................................................................................... 64 3.2.1.2 Workstations ............................................................................................................................................ 65 3.2.1.3 Touch Screen........................................................................................................................................... 66 3.2.1.4 Printer ...................................................................................................................................................... 67 3.2.1.5 The Hub ................................................................................................................................................... 67 3.2.1.6 Scanner .................................................................................................................................................... 67 3.2.1.7 Windows Small Business Server 2003 R2 .............................................................................................. 68 3.2.1.8 Windows XP Pro...................................................................................................................................... 68 3.2.1.9 Barcode software: Bar Tender ................................................................................................................ 68
3.2.2 Summary of Hardware and Software ............................................................................................................... 70 3.2.3 Risk Assessment................................................................................................................................................. 71
3.3 OPERATIONAL FEASIBILITY......................................................................................................................... 73 3.3.1 Data Dictionaries Of FVR’s Business Operation............................................................................................. 74
3.3.1.1 Customer Details ..................................................................................................................................... 74 3.3.1.2 Video ........................................................................................................................................................ 74 3.3.1.3 Rents ........................................................................................................................................................ 75 3.3.1.4 Sales ......................................................................................................................................................... 75 3.3.1.4 Food and Beverage Products .................................................................................................................. 76
3.4 SCHEDULE FEASIBILITY............................................................................................................................... 77
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3.4.1 Gantt Chart ........................................................................................................................................................ 77 3.4.2 Pert Chart .......................................................................................................................................................... 78
3.5 LEGAL AND CONTRACTUAL FEASIBILITY.................................................................................................... 83 3.6 POLITICAL FEASIBILITY............................................................................................................................... 84
3.6.1 Organizational Chart......................................................................................................................................... 84 4. MANAGEMENT ISSUES...................................................................................................................86
4.1 TEAM CONFIGURATION AND MANAGEMENT .............................................................................................. 86 4.2 COMMUNICATION PLAN .............................................................................................................................. 87
4.2.1 External Communication.................................................................................................................................. 87 4.2.2 Internal Communication Plan .......................................................................................................................... 87
4.3 PROJECT STANDARD AND PROCEDURES ..................................................................................................... 89 4.4 OTHER PROJECT-SPECIFIC TOPICS............................................................................................................... 90
4.4.1 Technique Documentation................................................................................................................................ 91 4.4.1.1 Context Diagram ..................................................................................................................................... 91 4.4.1.2 Data Flow Diagram Level 0 .................................................................................................................... 92 4.4.1.3 Data Flow Diagram Level 1: Process New Input................................................................................... 93
4.4.1.3.1 Logical Modeling Process 1.1 ....................................................................................................... 93 4.4.1.4 Level 2 Process 1.1 Create New Consumer ............................................................................................ 94
4.4.1.4.1 Structured English Level 2............................................................................................................ 94 4.4.1.5 Level 1 Manage VHS Inventory: ............................................................................................................ 95 4.4.1.6 Level 1 Calculate Billing ......................................................................................................................... 95
4.4.1.6.1 Decision Table Process 4.2.X........................................................................................................ 96 4.4.1.7 Entity Data Relationship ......................................................................................................................... 97 4.4.1.8 Data Structure Diagram.......................................................................................................................... 98
4.4.2 Meeting Report Form........................................................................................................................................ 99 4.4.2.1 Reports ................................................................................................................................................... 100
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TABLE OF TABLES Table 1: Comparison of Alternatives............................................................................................ 18 Table 2: Hardware and Software Summary.................................................................................. 22 Table 3 Tangible Benefits............................................................................................................. 55 Table 4: Intangible Benefits.......................................................................................................... 57 Table 5: Tangible Cost.................................................................................................................. 59 Table 6: One time Cost Breakdown.............................................................................................. 59 Table 7: Recurring Cost Breakdown............................................................................................. 61 Table 8: Time Value of Money..................................................................................................... 62 Table 9: Breakeven Point.............................................................................................................. 63 Table 10: Year 1 Income Statement.............................................................................................. 63 Table 11: Sever Description.......................................................................................................... 64 Table 12: Workstation Description............................................................................................... 65 Table 13: Touch Screen Description............................................................................................. 66 Table 14: Printer Description........................................................................................................ 67 Table 15: Hub Description............................................................................................................ 67 Table 16: Summary of Hardware and Software ........................................................................... 70 Table 17: Summary of Hardware and Software ........................................................................... 71 Table 18: Consumer Details.......................................................................................................... 74 Table 19: Video............................................................................................................................. 74 Table 20: Rents ............................................................................................................................. 75 Table 21: Sales.............................................................................................................................. 75 Table 22: Food and Beverage Products ........................................................................................ 76 Table 23: Team Contact Information............................................................................................ 88 Table 24: Process 4.2.X Decision Table Rent .............................................................................. 96
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TABLE OF FIGURES Figure 1: Summary schedule ........................................................................................................ 13 Figure 2: Gantt Chat...................................................................................................................... 77 Figure 3: Pert Chart....................................................................................................................... 78 Figure 4: Organizational Chart ..................................................................................................... 84 Figure 5: Context Diagram ........................................................................................................... 91 Figure 6: Level 0........................................................................................................................... 92 Figure 7: Level 1 Process New input............................................................................................ 93 Figure 8: Decision Tree Process 1.1 ............................................................................................. 93 Figure 9: Level 2 Process 1.1........................................................................................................ 94 Figure 10: Level 1 Manage VHS Inventory ................................................................................. 95 Figure 11: Level 1 Calculate Billing............................................................................................. 95
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1. Introduction 1.1 Executive Summary
Ms. Frauenheim, the CEO of Frauenheim Video Rentals (FVR), would like our company
to design a system that will be able to track and record all her day to day business operations.
The current system used by FVR is very inefficient and cannot keep up with the growing needs
of the business. Therefore, Ms. Frauenheim has allotted a budget of $150,000 to implement the
new system for FVR capable of meeting all of its requirements.
The new system will be capable of tracking the inventory of movies, automating the
billing procedure, recording customer information, maintaining food and beverage inventory,
and tracking performance of FVR’s employees. The system will also electronically assess any
late return fees for overdue movies. Implementing this new system will be vital to the overall
success of FVR and its growth because it will not only increase efficiency in almost all business
operations, it will also be able to support any expansion in clientele that FVR may experience.
The timeframe for this project will be a little over two months (September 25, 2006 to
January 12, 2007). During this period, our group will analyze and plan for the implementation
the new system. We will also train the employees of FVR on the simple operational guidelines
of the system.
The new system will implement a variety of new hardware items including three new HP
xw4400 workstations, two HP ProLiant servers, and three new NuRolPOS G15 15 " LCD
Touchscreen monitors just to name a few.
The estimated overall cost of implementing the project will be about $137,991. This is
comprised of about $120,891 in one-time costs and about $17,100 in recurring costs
(maintenance, etc.). Our group will charge $50,000 in total for our fees, which is included in the
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one time cost. This will leave the total cost well under the budget of $150,000. We believe that
keeping the total cost well below the budget is very beneficial to FVR, as it is a small and still in
its development phases. Our group only requests that FVR keep us in mind for all of its
technological needs in the future. In a year, FVR must rent out approximately 32,673 videos to
breakeven.
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1.2 Statement of Work Frauenheim Video Rental Prepared 10/26/06 Statement of Work Project Name Video Tracking System Project Manager: Yannick Baudru Customer: Management Project Sponsor: Mrs. Frauenheim Project start/ End Projected: 9/25/06 -12/4/06 Development Staff Database Manager: Joe George System Analyst: Binosh Samuel IT Analyst: Bien Tram 1.2.1 Project Description 1.2.1.1 Background
Mrs. Frauenheim, the CEO of Frauenheim Video Rental (FVR) wants a new system to
handle her business operations. Therefore we were asked to build, test, redesign, and
demonstrated a new system to her by December 4, 2006. The new system must also meet all her
specified system requirements within a budget of $150,000. In addition, the total cost of our
new system is $137,991, which is well under the budgeted amount.
1.2.1.2 Goal
This project will implement a video tracking system for FVR. This systems purpose is to
track inventory, billing, food products, and employee performance. Furthermore, it will catalog
multiple copies of videos and prevent inventory constraint by allowing employees to better
maintain and control the inventory. It will also recognize late videos and assess the late fees to
the customer accounts. As a part of FVR special promotion, the system will give a two day
grace period for current customers and a free two day rental for new customers. It will also
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differentiate between the type of food and beverages available in the inventory and keep track of
them. Lastly, the system will generate monthly financial and employee performance report for
the manager.
1.2.1.3 Objective
Creating a Video Tracking System that can efficiently run FVR’s business operations.
