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IST 420
Kaitaia Publishing Collective
Milestone #1
Team 1: Aaron Benfer, Winston Edmonds, Frederic Kouame, Jamie Reep, Bruce Volpe
& Lindsay Wells
November 11, 2012
Background
Kaitaia Publishing is small organization specializing in publishing books by New Zealand authors. The recent improvement in the
economic climate has caused sudden growth. In the last few years, Kaitaia Publishing Collective has grown from a small voluntary
organization with a small budget to become a viable publishing house. Expansion means that the Collective is faced with making
decisions to put its organization on a sound footing for the future. The project team will investigate the current system, identify
opportunities for improvement, and develop a concept for the new system.
Current System
The sections below seek to outline the current business and IT processes, their problems, opportunities for improvement, their
importance to the project, and any associated constraints. Software Unlimited and its employees will reference this document to
ensure understanding of Kaitaia Publishing’s business and to provide overall direction throughout the lifecycle of the project.
Publishing Program
Kaitaia Publishing Collective members meet on a monthly basis to review the publishing plan for the year. They receive an update on
titles in progress, and discuss proposed titles to be added to the publishing schedule. The selection is based on the manuscripts on
hand, the economic viability of a book and the members’ assessment of public interest in the subject.
1. Problems
a. Rely on manuscripts which have been received.
b. Does not keep up with local trends by researching the local book buying market.
c. ISBN numbers are sometimes not unique. Costly reprinting of the cover and first pages is required in this situation.
2. Opportunities
a. Build proactivity by soliciting works in subject areas identified to be of current public interest.
b. Develop customer special interest lists and target those with particular interests as and when publications become
available.
c. Incorporate ISBN usage and tracking in new system.
3. Constraints
a. None identified.
4. Importance
a. The problems associated with the publishing program are costing the Collective lost revenue when not considering the
local book buying market.
b. Without incorporated ISBN usage, the Collective is losing money when they are forced to reprint the cover and first pages
due to non-unique ISBN numbers being used.
Manuscript Appraisal
The eight Collective members share the task of manuscript assessment, assigning manuscripts to members on the basis of a
member’s interest and availability. First, the member must decide whether the manuscript fulfills its criteria for publishing: it must
be about some aspect of New Zealand society, environment, history or culture. If not, the manuscript is returned immediately with a
letter of rejection. If the manuscript fulfills the main criteria, it is assessed for marketability and general value. Sometimes
suggestions for improvement or changes of emphasis are suggested to the author who is then requested to resubmit the manuscript
at a later date. Otherwise, if all is well, initial cost estimates for publishing, printing, marketing and distribution are made. Should the
Collective decide to go ahead and publish, a letter of acceptance together with an offer of contract is returned to the author. If the
author agrees, the General Manager negotiates a final contract, with a time-scale for publishing, a formula for royalties, and terms
and conditions. Both the Collective and the author must retain copies of each contract. A separate contract is required for each book
published. Contract details typically vary from author to author, and even from book to book by the same author. Where there are
two or more authors for a single book, a separate contract must be made with each author.
1. Problems
a. Ineffective contract management. Contract work takes a lot of time and often lose filed copies of contracts.
b. Lost manuscripts - receives manuscripts, and distributes them as directed by other staff, but doesn’t keep any record
of what manuscripts have been received or where they have been sent.
c. Inefficient system.
d. The number of different contract formats is confusing, particularly when one author has two or more different
contracts for different books.
e. Collating monthly financial information for financial statements is a time consuming manual process.
2. Opportunities
a. Implement contract management and deliverable tracking.
b. Implement manuscript tracking.
c. Streamline and improve the process.
d. Implement standard contract formats.
e. Automate monthly financial statement preparation.
3. Constraints
a. None identified.
4. Importance
a. Without proper tracking of manuscripts, author’s works are lost or misplaced, further costing the Collective revenue
both in terms of lose of the work but also in time lost when an employee is forced to extensively search for the lost
manuscript. This would also lower the risk of litigation by an author whose work was lost or misplaced.
b. An automated system would increase efficiency in collating monthly financial information, saving the Collective
money.