• Modification, tracking, and reporting of all videos
• Tracking foods and beverages
• Employee related activities
• Minimize human errors
• Provide more timely information
1.2.2 Phases of Work The following tasks and deliverable allow the client to better understand the project:
1.2.2.1 Phase 1
1.2.2.1.1 Planning
To build a system that will track video rentals for FVR. The timeframe is from
September 25, 2006 - December 4, 2006. During the planning phase, there are deliverables that
are due to make sure that work is coming according to speed. The delivery dates are as follows:
A Planning documentation that consists of Baseline project plan, Management Issues, Gantt
chart and Pert chart which are due on October 23, 2006. Per the Baseline project plan will
formulate three possible solutions to replace FVR's prior system. However, the decision was
made to implement the automated barcode tracking system because it meets all of FVR system
requirements. We also discuss about improvement on several management issues such as team’s
configuration, communication plan, project standard, and constraints, which can reduce the cost
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and time for the system development. Lastly, to create a Gantt chart and Pert chart to help
accurately allocate our time to different phases of the system development life cycle, this would
help the team finish the project on time.
1.2.2.1.2 Analysis
In the analysis phase, a statement of work, project scope, feasibility studies, process
model (DFD) and logic model will be prepared. This timeframe is from October 23, 2006 –
November 6, 2006. For the statement of work, important information about the work that will be
performed by our development team will be provided. This document will inform the client of
the overall progress and comprehensive analysis of the project. In addition, the project scope will
describe the problem FVR is currently facing and explain the benefits for implementing the new
system. For the new automated barcode tracking system, a data flow diagram (DFDs) and logic
models, which will decomposed to its processes will be shown and created.
1.2.2.2 Phase 2
1.2.2.2.1 Design
The timeframe for this phase is from December 5, 2006 – January 4, 2006. During the
design phase, there are deliverables due that will help understand and design a new video
tracking system. These deliverables consists of the Data Models, Table of Contents, Forms,
Reports, and Structure Chart. This will be done to design a system that tracks inventory, billing,
food’s products, and employee performance. Furthermore, it will catalog multiple copies of
videos. It will also recognize late videos and assess the late fees to the customer accounts. As a
special promotion for FVR, the system will give a two day grace period for current customers
and free two day rentals for new customers. It will also differentiate between the type of food
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and beverages available in inventory and keep track of them. Lastly, the system will generate
monthly financial and employee performance report for the manager.
1.2.2.2.2 Implementation
Installation will be completed by January 12, 2007. Time will be taken out to train all the
employees and management separately. It should only take one week to train all employees and
managers.
1.2.3 Measurable Success Indicators After a comprehensive analysis and planning for the new system, the new system will be
successful because it meets all system requirements specified by Mrs. Frauenheim. The new
system will assess any necessary fees, implement special promotion feature, automate inventory
tracking process, catalog multiple copies, and track employee performance.
1.2.4 Client Support
To keep client informed and involved with the project efforts, the team will take the
responsibility for determining appropriate time and communication method. If a problem with
the new system occurs, qualified IT personnel will be provided on the worksite to assist
employees and correct the problem. All FVR employees and managers are required to attend a
five days training sessions, so that they can understand how to use the new system. Workspace
and related equipment to support FVR training program will be provided. The classes shall be 5
hours long with no more than 5 employees in each session. A report will be send to Mrs.
Frauenheim, of any employee who does not successfully complete the training program. In
addition, a guarantee will be given that the training environment will be operational within 24
hours after the implementation of the new system.
1.2.5 Risk Plan
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During the development of the new system, there will be exposure to the following risk:
time constraints, budget constraints, the efficiency of the system performance, and the client’s
limited knowledge of the system. However, steps will be taken to reduce and eliminate these
risks by establishing a set of procedures and guidelines. To avoid time and budget constraints, a
Gantt and Pert chart, with a detailed capital budget prior to the planning phase will be created.
This will allow the foreseeing of the amount of time and budget needed to design and implement
the new video tracking system. Training sessions will be provided for FVR employees to
increase their knowledge of the system, which will create a smooth transition from the old
system to the new system.
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1.3 Statement of Project Scope Frauenheim Video Rental Prepared by Yannick Baudru Statement of Project Scope Date: October 23, 2006
General Project Information
Project Name: Video Tracking System Sponsor: Mrs. Frauenheim, CEO Project Manager: Yannick
1.3.1 Problem/Opportunity Statement
Frauenheim Video Rental has an old and obsolete video tracking system. Mrs.
Frauenheim, the CEO of FVR, feels that the current system does not help her daily business
operation. Therefore, she believes a new system with her specific system requirements will
enable her business to efficiently track inventory, billing, food, beverages, and employee
performance.
1.3.2 Project Objective
The project main objective is to design a system that will track inventory, billing, food,
beverage, and employee performance for FVR. Furthermore, after the two day rental period
expires on a video, each customer will be assessed two dollars late fee for each day thereafter.
This system will also maintain all customers account and award them two days grace period and
two free day rentals respectively, based on FVR special promotion. It will also track foods and
beverages in the store. Finally, managers will receive a monthly financial and employee
performance report, which is automatically generated by the system.
1.3.3 Project Description
The new system tracks current and old customers and increases the billing process
efficiently. Inventory such as videos, foods and beverages are tracked utilizing the barcode
technology to reduce human errors. Furthermore, the system tracks employee performance and
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financial figure. At the end of each month, it generates timely information such as employee
performance and financial report, which will then be presented to the manager.
1.3.4 Business Benefits
The new system will help reduce human error, increase flexibility, increase speed of
activity, and improve management planning and control. In addition, the FVR will be able to
efficiently track inventory, billing, food, and beverage, improve the reporting on financial result
and employee performance. The efficiency of FVR business operation will improve
tremendously resulting in an increase in productivity. Thus, FVR’s net income will increase
allowing it to gain more market share in the video rental industry.
1.3.5 Justification During the planning phase, comprehensive analyses of the system requirements was
made and arrived with three alternatives for the development of the new tracking system.
However, after a meticulous review of the alternatives, the decision was made that Alternative B
would be the most efficient system. The following are reasons to why the implementation of this
system will be a perfect solution to FVR problems:
• Satisfy all system requirements specified by the client
• Increase productivity due to an automated billing and inventory tracking process
• Cost effective
• Allow Manager to create budget and forecast business performance
1.3.6 Project Deliverables 1.3.6.1 Planning Documentation, October 23, 2006
The first deliverable is part of the planning phase which is compromised of the Baseline
Project Plan, Management Issues, Gantt and Pert Chart. These are all the deliverables that are
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due all together in order to make the planning documentation complete. The Baseline Project
Plan is a form that details the system requirement of the project. It has the most information on
the solution for the system requirement. Next is Management Issue which deals with certain
issues that occur in management such as communication problems, budget and time constraints.
Afterward, the Gantt chart, a graphical representation of the phase, shows all task and subtask in
the phases. It is done horizontally so that the work won’t overlap each other. Then it’s the Pert
Chart which is the last chart to complete. This is a diagram that shows the project tasks and their
relationships.
1.3.6.2 Analysis Documentation, November 6, 2006
The deliverable is a part of the analysis portion of the project. This part starts off with the
statement of work. Also a complete feasibility study was done for the following economic,
technical, operational, scheduling, political, legal and contractual. Data Flow Diagram (DFDs)
and logic modeling are the last part to make up this portion of the project.
1.3.6.3 Data Model Documentation, November 13, 2006
This deliverable will consist of Executive Summary, Table of Contents for Entire Project
submission, and Data Models. The Executive Summary is a brief document for the client that
describes what the project will consist of and outlines all required work to be done. In addition,
the Table of Contents will include all data elements in the entire project. The Data Model, a
graphical representation of the function of the system, will be consistent with previously
established DFDs.
1.3.6.4 Form, Reports and Structure Charts, November 20, 2006
This deliverable consists of System form, Report Screenshots, and Structure Charts.
1.3.6.5 Presentation Outline, November 27, 2006
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This deliverable consists of the outline detailing our team’s presentation. 1.3.6.6 Final Presentation and System Documentation, December 4, 2006
There will be a demonstration of the final prototype system, and complete system
documentation will be submitted.
Estimated Project Duration: September 25, 2006 - December 4, 2006
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1.4 Feasibility The new system is economically feasible because the cost to implement the new system
is below the allocated budget. The project risk involved in implementing the new system is
pretty low, so the new system is technologically feasible. In addition, the development team will
implement extensive procedures and policies to make sure that this project is operationally and
politically feasible. The project is on schedule because the timeframe of the project is within the
allocated time. (Refer to Section: 3)
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ID WBS Task Name Start Finish
1 1 Development IS system FVR Mon 9/25/06 Fri 1/12/072 1.1 Phase 1 Mon 9/25/06 Mon 12/4/063 1.1.1 Planning Mon 9/25/06Mon 10/23/064 1.1.1.1 Section 1 BPP Mon 9/25/06 Sat 10/21/067 1.1.1.2 Section 2 BPP Mon 9/25/06 Sat 10/21/0613 1.1.1.3 Section 4 BPP Mon 10/16/06Mon 10/23/0620 1.1.2 Analysis Tue 10/24/06Mon 11/27/0621 1.1.2.1 Analysis Documentation Tue 10/24/06 Mon 11/6/0634 1.1.2.2 Data Model Documentati Tue 11/7/06Mon 11/13/0638 1.1.2.3 Forms, Reports and strucWed 11/15/06 Mon 11/20/0643 1.1.2.4 Presentation Outline Tue 11/21/06Mon 11/27/0646 1.1.3 Creation Presentation Base Tue 11/28/06 Sun 12/3/0648 1.1.4 Baseline Project Plan Mon 12/4/06 Mon 12/4/0649 1.2 Phase 2 Tue 12/5/06 Fri 1/12/0750 1.2.1 Design Tue 12/5/06 Thu 1/4/0753 1.2.2 Implementation Fri 1/5/07 Fri 1/12/0755 1.3 IS system Delivery Fri 1/12/07 Fri 1/12/07
12/4
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23 26 29 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13 16 19 22 25 28 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12October 2006 November 2006 December 2006 January 2007
1.5 Schedule 1.5.1 Main Schedule
Figure 1: Summary schedule
1.6 Recommendation After reviewing FVR business operations and prior system, the recommendation that’s
being made is that Mrs. Frothier should find another video distributor which charges less for the
purchases of movies. In addition, FVR should expand its product line by offering DVD since
VHS may be rendered obsolete in a couple of year. The new system allows manager to evaluate
employee performance. Thus, the manager should give the employee with the best performance a
special bonus or employee of the month award because this will motivate other employee to
work harder, which will help increase productivity.
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2. System Description
2.1 System Alternatives
The systems development team has identified three alternative options for Ms.
Frauenheim, the owner of Frauenheim Video Rental. (Refer to Table: 1)
2.1.1 Alternative A – Automated Barcode Tracking System
The automated barcode tracking system would be a very drastic overhaul from the
current procedures. The system would require the installation and implementation of advanced
electronic equipment, as well as advanced training in order to operate the system at its fullest
extent. The barcode tracking system will utilize a barcode to track all inventory and customer
information. In addition, the process is automated and will allow employees to conveniently
track, update, and retrieve customer information. All inventory in the store will be ran through
this barcode system. This would include the movie inventory, and food & beverage inventory.
(Refer to Section: 2.2 System Descriptions Alternative A)
Advantages: It automates the tracking process which increases overall productivity. In
addition, it will decrease the amount of time that the manager will have to spend on tracking
inventory, employee performance, and business financial reports. This gives the manager more
time to overlook his employees and just keep the store running smoothly overall.
Disadvantages: This system will require hardware and software components that are
rather expensive. Also the acclimation process would be longer because the system will be more
advanced, therefore requiring more training and attention.
2.1.2 Alternative B – Automated Wireless Barcode Tracking System
There is a storeroom where the entire inventory is kept and every single video has a
unique barcode. The system will have a scanner which will scan the boxes that contain the video;
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when they arrive to the store from the distributor. Afterward, the employees will take the movie
out of the box and categorize them by genre in the stockroom. On the shelves in the store, empty
cases of the movies will be on display to show the customers the movie selections they can
choose from. There are touch screens in the store that will allow customers to browse what
movies are currently available. Every customer will have their own individual membership card
which they will use to checkout movies and make other transactions in the store. They will also
be able to credit money into their membership cards. This way, when the customer returns to
purchase a video they do not need cash or a credit card as a form of payment. In addition to
regular cashier registers, there will be portable handheld machine which employees can use to
make transaction using the membership cards. Each employee will have a unique identification
number where they can logon to the system. In addition, the system will track any task
performed by the employee when they log on. Every employee will also have an identification
card that will track their work schedule. The manager will have the ability to create a scheduling
system for his/her employees and have administrator access to employee’s logs as well. The
system will allow all workstation to wirelessly connect to the main database server, which
eliminate the needs for network cable and router.
Advantages: The billing process will be automated and more convenient for the
customers. The system will allow the customers more flexibility in choosing what movies they
want to rent.
Disadvantages: This system is highly effective and stable. However it is not very cost
effective or economically feasible given a budget of only $150,000.
2.1.3 Alternative C – Radio Frequency Identification Inventory Tracking System
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The radio frequency identification (RFID) tracking system uses RFID tags to store and
retrieve data, which allow employee to efficiently keep track of all inventories. All video case
and tape will be equipped with RFID tag. In addition, when customer rent a video tape, he or she
will insert the tape in a terminal’s slot. The terminal will read the attached RFID tag and
displays the rental fees, which allow the customer to pay the requested amount either by cash or
credit card. There will also be a RFID reader in the drop box to assess the necessary late fee to
the customer’s account. Also, the food and beverage product will be equipped with RFID. With
the information from the RFID tracking system, a financial and employee report will be
generated on a weekly basis for the manager of FVR. This will allow manager to forecast and
make intelligent business decision so that FVR can more productive in its business operation.
Advantages: A RFID inventory tracking system allows employees to track all video
rentals anytime and anywhere. It can reduce labor cost because it automates the billing and
tracking process.
Disadvantages: The RFID inventory tracking system is expensive and not cost effective.
Since RFID can track inventory at all time, customers may feel that it is an invasion of their
privacy.
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Table 1: Comparison of Alternatives
CRITERIA ALTERNATIVE A ALTERNATIVE B ALTERNATIVE C Requirement 1. Easy real-time entry of new data (automatic sharing of data)
YES YES YES
2. Real time data of inventory levels (automatic inventory update)
YES YES YES
3. Degree of speed MEDIUM MEDIUM HIGH
4. Tracking YES YES YES Constraints 1. Cost to develop $137,991 $140,000 $150,000
2. Operating costs $5,000 $15,000 $25,000
3. Ease of training FIVE DAY TWO WEEKS THREE WEEKS
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2.2 System Description Alternative A
The system in Alternative A will utilize barcode software that will track all inventories.
The video tracking system is broken down into various parts and processes to better explain the
overall system.
2.2.1 Inventory Tracking System
As videos come into the store from Davidson Distributors (DD), an employee will scan
and catalog multiple copies of the video by assigning each video title a specific identification
number. Afterward, the video identification number is assigned to each video case with another
unique barcode on it. This way, the system will know exactly how many movies it has in the
inventory and track the number of movies that are rented out. Since the movies are scanned and
automatically entered into the database, we then can find out the number of movies that have
been rented out and how many we have on the shelves. With this tracking system, we can also
follow the amount of pre-rented movies that are being sold and how many additional copies FVR
will need to order and keep in their inventory.
2.2.2 Billing Tracking System
Existing and new clients will be given a membership card that contains a unique barcode
number. The billing system will track current and new customers, by using the unique ID
barcode. In addition, this membership card will allow employees to track and rapidly access
customers’ information. (Refers to Section: 2.2.5 Customers Information)
The card will represent the logo of FVR, address, and contact information. In the case of
a video rental, the date and time will automatically be recorded into the system and a security
system will also be implemented. (Refer to Section: 2.2.7.4 Rental of a video) When the video is
rented the system will record the date and time and assess the rent fee of $3.99 for a two-day
19
period. If the date and time of the rental exceeds two days, the system will automatically charge
a late fee of $2.00 per day assessed to the client’s bill. The tracking system will also allow
employees of FVR to charge customers a $2.00 non-rewind fee if they failed to rewind their
videos upon return. There will be a return box that the employees will check every hour for the
customers, who would rather return the movies manually. As a special promotion, the system
will look at all customers prior to the implementation of the tracking system and allow them to
receive a one day grace period on late returns. As for new customers who will receive their
membership after the implementation of the tracking system, they will receive a free two-day
video rental.
2.2.3 Food Product Tracking System
The system will also use an electronic bar code scheme for the food inventory as well.
Instead of assigning each and every product a separate bar code, like the system does for the
movie inventory, there will only be one bar code for each product in the store inventory. For
example, all the Sweet Tarts would have one universal bar code, all the Almond Joy bars would
have another universal bar code, all the soft drinks would have their own universal bar code,
etc... The employees will implement this inventory using a manual scanner. By implementing an
electronic inventory management system, the store will be able to keep track of products more
accurately and efficiently. FVR would also be responsible for inputting the supply of food
products into an inventory. The management system that we recommend will allow them to see
exactly when supplies are running low and when they need to replenish their inventory. The
system will record the sales of food and drinks by using a scanner at the cashier, so that this
inventory can be tracked in real time. As far as the layout of the food inventory, it’s
recommended that all food and beverage products be placed around the checkout counters. Since
20
food and beverage are secondary items, the customer is not going to go out of his/her way to
purchase these items.