Cost Estimates and Time Schedules
At this stage a typesetter and printer is selected. Occasionally for each job quotes are collected from at least 3 different typesetters
and printers and the appropriate ones are chosen. When the completed manuscript is ready, it is sent to the chosen typesetters who
lay out the manuscript. Initial page proofs are returned to Kaitaia Publishing Collective who checks the style and format of the
galleys before giving the author an opportunity to comment. Once all parties are satisfied the proofs are returned to the typesetters
for the final assembly and then supplied to the printers who physically print and bind the publication. The completed books are
returned to Kaitaia Publishing Collective for distribution to retail outlets throughout the country.
1. Problems
a. Must keep track of what illustrations and art materials accompanied the manuscript to the typesetters so that all
originals are returned to the author.
2. Opportunities
a. Implement illustration and art materials tracking.
3. Constraints
a. None identified.
4. Importance
a. Tracking of illustrations and art materials tracking will ensure that an author or illustrator receives their returned
material in an efficient manner saving the Collective time and money and reducing the risk of a lawsuit.
Sales, Marketing and Distribution
The Sales and Marketing Officer arranges the production of flyers advertising the forthcoming book. These are distributed to
libraries, educational institutes and retail outlets as appropriate, before publication. Collective also regularly receives orders for
previously published books as retail and other outlets request further copies of a book. If there are no copies left in stock, staff
contacts the Collective’s major retail outlets in an attempt to locate spare copies. If the book is out of print, a record is kept of any
requests received, with a view to reprinting the title if members think there is sufficient demand.
1. Problems
a. Marketing has been done too soon or too close to actual publication.
b. Has not kept a clear record of good and bad suppliers.
c. Sometimes an author has held up the printing process by demanding extensive manuscript changes at the last
minute.
d. Sometimes fails to follow up on orders for previously published book requests and orders have not always been met
promptly.
e. Often lose track of what requests for out of print books have been received.
f. No idea about how the sales of a particular book have been, and no idea of when to expect further orders, or which
outlets typically re-order, or what sales volumes can be expected for particular outlets.
g. Manual process is time consuming to follow up on out of stock books.
h. Delays in the printing schedule, and believes more needs to be done to keep jobs on track. Believes some printers and
typesetters are better at meeting deadlines than others and as a result Kaitaia Publishing Collective should use these
more often even if they are slightly more expensive.
2. Opportunities
a. Implement triggers in the system to determine when ready for marketing.
b. Implement supplier ranking in system.
c. Implement ability for author collaboration and manuscript review.
d. Improve and incorporate tracking for orders for previously published book requests.
e. Improve and incorporate tracking for orders for out of print book requests.
f. Implement sales analysis reports for assessing the manuscript for marketability, general value, and publishing timing.
g. Implement automated process for follow up on out of stock books.
h. Implement printer and typesetter ranking.
3. Constraints
a. Aims to have 15% of each print run ordered before actual publication.
4. Importance
a. These processes have the greatest amount of lost revenue and inefficiency associated.
b. These problems have led to decreased revenue in terms of return on investment associated with marketing expenses.
This can be due to marketing a product too soon that the hype dissipates or as a result of not enough time available
to properly market the work.
c. Not having proper sales analysis in place is causing a loss of revenue as a result of not being able to track sales and
quantities sold.
Payments to Authors
Payment to authors is required to present a statement of account to its authors. This is prepared by the Accounts Clerk, and must
detail the number of books still held by the publisher, the number of books sold, the rate received by the author, the total proceeds
and total amount due to be paid. Some outlets take books on a sale-or-return basis, and negative figures indicate that copies of
books have been returned. In this case no payment is due to be made to the author. If the figure is positive, a payment by check is
due to be made to the author. Sometimes there are other payments due, e.g. if there has been a film option negotiated. These
payments must be made as per the contract.