2.2.4 Employee Tracking System
Each employee will have a user account to access the system. They will be given an
identification number and a password to log on to the system. Their login information will be
required for every entry in the system and their logins will be recorded to keep track of all tasks
performed in the system. This way the manager can track the employee performance by the
number of transactions in the history log. At the end of each workday, the employees are
required to log out of the system. From the history log, the system will also automatically
generate a financial report and employee performance report monthly. There will be two separate
accounts for the employees and manager. The employees’ account will allow access to the
following information: number of movies rented out, customer information, and inventory. In
addition, the system will have a manager account that will allow them to access detailed
customer reports, employee work schedule and performance, inventory tracking and financial
reports.
2.2.5 Consumer Information
Each customer will be assigned a membership ID card. The system will record the
following information: first and last name, date of birth, address, rental history, methods of
payment, history of video, food and drinks purchased. This information will be used to generate
reports.
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2.2.6 Hardware and Software
FVR’s current hardware and software are outdated which may cause the system to run
inefficiently. The following table describes the hardware and software components required to
support the system:
Table 2: Hardware and Software Summary
Item Name # Units
Section reference Type Usage
Sever HP ProLiant 2 3.2.1.1 Hardware • 1 Hosts main application and
database • 1 Host backup
Workstation HP xw4400
3 3.2.1.2 Hardware
Supports day to day business processes. • 2 will be used at the cashier’s
machines. • 1 for the back office
Touch Screen P15BX 2 3.2.1.3 Hardware Used at the cashier’s machines for
easier interaction with the system
Hub HP ProCurve 4088 1 3.2.1.4 Hardware Links server and workstations
together, backbone of the network
Scanner
IDAutomation Plug 'n Play
USB Barcode Scanner
4 3.2.1.6
Hardware
Used to read the barcode on different items. Helps to facilitate data entry • 2 used at the cashier’s machines • 1 in the back office • 1 at the drop box
OS server
Windows Server 2003
Small Business
2 3.2.1.7 Operating System Operating system running the server
OS server Windows XP Professional 3 3.2.1.8 Operating
System
Operating system running on the workstations. Provides an easy to use interaction mode for the employees/customers with the system
Barcode Software Bar Tender 1 3.2.1.9
This software will be integrated to the system and used to generate barcodes for the movie covers
Software
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2.2.7 Processes Description
2.2.7.1 Inventory New Arrivals
The system will have a procedure for the implementation of new videos arrivals. This
procedure will allow the system to create a new product in the inventory with the title, number of
copies, genre, date of creation, actors, length, and generic barcode will be recorded. When new
arrivals arrive the system will start the inventory implementation, by first selecting the title and
then each video will be manually scanned.
2.2.7.2 Barcode Stickers
The system will use the barcode software to generate barcodes. Once barcodes are
generated, the system will print them on a precut sticker paper. The employees will them stick
them onto the cover. The barcodes will be used to identify a particular cover.
2.2.7.3 Assigning Video Cassette to Cover
After the video has been scanned into the system; the next step will be to assign each
video cassette to a specific clear case cover. This task will be done by first scanning the clear
case cover barcode and then the barcode of the video cassette. The video cassettes is then placed
in the clear case covers before they are arranged through out the store
2.2.7.4 Rental of Video
Once the customer has chosen their videos for rental, the customer will go to the
checkout counter where the employee will proceed with the transaction. At the counter, the
customer will be asked for their membership ID card by the employee. The card is then swiped
in order to retrieve their information. The system will record the title, date and time of the rental
and will also display the date and time by which the video is due with the regular or promotional
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fees. The customer will be charged at the time of the transaction and all future payment history
will be stored into the database.
2.2.7.5 Return of Rental
2.2.7.5.1 At The Cashier
The employee will first swipe the card of the customer and then scan the barcode on the
clear case cover. At this time the employee can verify if the video cassette matches the barcode
of the clear case cover and check to see if the cassette has been rewind. The appropriate non-
rewind fees will be charged to the customers account if its not. This process will also allow the
return in inventory of the video(s).
2.2.7.5.2 At The Drop Box
The drop box will consist of a scanner which will record the return. The scanner is linked
to the system which will generate the rental fees. The drop box will be checked every hour by the
employees; each video will be scanned in order to retrieve rental information. The employee will
check if the video has been rewind and assign the necessary fee. Any late and non-rewind fees
will be charged to the customers account.
2.2.7.6 Sale of Food and Beverage
2.2.7.6.1 Registered Consumers
The employee will first swipe the membership card and then the product. The system will
record the sales to the customer transactions history and implement the food/drink inventory. The
customer will be charged and all the billing and transaction information will be stored into the
database.
2.2.7.6.2 Unregistered Consumers
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The employee will first ask if the customer wants to become a member; if they do the
employee then proceeds with the registration process. In the sale of food and drink only the
employee will scan the products. The system will generate the bill, implement the inventory and
record the payment.
2.2.7.7 Registration Process
The system will have a registration procedure where the employee will be able to enter
all the necessary information and the membership card will be scanned and will be given to the
customer. (Refer to Section: 2.2.5 Customer Information). In the case of a lost or stolen card; the
system will be able to retrieve the customers’ information and will generate a new card.
2.2.8 Prototype Form
1. When employee logs on to the system, he or she must input their ID and password.
25
2. Employee will be brought to the Main Screen, after they login
3. If Employee clicks the Rental Button, this screen will appear.
26
4. When a consumer that is a member of FVR swipe his or her card, the system will go directly the New Rental/Sale screen.
27
4.1 If Employee clicks on the Extend Rental button, this screen will appear.
28
4.2 If Employee clicks on the Exchange Rental button, this screen will appear
5. If Employee clicks the Return Rental Button, this screen will appear.
29
6. If Employee clicks the Sale to Non-Member Button, this screen will appear.
30
7. If Employee clicks the Rental Report Button, this screen will appear.
31
8. When you click on the Consumer Button in the Main Window, this screen will appear:
9. If Employee clicks Add Consumer
32
10. If Employee clicks View Consumer, this screen will appear:
33
11. If Employee clicks Print Membership Application, a Membership Form will be printed out and given to non-consumer.
12. If Employee clicks Print Membership Card, a membership card will be designed and printed out, which will be given to non-member.
34
13. If Employee clicks Inventory in the Main Window, this screen will appear.
35
14. If Employee clicks the Add Video button, this screen will appear.
36
15. If Employee clicks the View Video button, this screen will appear.
37
16. If Employee clicks the Video Ordering button, this screen will appear.
17.1 If Employee clicks the Report Button, an order report will be printed out.
38
18. If Employee clicks the Inventory Video Report button, this screen will appear.
20. If Employee clicks the Add Product button, this screen will appear.
39
21. If Employee clicks the View Product button, this screen will appear.
40
22. If Employee clicks the Product Ordering button, this screen will appear.
23.1 If Employee clicks the Report button, a Product Order report will be printed out.
41
24. If Employee clicks the Inventory Product Report button, this screen will appear.
42
25. If Employee clicks the Barcode button in the main screen, this screen will appear.
26. If Employee clicks the Design Barcode, this screen will appear
43
27. If Employee clicks the Sci_Fi this screen will appear
28. If you click Special Promotion button in the main screen, this window will appear.
44
29. If you click the Search Video button in the main screen, this window will appear.
30. Manager needs to input his or her ID and password to login.
45
31. Manager will be brought to this Main Screen, after they login
32. If Manager clicks on the Price Adjustment button, this screen will appear.
46
33. If Manager clicks on the Inventory button, this screen will appear.
34. If Manager clicks the Video Inventory, this screen will appear.
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35. If Manager clicks the Product Inventory, this screen will appear.
36. If Manager clicks the Employee button, this screen will appear.
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37. If Manager clicks the Add Employee button, this screen will appear.
38. If Manager clicks the View Employee button, this screen will appear.
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39.1 If Employee clicks the Login History button, this screen will appear
50
39.1.1 If Employee clicks the print button, the system will print this report
40. If Manager clicks the Report button in the main screen, this screen will appear.
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42. If Manager clicks the Revenue Report button, the system will print this report
43. If Manager clicks the Rental Report button, the system will print this report
52
44. If Manager clicks the Sale Report button, the system will print this report
45. If Manager clicks the Employee Report button, the system will prompt you to enter the
Employee ID and the Range of Data to print.