1. Problems
a. Several instances of authors receiving checks by mistake when there have been negative sales.
b. Royalties ledger card management difficult to complete in time. Searching the debtors’ records to identify the price
relating to each sale is time-consuming.
c. There is no documentation of procedures.
2. Opportunities
a. Implement accounting system to track payment to authors.
3. Constraints
a. None identified.
4. Importance
a. Improperly paying authors not entitled to a check is a major accounting issue.
b. The time consuming process of searching debtors’ records is costing the company money in terms of time wasted.
Additional Constraints
1. System can cost no more than 50K - including all costs associated with the investigation stages, and should cover training and
documentation.
System Request Document
System Request - Kaitaia Publishing
Project Sponsor: Maria Burdett, Chairwoman of the Kaitaia Publishing Collective
Business Need: Computerization of various aspects of the Kaitaia Publishing Collective’s publishing processes including but not limited to the following business functions:
Manuscript Appraisal
Cost Estimation & Schedule Management
Sales, Marketing & Distribution
Author Payment Through computerization of these processes Kaitaia expects to:
Decrease the number of manual processes.
Decrease operational risk.
Track costs more effectively.
Manage schedules and deadlines.
Improve scalability and growth potential.
Business Requirements: Publishing Program - ISBN number tracking is high priority others are low
A database for tracking the publishing plan including: 1. Tracking of assigned ISBN numbers.
2. Storing special interest lists for customers who can be targeted when new publications come out. 3. Store a list of subject areas that are identified as current public interest.
Manuscript Appraisal - High importance (contract and law issues)
A database for tracking the appraisal process including: 1. Authors, their submitted manuscripts and associated author information. 2. Manuscripts appraisal requests, their statuses, assigned reviewers, reviewer feedback and a flag for rejection if it does
not meet the required criteria. 3. Store a copy of the rejection letter along with date sent and recipient address. 4. Tracking of appraisal estimations and recommended changes or feedback. 5. Tracking of publishing, printing, distribution and marketing cost estimates. 6. Store letter of acceptance and offer of contract. 7. Store final contract with log of royalties, terms and conditions.
Interface to allow for interaction with cost estimation and schedule management database.
Cost Estimation & Schedule Management - Medium Priority(High priority is tracking of art materials only as that seems to be the only issue)
A database that enabled Cost Estimation and Schedule Management: 1. Record books, cost estimated and publication timetable. 2. Tracking of target events, event locations and number of sales to be made to offset cost. 3. Store Typesetter and Printer quotes. 4. Tracking of manuscripts and the chosen Typesetter and Printer for each. 5. Flag for Kaitaia to check the manuscript before sending to the author for review. 6. Track the number of copies to be sent to and returned from both Typesetter and Printer. 7. Tracking of art materials sent to the Typesetter. 8. Tracking of cost of damages for any lost materials.
Interface to allow for interaction with cost estimation and schedule management database.
Sales, Marketing & Distribution - High priority(Lot of money lost due to late editing as well as issues with orders not being filled)
A database that tracks individual milestones for projects including:
1. Number of flyers and marketing materials to be produced. 2. Database of distribution locations, number of copies of marketing materials distributed and what kind of marketing
materials. 3. Database of pre-orders including tracking statistics toward target sales, buyer billing and shipping information and
buyer interests for future remarketing. 4. Tracking marketing deadlines. 5. Database of suppliers including internal supplier ranking. 6. Tracking of late editing penalty fees. 7. Database of retail outlets, their contact information, publications shipped and orders of previously published
publications. 8. Tracking demand for out-of-print publications. 9. Order statistics tracking. 10. Track overall earnings.
Interface to allow for interaction with sales, marketing and distribution database.
Author Payment - Medium priority(Only needs to be better organized - costing less money than other issues)
Maintain yearly statements of account for authors within a database containing: 1. Number of books held by the publisher. 2. Number of books sold. 3. Number of books returned. 4. Original contracted author rate. 5. Total proceeds. 6. Total amount to be paid for sales. 7. Total amount to be paid for movies produced.