53
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3. Feasibility Assessment 3.1 Economic Feasibility In order to determine the financial benefits and cost associated with the system
development project for Frauenheim Video Rental, there must me an overall economic feasibility
assessment. By estimating the tangible benefits, intangible benefits, one time cost and recurring
cost. From that the Net Present Value can be calculated for the system development project and
determine if it is profitable for FVR to invest in the project.
3.1.1 Tangible benefits
These are benefits that can be measured in dollars and with certainty. Assumption: No
income statement or balance sheet of FVR is presented, so the development teams estimates the
tangible benefit using financial information from companies that actually implemented the
barcode system.
Table 3 Tangible Benefits Year 1 estimated
A. Cost reduction and avoidance $15,000 B. Error reduction $21,000 C. Increase Flexibility $9,000 D. Increased speed of activity $19,152 E. Improvement of management planning or control $30,000 Total Tangible Benefits $94,152
3.1.1.1 Cost Reduction and Avoidance
The current FVR’s system requires employee to manually keep track of inventory, which
can be e a costly expense. For one thing, FVR must spend an extra $15,000 (the average salary
of a video rental clerk is $15,000) annually to hire an extra employee to help with the
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maintenance and tracking of its inventory. However, FVR can save $14,000 because the new
system automates the inventory tracking process.
3.1.1.2 Error Reduction
The amount of errors and mistakes employee commit due to a faulty tracking system can
be costly for FVR. For instance, employee may fail to catalog multiple copies of the video and
not rent out all of that particular video because some copies are left unaccounted for. In addition,
employee may have problem maintaining the account of customers with the same name, and
assign the wrong video to the customer’s account. Each mistake employees make cost FVR
approximately $7 and assuming that employees make 10 mistakes a day out of 300 days of
business operation. The amount FVR can benefit from the new system is $21,000 because the
errors will be greatly reduced due to a automate barcode process and less employee involvement
in the system.
3.1.1.3 Increase Flexibility
FVR can now charge $2.00 to customer with late and non-rewind video because of the
new and improve system. Therefore, FVR is more flexible in its business operation. In addition,
the new system allows FVR to implement a special promotion feature, which will help FVR
attract new customer and increase rental. The new system benefits FVR because it allows FVR
to be very flexible in its business operation, and the estimated benefit that FVR gains from the
new system is $9,000
3.1.1.4 Increase Speed of Activity
The current system does not have an automated billing and tracking process which can
decrease FVR’s rental and sale revenue. For example, if the speed of the video rental transaction
is slow then customers have to wait is longer, which can cause customers to be very dissatisfied.
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If customers are dissatisfied they may choose to rent their movies elsewhere and this can cause
FVR to lose a lot of revenue. The estimated number of customers leaving is approximately 200
per year, and if they rent out 24 movies a year at 3.99. FVR can potentially lose $19,152
annually due to the loss of its customer. Therefore, the new system will prevent FVR from
losing its customer by increasing the transaction process and the benefit amounts to $19,152.
3.1.1.5 Improvement of Management Planning or Control
Currently, FVR’s manager cannot evaluate employee performance because its current
system does not keep track of the transaction history. This can be detrimental to FVR business
operation because employees may purposely under-perform since they know that there are no
way for the manager to assess their overall performance. Thus, rental revenue will be lowered
because employees are not working hard enough. In addition, FVR’s manager has no way of
telling which type of movie is a hit among customer and may purchase the wrong movie. For
instance, assume that the sci-fi genre is being rented out the most and the horror genre is being
rented out the least. Nevertheless, FVR’s manager decides to purchase more horror movie
because there are no rental reports to tell him/her that the horror genre is not popular among
customers. The new system will allow manager to keep track of employee performance and
create a forecast of its business operation. As a result, the amount FVR benefits from the new
system is $30,000.
3.1.2 Intangible Benefit
This is a chart of all the benefits that are achieved with this system.
Table 4: Intangible Benefits
More timely information Faster decision making
Information processing efficiency Improved asset utilization Improved resource control Increased accuracy in daily operation
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These are benefits that can not be easily measured in terms of monetary units. The
system we plan to implement will help FVR in a lot of different business aspects. This system
will be vastly more efficient than what was previously available at FVR. As a result, employees
will be able to be more productive because they will spend less time on miniscule tasks that may
have previously taken away from giving the customers the help and attention they need. By
paying more attention to the customer, FVR will be able to build a stronger connection to their
clients and build a solid reputation.
3.1.3 Intangible Costs
These are costs that cannot be measured in terms of dollars or with certainty are the
following:
• Loss of customer goodwill
• Loss of employee morale
• Operational inefficiency
If FVR business process is inefficient, the customer may feel dissatisfied. For instance,
the customer may dislike having to wait a long time to complete a transaction. The employee
has to manually track all inventories and this can become a tedious work, and error may
occur. They might feel responsible and become discourage. Also, by manually tracking
inventory and allowing too much employee interaction, FVR will operate inefficiently due to
a high amount of errors committed by the employee.
3.1.4 Tangible Cost
These costs are items that can easily be measured in dollars and with certainty. They
include the following: hardware costs, labor costs, and operational cost such as employee
training.
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Table 5: Tangible Cost
Required Software Unit Price Required Hardware Unit Price
Windows XP (86 X 3) =$ 258
HP ProLiant ML310 G4 2.13GHz SAS Server
(2876 X 2)=$5752
Windows Server 2003 $1299 HP xw4400 Workstation Linux
SATA (1321 X 3)=$3963
Barcode Tender $199 HP L1706 Flat Panel Monitor $199
15 " LCD Touchscreen Monitor - NuRolPOS G15
(399 X 2)= $798
HP ProCurve Switch 408 8-Ports $88.99 HP Color LaserJet 1600 Printer $299 Handheld Barcode Scanner (119 X 4)=$476 Network Cables (10 X 6) = $60 Total Software Price $1,756 Total Hardware Price $11,635
3.1.5 One -Time Costs
The following one-time costs are associated with project start-up and system
development.
Table 6: One time Cost Breakdown
Year 0 Estimated A. Development Cost $50,000 B. New Hardware $11,635 C. New Purchased Software $1,196 D. Data and system Conversion Cost $2,500 E. User Training $1,000 F. Site Preparation $4,000 Total One-Time Cost $120,891
3.1.5.1 Development Cost
The development cost is the cost for the time the team spent creating a system that will
automate the inventory tracking process. In addition, the cost includes all the salary of the
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member who participated in the development of the project. The estimated development cost is
$50,000.
3.1.5.2 New Hardware
The hardware cost is the cost of buying new hardwares to run the new system. The
overall cost of purchasing new hardware is $11,345.
3.1.5.3 New Software Cost
The software cost is the cost of purchasing new software, which serve as the environment
for the new system. The overall cost of purchasing new software is $1,196.
3.1.5.4 Data and System Conversion Cost
This is the cost to convert the data from the current system to the new system and make
sure that the new system is compatible with the new operating system. The estimated cost is
$2,500.
3.1.5.5 User Training Cost
This is the cost to train FVR’s employee about the new system. Also, the development
team will spend one week to train employee and manager on the functionality and feature of the
new system. The estimated cost is $1,000.
3.1.5.6 Site Cost
The development team must rent a place and make the necessary preparation at the site to
train FVR’s employee. The estimated cost is $4,000.
3.1.6 Recurring Cost
The following cost will be recurring from the ongoing development and use of the new
system.
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Table 7: Recurring Cost Breakdown
Year 1 Estimated A. Application software maintenance $15,000 B. Incremental data storage: (50GB X 2) $100 C. Incremental Communication (data Transport lies) $1,000 D. New Software and Hardware leases $0 E. Supplies $1,000 Total Recurring Cost $17,100 Overall total cost $137,991.00
3.1.6.1 Application Software Maintenance
After the system implementation phase, the development will continue to maintain the
application and software running on the system. The estimated cost is $15,000.
3.1.6.2 Incremental Data Storage
As FVR business grows, the development must increase the data storage size. The
estimated cost is $100.
3.1.6.3 Incremental Communication
If FVR decides to eliminate network cable and upgrade to wireless or fiber optic cable,
the development team may incur an incremental cost communication cost. FVR may want to
upgrade its communication line for faster data transportation. The estimated cost is $1,000.
3.1.6.4 New Software and Hardware Leases
FVR will not incur any new software and hardware leases cost because the development
team are buying the software and hardware. They are not going to lease the software and
hardware.
3.1.6.5 Supplies
This is the cost of purchasing extra supplies such as membership cards, clear case covers,
and barcode scanners. The estimated cost is $100.
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3.1.7 Economic Analysis
Time Value of Money (TVM): Comparison of present cash outlays to future expected
returns. Refer to figure (2.6) *Key Assumption: This project will be for 5 years and discount at
10%.