Interface to allow for interaction with the payment database.
Business Value: The system will have the following benefits: 1. Reduce the instances where damages need to be paid and subsequently the cost of damages to be paid. 2. Streamline the publishing process and decrease time taken to manually manage processes. 3. Decrease operational risks such as loss of files, assets and other materials. 4. Increase company scalability and future growth potential.
5. Improve management of publishing timelines and associated deadlines.
Special Issues or Constraints:
System cost cannot exceed $50,000.
Unknown costs to be factored for not breach of contract with authors and subsequent loss of business due to bad publicity.
Unknown costs to be factored such as loss of art assets.
Unknown costs to be factored such as loss of revenue due to mistakenly paying out to authors for returned publications.
Unknown costs to be factored for marketing done too early or too late.
Modular quotation would be best as Kaitaia may decide to remove functionality based on cost.
Ranking and Justification
*******INSERT STUFF HERE*******
Technical Feasibility
The need for the implementation of an information system/business process improvement is evident after looking extensively into
Kaitaia Publishing Collectives’ background, the interviews of employees and speaking with Maria Burdett, Chairwoman.
The first risk that can endanger the project is the users’ and our lack of familiarity with the functional area. In order to ensure
success, we have conducted extensive interviews to gain as much knowledge of the system and business processes as possible. Our
diligence in this area has provided us with invalid insight into the business and technical requirements of the system in order to
ensure project success.
In an addition to our understanding of the business, familiarity with the technology is another hurdle we need to overcome. As
such, we will be developing the system using technology that is already in use within the organization. During the development life
cycle, users will be continually engaged for feedback and use case studies to facilitate an easy to use and understandable system and
ultimately to drive the project’s success.
Project size is another consideration which could present problems to the project’s success. It is our goal to keep the project as
small and concise as possible to reduce project size and scope. The project will be multi-phased so that the success of the overall
project will simply be a collection of much smaller and easier to implement mini-projects. As a result, the project will be small,
efficient, and streamlined lending itself to an uncomplicated solution.
Finally, we will work diligently to ensure the system’s compatibility with existing technology systems in the Kaitaia organization. A
system that is incompatible could present significant impact to the project and ultimately to the Kaitaia business. Therefore, we will
use a web services approach in order to leverage the existing data system without having to reinvent the technology from the
ground-up while still allowing us full access to the current legacy systems and associated data.
Given our understanding of not only the Kaitaia technology and business processes, but their understanding of the same, this project
is technically feasible. Through our extensive industry experience in providing robust yet uncomplicated solutions, we know that we
can deliver a solution that not only meets the needs of the business but will be extendable in the future should the need arise.
Economic Feasibility
Software Unlimited has determined that this project is economically feasible for Kaitaia Publishing Collective. Due to the company’s
sudden growth and its position as a viable publishing house, the implementation on an information system is a necessity for the
company’s current position, as well as for success in the future. We do not have sufficient data to thoroughly/accurately assign
values to costs and benefits, or complete a cost-benefit analysis at this time, however, we can safely say that with a new diligent
system, the benefits far outweigh the monetary investment, and the system will provide a ROI in as little as one year.