Table 8: Time Value of Money
Frauenheim Information System Years of Project
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Totals Net Economic Benefits $94,000 $94,000 $94,000 $94,000 $94,000 Discount Rate (10%) 0.909090909 0.826446281 0.7513148 0.6830135 0.6209213 PV of Benefits $0 $85,455 $77,686 $70,624 $64,203 $58,367 NPV of all Benefits $0 $85,455 $163,140 $233,764 $297,967 $356,334 $356,334 One Time Costs ($120,891) Recurring Costs ($17,100) ($17,100) ($17,100) ($17,100) ($17,100) Discount Rate (10%) 0.909090909 0.826446281 0.7513148 0.6830135 0.6209213 PV of Recurring Costs $0 ($15,545) ($14,132) ($12,847) ($11,680) ($10,618) NPV of all costs ($120,891) ($136,436) ($150,569) ($163,416) ($175,096) ($185,713) ($185,713) Overall NPV $170,621 Overall ROI 92%
The net present value is $170,621. Since the NPV is greater than zero, Mrs. Frauenheim
should invest in the project.
3.1.8 Breakeven Analysis
The amount of unit FVR has to rent out in order to break even. Assumption: The
breakeven analysis will only include movies rented as the main source of revenue, and exclude
sale of movies and food & beverages. Also, the variable cost per unit only contains the cost
associated with renting the movies out. FVR is projected to rent out 60,000 videos in Year 1 and
an increment of 10,000 videos for each year thereafter, at a price of $3.99. The variable cost per
unit is expected to be $.29 and the fix cost is $120,891.
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Table 9: Breakeven Point
Year 1 Year 2 Year 3 Year 4 Year 5 Price Per Unit $3.99 $3.99 $3.99 $3.99 $3.99 Unit Rent 60,000 70,000 80,000 90,000 100,000 Revenue $239,400 $279,300 $319,200 $359,100 $399,000 Fixed Costs ($120,891) ($120,891) ($120,891) ($120,891) ($120,891) Variable Costs ($17,400) ($20,300) ($23,200) ($26,100) ($29,000) Taxes (40 percent) $40,443.60 $55,243.60 $70,043.60 $84,843.60 $99,643.60 NET INCOME $60,665 $82,865 $105,065 $127,265 $149,465
Using the above information, we calculate the breakeven point as follows:
• Breakeven = (fixed costs) divided by (price per unit minus variable costs per unit) • Breakeven = (120,891)/(3.99-.29) • Breakeven = 32673 videos
Looking at the year 1 income statement, we can verify the Breakeven Analysis:
Table 10: Year 1 Income Statement
Year 1 Revenues $130,365Fixed Costs ($120,891)Variable Costs ($9474)Taxes 0NET INCOME $0
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3.2 Technical Feasibility 3.2.1 Hardware Description 3.2.1.1 Server
Table 11: Sever Description
Items Cost HP ProLiant ML310 G4 2.13GHz SAS Server $1,549.00 HP ProLiant ML310 G4 Server Dual-Core Intel® Xeon® Processor 3050 (2.13 GHz, 2MB L2 Cache, 65 Watts, 1066MHz FSB)
HP 1GB UB PC2-5300 1x1GB Memory HP 8 Port Internal SAS Controller (in a slot) Embedded NC320i PCI Express 10/100/1000T Gigabit network adapter 48x IDE (ATAPI) CD-ROM Drive HP Non-Hot Plug Power Supply 410W Integrated Lights Out 2 (iLO 2) Standard Management 1-year limited warranty, parts only. HP 250GB SATA 1.5Gb 7,200 rpm 1" Hard Drive $199.00 HP Care Pack, 5 Years, 4 Hours, 13x5, ProLiant ML310 $790.00 HP L1506 15-inch TFT Flat Panel Monitor - Analog only $209.00 Microsoft® 5 User Client License Pack for Windows® Server 2003 $129.00 SUBTOTAL $2,876.00
This server will be able to support the system for the next five years. The choice of HP as
the provider for the server is to several factors. HP is a leader on this market and had proved the
reliability of its products as well as the services it provides. This server can be updated as the
future needs of the system increase in term of data storage and speed system requirement.
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3.2.1.2 Workstations
Table 12: Workstation Description
Unit Cost Items $942.00 HP xw4400 Workstation Linux SATA
HP Installer Kit--Drivers only, Linux OS not included HP xw4400 Localization kit Intel® Core™ 2 Duo E6300 1.86 GHz, 2 MB, 1066 MHz FSB NVIDIA Quadro NVS 285 128MB PCIe HP 512MB (2x256) DDR2-667 non-ECC RAM HP 80GB SATA 3Gb/s 7200 1st HDD HP 48X CD-ROM 1st Drive No Floppy disk option HP PS/2 Standard Keyboard HP PS/2 Scroll mouse HP L1506 15-inch TFT Flat Panel Monitor - Analog only Integrated High Definition audio with Jack Retasking technology 3 years parts, labor and onsite service (3/3/3) standard warranty. Certain restrictions and exclusions apply.
$379.00
SUBTOTAL $1321.00
This workstation will provide a reliable tool to support day to day business operations for
a 5 year period. This product is up gradable for the future needs of the system. It provides all the
I/O necessary to support a touch screen and a scanner.
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3.2.1.3 Touch Screen
Table 13: Touch Screen Description
This touch screen is designed for retail stores. It is built with a heavy duty screen. The
screen is compatible with the workstations and offers several I/O for further use.
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3.2.1.4 Printer
Table 14: Printer Description
Items Unit Cost HP Color LaserJet 1600 printer $299.00 Power cable; user guide; printer software; Getting Started Guide; output tray extension; paper tray cover; four, 1000-page HP Color LaserJet print cartridges (1 each: black, cyan, magenta, and yellow)
Up to 8 ppm Up to 8 ppm Manual (driver support provided) Up to 20,000 pages/month Up to 250 / Up to 500 Up to 125/Up to 125 Letter, legal, executive, envelopes (No. 10, Monarch) 16 MB/16 MB Hi-Speed USB 2.0 port Black - Up to 600 x 600 dpi / Color - Up to 600 x 600 dpi (HP ImageREt 2400, Ultraprecise toner, HP edge-enhancement technologies)
250-sheet input tray; 125-sheet face-down output bin SUBTOTAL $299.00 The printer will assure the day to day printing needs for business management. The
definition of the printer is precise enough to print the cover barcodes.
3.2.1.5 The Hub
Table 15: Hub Description
Items Unit Cost $88.29 HP ProCurve Switch 4088 ports 8 ports $88.29 SUBTOTAL
The hub provides 8 ports to link all workstations, server and printer. Its supports several
configurations in case of further needs.
3.2.1.6 Scanner
Product Name: ID Automation USB Barcode Scanner
Unit Price: $119.00
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Specifications:
• Performance of a laser scanner with no moving parts to wear out.
• Plug 'n Play, one step installation without powering down the PC.
• Built-in decoder sends data to the PC as if barcode is typed in from the keyboard.
• Reads all popular barcodes including Code 39, UPC, EAN, Code 128 & Interleaved 2 of
5.
• Power is supplied by the USB connection, perfect for laptop use.
• Dependably scans barcodes 4 to 32 mils in size.
• Can be programmed to scan function keys from barcodes.
• Emits high intensity red aiming beam.
• 2005 Sunrise Compliant.
3.2.1.7 Windows Small Business Server 2003 R2
Price: $1299.00
Windows Small Business Server 2003 R2 provides a known and easy way to support the
system. It is full compatible with the HP server chosen.
3.2.1.8 Windows XP Pro
Price: $86.00
Windows XP Pro is the necessary client OS for Windows Small Business Server 2003
R2. It provides a known environment for technical and end user.
3.2.1.9 Barcode software: Bar Tender
Bar Tender has many advanced features that make it easy to design and print simple or
even very complex labels quickly and efficiently.
• Ease of use: Create professional labels with minimum practice.
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• Reliability: Bar Tender is a polished, complete, and stable program.
• Advanced design tools: Quickly insert, size, and align design elements including text,
barcodes, and graphics.
• Visual Basic Scripting: Manipulate data automatically within the label and avoid the
need for external programs or manual entry.
• Sophisticated database access: Pull variable data from multiple existing databases at
print time; eliminate double entry of data.
• External control interfaces: Use Bar Tender as a print slave, adding automatic barcode
label printing to your system with minimal programming effort.
• Broad printer support: Bar Tender can print barcodes on any installed Windows printer
with graphics capability and to many types of thermal and thermal transfer label printers.
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3.2.2 Summary of Hardware and Software
Table 16: Summary of Hardware and Software
Item Name # Units
Section reference Type Usage
Sever HP ProLiant 2 3.2.1.1 Hardware • 1 Hosts main application
and database • 1 Host backup
Workstation HP xw4400
3 3.2.1.2 Hardware
Supports day to day business processes. • 2 will be used at the
cashier’s machines. • 1 for the back office
Touch Screen P15BX 2 3.2.1.3 Hardware
Used at the cashier’s machines for easier interaction with the system
Hub HP ProCurve 4088 1 3.2.1.4 Hardware
Links server and workstations together, backbone of the network
Scanner
IDAutomation Plug 'n Play
USB Barcode Scanner
4 3.2.1.6
Hardware
Used to read the barcode on different items. Helps to facilitate data entry • 2 used at the cashier’s
machines • 1 in the back office • 1 at the drop box
OS server
Windows Server 2003
Small Business
2 3.2.1.7 Operating System
Operating system running the server
OS server Windows XP Professional 3 3.2.1.8 Operating
System
Operating system running on the workstations. Provides an easy to use interaction mode for the employees/customers with the system
Barcode Software Bar Tender 1 3.2.1.9
This software will be integrated to the system and used to generate barcodes for the movie covers
Software
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3.2.3 Risk Assessment
Table 17: Summary of Hardware and Software
Factor Description Level of risk 4 members on the Project team Low Project duration 109 day Medium 1 department involve Very Low Project Size
30 days required to program Low New system Medium – High New operational structure New Procedure Very High New IS environment High management commitment Very low
Project structure
Low use of end user information High Familiar with OS server and workstation Low Development group Non familiar with proposed application area High
User Group Non familiar with system development process Medium Familiar with similar type of IS Low
The development team will address potential technical risks that may occur throughout
the project by examining four primary factors: project size, project structure, the development
group’s experience with the application and technology area, and the user group’s experience
with development projects and application area. For one thing, the project size is small, so the
risk is relatively low. The project structure will be exposed to a high risk because the
development team is implementing a new information system environment. The development
team strong understanding of the target hardware, software, and operating environment of the
new system definitely can avert potential technical risk. The development team chose Microsoft
Window Server 2003 as the operating environment because it is much easier to train the
employee, which can lower the risk of user being unfamiliar with new operating environment.
Overall, the technical risks associated with the implementation of the new system are relatively
low. The project is relatively small project. The basic data for the system is readily available so
the creation of the system will not be a large undertaking. The requirements for the project are
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highly structured and easily obtainable. There is a detail description of the system requirements
for Frauenheim Video Rental. The development group is familiar with the technology that will
be used to construct the system. The employees are familiar with the application area since FVR
old system also uses Window as its operating system.
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3.3 Operational Feasibility Based on the system requirement Mrs. Frauenheim provided, a new system will be
designed and implemented which will address the various operational problems that FVR
encounters daily. Thus, the new system will solve the following operational problems:
• Inadequate tracking of late return and inability to efficiently assess fees
• Does not catalog multiple copies and poor inventory control
• Incapable of adding, modifying, tracking and reporting of all video rental activities.
All FVR’s customers will have an account with a special identification number in the
system, which allow employee to track current and new customers just by looking at their
account. For any late return and non-rewind videos, customers will be assessed a fee which will
be charged to their account.
The system will track all VHS, food and beverage products through their unique barcode
number. This way employee can account for duplicate copies and avoid understating their
inventory. In addition, the system will determine FVR maximum capacity to hold VHS, food and
beverage products in its inventory. This information will be reported to the manager, which will
allow him/ her to make an accurate order to the video distributor. Consequently, manager will
have more control over the inventory maintenance, reduce cost, and avoid inventory constraint.
The new system will also assign a unique logon number and password for each employee
so that his / her performance can be measured appropriately. The system will be able to generate
reports with employee names along with the date and time of every transaction. Additionally,
managers will have a separate manager account which will allow them to view the employee
performance and financial report. These reports can both allow the management to view his / her
employees’ performance and analyze certain trends of the clients.
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3.3.1 Data Dictionaries of FVR’s Business Operation 3.3.1.1 Consumer Details
Table 18: Consumer Details
Field Name Data Type Field Size Description
Membership No Number 8 8 digit Number
Surname Text 25 Last name of customer First Name Text 20 First name of customer Street/Number Text 30 Street name and number City Text 25 City Zip Code Number 6 4 digit number Phone No (W) Text 12 No spaces, bracket Phone No (H) Text 12 No spaces, brackets ID License Text 10 Drivers license ID no Other ID Text 10 Type of ID eg MasterCard Password Text 10 Max of 10 characters
3.3.1.2 Video
Table 19: Video
Field Name Data Type Field Size Description Video Case Number 10 Unique Number for each Video Cover Video number Number 7 Number to indicate film Name of Video Text 25 Title of film No of Copies Text 20 No of copies for rent
Film Type Code Text 30 1 or 2 letters to represent film type eg A for Action
Data Released Text 25 Year, eg 1999
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3.3.1.3 Rents Table 20: Rents
Field Name Data Type Field Size Description
Date Borrowed Date dd/mm/yy Date the video was borrowed
Video number Number 7 Number to indicate film Video Case Number 10 Unique Number for each Video Cover
Membership No Number 8 Number up to 5 digits
Date Due Date dd/mm/yy Date the video is due back
Overdue Boolean Y or N
Non-rewind Boolean Y or N
Date Returned Date dd/mm/yy Date the video is actually returned
Fine Currency 5 Amount base on the No of overdue and non-rewind video
Rent Price Currency 5 Price of each movie rental 3.3.1.4 Sales
Table 21: Sales
Field Name Data Type Field Size Description
Date Sold Date dd/mm/yy Date the video or food and Beverages was sold
Video number Number 7 Number to indicate film Product ID Number 10 ID of product
Membership No Number 8 Number up to 5 digits
Sale Price Currency Amount base on cost of the video or food and beverages 5
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3.3.1.4 Food and Beverage Products
Table 22: Food and Beverage Products
Field Name Data Type Field Size Description
Product ID Number 10 ID of product Product Type Text 15 Type of product Product Name Text 25 Name of Product No of Copies Text 20 No of product Products Price Text 20 Cost of product
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3.4 Schedule Feasibility 3.4.1 Gantt Chart
Figure 2: Gantt Chat
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3.4.2 Pert Chart
Figure 3: Pert Chart
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3.5 Legal and Contractual Feasibility It is imperative to assess any potential legal/contractual ramifications due to the
construction and implementation of the proposed system at Frauenheim Video Rentals (FVR).
Although the developers of the new system have devoted a significant amount of time and
financial resources to create a quality product, it is the users who must assume the risk of
utilizing the system for maximum potential. We cannot be held responsible for the lack of
ordinary care in analyzing and decision making by the users. The users will also be responsible
for the maintenance and upkeep of the system.
All material contained in the proposed system is protected by copyright and licensed to
our developers. No part of the system may be reproduced or implemented without prior consent
from our developers. The actual usage ownership will belong to Frauenheim Video Rentals;
however, the developers reserve the right to reuse any codes or applications for future projects.
We will not be liable for any unauthorized installation of software that may cause damage to the
proposed system. The developers also require that all employees of FVR sign a non-disclosure
statement barring them from sharing any information about the system to outside sources.
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3.6 Political Feasibility The key stakeholder in Frauenheim Video Rentals, this includes Ms. Frauenheim and all
employees of FVR, should actively participate in any and all Joint Application Design (JAD)
sessions that may be held. This participation will be imperative to the success of the system as it
will give the actual users a chance to input their thoughts and propose any added requirements
that needs to be met. The proposed system should be viewed as an opportunity for FVR to
operate more efficiently, but also to increase clientele base due to the high capabilities of the
system.
3.6.1 Organizational Chart
Figure 4: Organizational Chart
CEO Maxine Frauenheim
Full Time Employee
Full Time Employee
Part Time Employee
Full Time Employee
Full Time Employee
Project
Development Team
Part Time Employee
Part Time Employee
The organization chart above shows the key figure in FVR Information System
development project. Mrs. Frauenheim, the CEO of FVR, has total power over all business
decision, thus her full commitment and cooperation is essential for the success of the system. In
addition, the project development team will be primary responsible for the development of the
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project and report directly to Mrs. Frauenheim for any major decisions. An interview of all
employee will be conducted, which will allow a better understanding of the prior system
Therefore, the development team will be able to make the necessary changes in the new system
to increase its efficiency and meet all specified system requirements.
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4. Management Issues 4.1 Team Configuration and Management
The systems development team is composed of four individuals with decision-making
roles. The team includes a Project Manager, Database Manager, Systems Analyst and IT
Analyst. To create the system we, as a team, will work on the system development life cycle
including planning, analysis, design, and implementation phases.
Project Manager: Yannick Baudru will oversee the systems development process. His
responsibility and in the team is to plan, facilitate team meetings, maintain a systems
development timeline, create schedules, and allocate the financial budget. In addition, he will
also assist with the system design.