Costs and Benefits
Development Costs Operational Costs
Software Unlimited Consulting Fees Software Upgrades Hardware and Software Software Licensing Fees Equipment Installation Hardware Maintenance Hardware Upgrades User Training
Tangible Benefits Intangible Benefits
Increased Book Sales Increased Market Share Better Supplier Prices Increased Data Reliability Reduced Overhead Increased Product Recognition Increased Profit Improved Client Services Improved Customer Services Better Supplier Relations Better Client Relations Better Customer Relations Increased Employee Satisfaction
Assigning Values to Costs and Benefits
Benefits Increased Book Sales Improved Customer/Client Services Better Supplier Prices Total Benefits TBD Development Costs 6 IT Consultants @ $ Hardware Software Licensing Equipment Installation Total Development Costs TBD Operational Costs Hardware Maintenance Software Upgrades Operational Labor Total Operational Costs TBD Total Costs TBD
Determining Cash Flow (Cost-Benefit Analysis)
2011 2012 2013 2014 2015 Total
Increased Book Sales
Improved Customer/Client Services
Better Supplier Prices
TOTAL BENEFITS:
PV OF BENEFITS:
PV OF ALL BENEFITS:
6 IT Consultants @ $
Hardware
Software
Licensing
Equipment Installation
TOTAL DEVELOPMENT COSTS:
Hardware Maintenance
Software Upgrades
Operational Labor
TOTAL OPERATIONAL COSTS:
TOTAL COSTS:
PV OF COSTS:
PV OF ALL COSTS:
TOTAL PROJECT BENEFITS COSTS:
YEARLY NPV:
CUMULATIVE NPV:
RETURN ON INVESTMENT:
BREAKEVEN POINT:
INTANGIBLE BENEFITS:
Organizational Feasibility
ENTITY BUSINESS DEFINTION
ENTERPRISE Kaitaia Publishing Collective. Publishing house with six paid employees and
eight collective members.
MEMBER Kaitaia Collective member. Reviews the publishing plan, assesses and
assigns manuscripts.
EMPLOYEE Six paid persons employed by Kaitaia Publishing Collective.
JOB Position held by employee including roles specific to each job title.
AUTHOR Person(s) who produce unsolicited manuscripts or outlines for books.
MANUSCRIPT An author's text for a book, article, or other piece of written work as it is
submitted for publication
BOOK A finished manuscript or outline ready for publishing
EVENT Place to market and sell books.
PRODUCTION_BUDGET Budget for marketing and publication of a book.
COST_ESTIMATE Estimated cost for publishing, printing, marketing and distribution.
CORRESPONDENCE Communication between the Collective and the Author in the form of a letter.
LETTER_TYPE Type of correspondence including manuscript acceptance letter and
manuscript rejection letter.
CONTRACT Agreement between Collective and author for each book published (also
required for each author if more than one author for a book).
TYPESETTER Takes text and illustrative material, setting it out on the page ready for printing.
PRINTER Prints and binds books for publication.
PROOF Laid out manuscript created by typesetters
ILLUSTRATION Illustrations and associated record accompanying a manuscript.
OUTLET Libraries, educational institutes, and retail outlets to which books are sold.
ORDER Orders for finished books.
PENALTY Typesetter penalty rates for changes to page proofs after typesetting is
completed.
COURIER_CHARGE Cost of shipping publications.
BOOK_REQUEST
Requests for previously published books, requests for out of stock books,
advanced orders.
ACCOUNT Account created for each individual author by the Accounts Clerk.
STATEMENT Statement of account
RETURN Returned books.
DISPATCH_RETURN_REPORT Monthly report of dispatches and returns.
REPORT Table that stores data on Marketing, Manuscript Progress, Sales, Royalties
and Finances.
CHANGE_REQUEST Request for changes to the proof.
INWARD_GOODS Books that are received from the printer. Once books are received, they are
recorded on file for documentation.
ENTITY RELATIONSHIP MODEL
ATTRIBUTE BUSINESS DEFINITION
ENTERPRISE_NAME (PK) The name of the enterprise.
ENTERPRISE_ADDRESS The address of the enterprise.
ENTERPRISE_CITY The city of the enterprise.
ENTERPRISE_STATE The state of the enterprise.
ENTERPRISE_ZIP The zip code of the enterprise.
ENTERPRISE_PHONE The phone number of the enterprise.
CONTRACT_ID (PK) The ID of the contract.
EMPLOYEE_ID (PK) The ID of the employee.
EMPLOYEE_NAME The name of the employee.
EMPLOYEE_ADDRESS The address of the employee.
EMPLOYEE_CITY The city of the employee.
EMPLOYEE_STATE The state of the employee.
EMPLOYEE_ZIP The Zip code of the employee
EMPLOYEE_PHONE The phone number of the employee.
JOB_TITLE (PK) The title of the job.
JOB_DESC The description of the job.
EVENT_ID (PK) The ID of the event.
EVENT_NAME The name of the event.
EVENT_CITY The city of the event.
EVENT_STATE The state of the event.
EVENT_BEGIN_DATE The beginning date of the event.
EVENT_END_DATE The end date of the event.
ACCOUNT_STATUS The status of the account.
STATEMENT_ID (PK) The ID of the statement.
MEMBER_ID (PK) The ID of the member.
MEMBER_FNAME The first name of the member.
MEMBER_MINITIAL The middle initial of the member.
MEMBER_LNAME The last name of the member.
MEMBER_ADDRESS The address of the member.
MEMBER_CITY The city of the member.
MEMBER_STATE The state of the member.
MEMBER_ZIP The zip code of the member.
MEMBER_PHONE The phone number of the member.
AUTHOR_ID (PK) The ID of the author.
AUTHOR_FNAME The first name of the author.
AUTHOR_MINITIAL The middle initial of the author.
AUTHOR_LNAME The last name of the author.
AUTHOR_ADDRESS The address of the author.
AUTHOR_CITY The city of the author.
AUTHOR_STATE The state of the author.
AUTHOR_ZIP The Zip code of the author.
AUTHOR_PHONE The phone number of the author.
AUTHOR_STATUS The status of the author.
CORRESPONDENCE_ID (PK) The ID of the correspondence.
LETTER_TYPE_ID (PK) The ID of the letter type.
LETTER_TYPE_NAME The name of the letter type.
COST_EST_ID (PK) The ID of the cost estimation.
COST_DESCRIPTION The description of the cost estimation.
MANUSCRIPT_ID (PK) The ID of the manuscript.
MANUSCRIPT_STATUS The status of the manuscript.
OUTLINE The outline of the manuscript.
BOOK_REQUEST_ID (PK) The ID of the book request.
BOOK_REQUEST_DATE The date of the book request.
BOOK_REQUSET_TYPE The type of the book request.
BOOK_REQUEST_DESC The description of the book request.
RETURN_ID (PK) The ID of the returned book.
RETURN_DATE The date the book was returned.
DISPATCH_ID (PK) The ID of the dispatch returns report.
DISPATCH_DESC The description of the dispatch returns report.
ILLUSTRATION_ID (PK) The ID of the illustration.
ILLUSTRATATION_DESC The description of the illustration.
PRINTER_ID (PK) The ID of the printer.
PRINTER_NAME The name of the printer.
PRINTER_ADDRESS The address of the printer.
PRINTER_CITY The city of the printer.
PRINTER_STATE The state of the printer.
PRINTER_ZIP The zip code of the printer.
PRINTER_PHONE The phone number of the printer.
BUDGET_NUM (PK) Number identifying each budget.
PROOF_ID (PK) The ID of the proof.
CHANGE_REQUEST_ID (PK) The ID of the change request.
CHANGE_REQUEST_DESC The description of the change request.
TYPESETTER_ID (PK) The ID of the typesetter.
TYPESETTER_NAME The name of the typesetter.
TYPESETTER_ADDRESS The address of the typesetter.
TYPESETTER_CITY The city of the typesetter.
TYPESETTER_STATE The state of the typesetter.
TYPESETTER_ZIP The zip code of the typesetter.
TYPESETTER_PHONE The phone number of the typesetter.
OUTLET_ID (PK) The ID of the outlet.
OUTLET_NAME The name of the outlet.
OUTLET_ADDRESS The address of the outlet.
OUTLET_CITY The city of the outlet.
OUTLET_STATE The state of the outlet.
OUTLET_ZIP The zip code of the outlet.
OUTLET_PHONE The phone number of the outlet.
PENALTY_ID (PK) The ID of the penalty.
PENALTY_DESC The description of the penalty.
PENALTY_RATE The rate of the penalty.
ISBN (PK) The ISBN of the book.
TITLE The title of the book.