Database Manager: Joe George is responsible for the consistency and integrity of database
information and that the data is backed-up on a daily basis and stored in a different location,
which safeguards the data for future recovery in case of a system break down or glitch.
Systems Analyst: Binosh Samuel will ensure that all of Mrs. Frauenheim's problems and system
requirements are addressed and solved in the new system. He will have a major role in the design
and development process of the system. In addition, he will assist with some programming
aspects related to the system’s design.
IT Analyst: Bien Tram will also assist with the decision making of the project. He is mainly
responsible for programming, converting system specifications into codes, and ensuring that the
system runs efficiently and effectively.
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4.2 Communication Plan
4.2.1 External Communication
Team members are analyzing the client’s problems and system requirements by meeting
in person to generate ideas on an option that will address all the client’s problems. In addition,
they will also meet in person with the client to discuss the progress of the Baseline Project Plan
(BPP). A fiduciary contract is created and meetings are scheduled with the client, management,
and development group to review the BPP and to assure that the proposed selection conforms to
system requirements. Also, the contract will try to make all relevant parties comprehend and
agree with the information contained in the Baseline Project Plan. The Development Team will
meet with the client for a formal review of the project after each subsequent phase (as shown on
the project schedule) to make sure that all aspects of the project are satisfactorily accomplished
before assigning additional resources. Finally, the team will present the final project to the client
and show a prototype of the system to be implemented.
4.2.2 Internal Communication
The main project is host on a common server:
• ftp://dunx1.irt.drexel.edu/MIS342%20project/
Each member has a repertory assigned which allows them to post their work. There is a repertory
call “Main Project” which hosts the final deliverables.
The main communication mean is done by e-mail; in addition the team is using phone calls and
instant messengers when the situation is appropriate. The following table defines the contacts
information:
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Table 23: Team Contact Information
Name E-mail Telephone number AIM ID
Yannick Baudru [email protected] 267-456-8534 Yannick127
Joe George [email protected] 215-787-4782 JG7854
Binosh Samuel [email protected] 215-387-5498 Binosh782
Bien Tran [email protected] 215-789-2587 BT215
The meetings are schedule in advance and a meeting report planning / report is generated (Refer
to Section 4.4.1)
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4.3 Project Standard and Procedures
The team’s main objective is to keep the client satisfied by delivering a system that
performs efficiently with minimal defects. The team’s focus is to develop and provide an
effective system which will meet the client’s specifications. To meet the demands and system
requirements of the client, a good communication line is essential to develop an efficient system.
The client’s feedback is very critical because it is needed to conduct an overall evaluation on
how to make an improvement in the system. To have a long term relationship with the clients, it
is important to promptly respond to the client’s needs and make relentless endeavors to reduce
inefficiency by examining all factors.
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4.4 Other Project-Specific Topics
In reviewing the planning for the development of the system, some of the issues relevant
to be taken into consideration are time and budget constraints, customization of a newly
developed system environment that will provide support for the compatibility with the current
operating system on each workstation, the efficiency of the system performance, and the client’s
limited knowledge of the system. The time constraints will limit the team’s ability to conduct a
thorough research and studying of many different products before making a determination on
which type of system will be implemented. The budget constraint will limit the team’s resources
needed to set up a system that will outperform the prior system that was already in place.
Essentially, the team’s ultimate goal is to develop a cost effective system in a shortest period of
time.
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4.4.1 Technique Documentation
4.4.1.1 Context Diagram
Figure 5: Context Diagram
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4.4.1.2 Data Flow Diagram Level 0
Figure 6: Level 0
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4.4.1.3 Data Flow Diagram Level 1: Process New Input
Figure 7: Level 1 Process New input
4.4.1.3.1 Logical Modeling Process 1.1
Figure 8: Decision Tree Process 1.1
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4.4.1.4 Level 2 Process 1.1 Create New Consumer
Figure 9: Level 2 Process 1.1
4.4.1.4.1 Structured English Level 2
4.4.1.4.1.1 Process 1.2.1
IF consumer request membership THEN DO enter Consumer Information ELSE DO nothing
4.4.1.4.1.2 Process 1.2.2
SCAN ID member card
4.4.1.4.1.3 Process 1.2.3
READ Consumer Information READ ID member ASSIGN ID member to Consumer Information RECORD new consumer GIVE card to new consumer
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4.4.1.5 Level 1 Manage VHS Inventory:
Figure 10: Level 1 Manage VHS Inventory
4.4.1.6 Level 1 Calculate Billing
Figure 11: Level 1 Calculate Billing
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4.4.1.6.1 Decision Table Process 4.2.X
Table 24: Process 4.2.X Decision Table Rent
Process Rule A B C D New Member Yes Non Yes Non Member Non Yes Non Yes Rent video X X X X Promotional Period Yes Yes Non Non 2 day free rent X Regular price rent X X rent + 1 day grace period X
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4.4.1.7 Entity Data Relationship
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4.4.1.8 Data Structure Diagram
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4.4.2 Meeting Report Form
Meeting Title
Minutes [Meeting Date] [Meeting Time] [Meeting Location]
MEETING CALLED BY
TYPE OF MEETING
ATTENDEES
Agenda topics [Time allotted] [Agenda topic] [Presenter]
DISCUSSION
CONCLUSIONS
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
[Time allotted] [Agenda topic] [Presenter]
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4.4.2.1 Reports
Project Initiation
Minutes 26 Sept 2006 4:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 2 hour Project initiation \
DISCUSSION Review requirement, main feature of system, regular schedule meting
CONCLUSIONS Meeting every Tuesday 4:pm and Saturday if needed
Agree on main feature of system.
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
Baseline Project Plan, Project Scope Bien, Joe, Binosh 4 Oct 2006
Gantt Chart Yannick 4 Oct 2006
Review Doc
Minutes 4 Oct 2006 6:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 1 hour First part of deliverable
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Project Initiation
Minutes 9 Oct 2006 2:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 2 hours Development project \
DISCUSSION Develop new feature, review Gantt Chart
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
Baseline Project Plan, Project Scope development Bien, Joe, Binosh 20 Oct 2006
Gantt Chart changes, Pert Chart Yannick 20 Oct 2006
Review Doc
Minutes 20 Oct 2006 6:00 PM Online
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 1 hour First part of deliverable
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Development second deliverable
Minutes 24 Oct 2006 4:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 2 hours Planning next deliverable
DISCUSSION Initiation feasibility, DFD context diagram, level 0, planning for next deliverable
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
Executive Summary, Statement of Work Joe, Binosh 4 Nov 2006
Feasibility Study Team 4 Nov 2006
DFD, Logical Model Yannick 4 Nov 2006
Review Doc
Minutes 5 Nov 2006 6:PM Online
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 2 hours Review deliverable
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Development of Third Deliverable
Minutes 7 Nov 2006 4:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 2 hours Planning next deliverable \
DISCUSSION Data Models, Table of Contents for Entire and creation main document
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
Data Models Yannick 11 Nov 2006
Table of Contents for Entire and Creation of Main Document
Joe, Binosh, Bien 11 Nov 2006
Review Doc
Minutes 11 Nov 2006 6:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 1.5 hour Review deliverable
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Development of Fourth Deliverable
Minutes 14 Nov 2006 4:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 2 hours Planning next deliverable \
DISCUSSION System Form, Report Screenshots, Structure Charts and review past deliverable
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
System Form, Report Screenshots Bien, Joe 18 Nov 2006
Structure Charts Yannick 18 Nov 2006
Review Past Deliverable Joe, Binosh 18 Nov 2006
Review doc
Minutes 18 Nov 2006 6:00 PM Online
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 2 hour Review deliverable
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Development Fifth deliverable
Minutes 21 Nov 2006 4:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 1 hour Planning next deliverable \
DISCUSSION Outline Presentation
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
Outline Presentation team 26 Nov 2006
Review doc
Minutes 26 Nov 2006 6:00 PM Online
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 0.5 hour Review deliverable
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Development Final document Minutes 28 Nov 2006 2:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 3 hours
DISCUSSION Review and correction of final document
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
Outline Presentation team 30 Nov 2006
Review doc
Minutes 30 Nov 2006 6:00 PM Online
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 3 hours Entire final version document
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Development Presentation
Minutes 31 Nov 2006 4:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 1 hour Planning next deliverable
DISCUSSION Creation presentation, organization of work load
ACTION ITEMS PERSON RESPONSIBLE DEADLINE
Creation Presentation team 3 Dec 2006
Review doc
Minutes 4 Dec 2006 2:00 PM Library
Group MEETING CALLED BY
Discussion TYPE OF MEETING
ATTENDEES Group
Agenda topics 4 hours Review entire final version document
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