PUBLICATION_DATE The publication date of the book.
TIMESCALE_DESC Time scale required for publishing a book. Includes: quotes; typesetting; page proofs; final typesetting; printing; and distribution.
ROYALTY_DESC Payments to authors
TERMS_AND_CONDITIONS Terms and conditions for the publishing of books.
NUMBER_SOLD Number of books sold.
REPRINT_DATE Reprints of out of print books.
IG_ID (PK) ID number given to books received (INWARD_GOODS) from the printer.
ID_DESC Description of the books received from the printer.
IG_TOTAL Total number of books received per shipment/delivery from the printer.
REPORT_ID (PK) Unique identification number assigned to each report generated by the Enterprise.
REPORT_TYPE Type of report (i.e. sales, marketing, royalties, financial, etc.)
OBJECT PERSISTANCE FORMAT
Our choice object persistence format is a relational database. In the ERM, we are presenting a collection of tables, with
each table having its own unique primary key. We show the relationships between the tables through connectors and
primary/foreign keys. This type of database is relatively simple, and is the leading database choice in today’s market
making this the most suitable for the needs of a company such as Kaitaia Publishing Collective. This format will allow for
diverse data, while remaining simplistic, data integrity, reduced redundancy, and lead to an increase in productivity, and
better/more informed decision making.
IST 420 Kaitaia Publishing Collective
Milestone #3
Team 1: Aaron Benfer, Winston Edmonds, Frederic
Kouame, Jamie Reep, Bruce Volpe & Lindsay Wells
December 2, 2012
Collaborative B2B Process Diagram
Interaction Business Process Diagrams
Use Case Descriptions and Diagrams
Use Case Name: Manage Book Inventory ID: 1 Importance level: High
Primary Actor: Inwards Goods and Dispatch Clerk Use case type: Detail, Essential
Stakeholders: Inwards Goods and Dispatch Clerk, Accounts Clerk, Marketing and Distribution Officer
Brief Description: This use case describes how the collective will maintain book inventory
Trigger: A book order is received Type: External (from Receptionist)
Relationships: Association: NA Include: NA Extend: NA Generalization: NA
Normal flow of events
1. Inward Goods and Dispatch clerk receives a book order a. If book is in stock, see S-1 b. If book is not in stock, see S-2 2. If receive book from printer see S-3
Sub flows
1. S-1: If book is in stock: a. Refer to S-1, 2a1
2. S-2: If book is not found in stock . Refer to S-2, 2a2 3. S-3: Receive book from printer . Record recipient on card file
a. Sign IG form upon receipt b. Send IG form to accounts clerk
Alt flows
1. S-1, 2a1: If book is in stock: a. Prepares the book for dispatch
b. Update card file c. Sign, date, and complete order d. Send to Accounts clerk
2. S-2, 2a2: If the book is out stock a. Request spare books from appropriate outlet b. Send to marketing and distribution officer
Manage Accounts Use Case Description
Use Case Name: Manage Accounts ID: 2 Importance level: High
Primary Actor: Accounts Clerk Use case type: Detail, Essential
Stakeholders: Accounts Clerk, Receptionist/Secretary
Brief Description: This use case describes accounts are managed
Trigger: Receive an order, credit or form to be processed Type: Internal (from Receptionist)
Relationships: Association: Receptionist/Secretary Include: NA Extend: NA Generalization: NA
Normal flow of events
1. If a credit request is received for books, see S-1 2. If the bottom copy of a receipt or banking schedule is received, see S-2 3. If an order or dispatch advice is received, see S-3 4. If an inward goods form for books is received, see S-4
Sub flows 1. S-1: If a credit request is received for books
a. The credit request is processed b. The credit request is recorded
2. S-2: If the bottom copy of a receipt or banking schedule is received . The receipts on the ledger card are updated 3. S-3: If an order or dispatch advice is received . Type an invoice
a. Update the corresponding ledger card 4. S-4: If an inward goods form for books is received
. If there is an invoice for Typesetters, see S-4, 2a4 a. The inward goods forms are matched to invoices b. Invoices are filed alphabetically c. Invoices are matched to statements upon receipt d. Checks are prepared for payment
e. Signatures are received and payment is made
Alt flows 1. S-4, 4a1: If there is an invoice for Typesetters
a. The invoice is sent for approval
Manage Sales, Marketing, and Distribution Use Case Description
Use Case Name: Manage Sales, Marketing and Distribution ID: 3 Importance level: High
Primary Actor: Marketing and Distributions Officer Use case type: Detail, Essential
Stakeholders: Marketing and Distributions Officer, IG/Dispatch Clerk, Publishing Program Manager, Receptionist/Secretary
Brief Description: This use case describes the process involved with the marketing, sales, and distribution of books.
Trigger: Contract with the author has been signed Type: External (from Author)
Relationships: Association: Receptionist/Secretary Include: NA Extend: NA Generalization: NA
Normal flow of events
1. The marketing plan for a book is prepared, see S-1 2. An ISBN is assigned for a book, see S-2
Sub flows
1. S-1: The marketing plan for a book is prepared a. Work with the Publishing Program Manager to get the Planned Publication Date b. Arrange for advertising flyers c. Organize the distribution of flyers to outlets
2. S-2: An ISBN is assigned for a book . Apply for an ISBN from the National Library
a. Receive details of ISBN from the National Library b. Photocopy ISBN details
c. Send details to Publishing Program Manager
Alt flows NA
Manage Publishing Use Case Description
Use Case Name: Manage Publishing ID: 4 Importance level: High
Primary Actor: Publishing Program Manager Use case type: Detail, Essential
Stakeholders: Publishing Program Manager, Collective Member
Brief Description: This process describes the management of all aspects of manuscript publishing.
Trigger: Cost estimate for publishing and printing a manuscript is created Type: Internal (from Collective Member)
Relationships: Association: Collective Member Include: NA Extend: NA Generalization: NA
Normal flow of events
1. A cost estimate report is created for publishing and printing a manuscript based on book size, number of photos and previous similar books
2. The book is accepted for publication 3. The book is added to the scheduling board and updated as necessary 4. A 6-month time schedule is prepared and festival dates are noted 5. The stages of the schedule are coordinated with the author, printer and typesetter 6. Galleys are prepared 7. Style and formatting is checked 8. The manuscript is sent to the author for final review
Sub flows NA
Alt flows NA
Manage Manuscripts Use Case Description
Use Case Name: Manage Manuscripts ID: 5 Importance level: High
Primary Actor: Collective Member Use case type: Detail, Essential
Stakeholders: Collective Member(review/accept), Receptionist/Secretary, Publishing Program Manager
Brief Description: This use case describes how manuscripts are received, distributed, reviewed, accepted/rejected and tracked
Trigger: A manuscript is received by the Receptionist/Secretary Type: Internal (from Receptionist/Secretary)
Relationships: Association: Receptionist/Secretary, Publishing Program Manager Include: NA Extend: NA Generalization: NA
Normal flow of events
1. Receptionist/Secretary receives a manuscript 2. Manuscript is sent to the Collective Members 3. Manuscript is reviewed and appraised
a. If the manuscript is accepted, see S-1 b. If the manuscript is rejected, see S-2
4. The final manuscript is sent to the Publishing Program Manager to be tracked internally
Sub flows 1. S-1: If the manuscript is accepted
a. If the manuscript needs revisions, see S-1, 2a1 b. If the manuscript is accepted as-is, see S-1, 2a2
2. S-2: If the resource is rejected a. The manuscript is sent to the Secretary/Receptionist
b. A letter of rejection is drafted c. The letter of rejection is sent to the author
Alt flows
1. S-1, 2a1: If the manuscript needs revisions a. The manuscript is sent to the author with cover letter for requested changes
2. S-1, 2a2: If the manuscript is accepted as-is . The manuscript is assessed for marketable and general value
a. A retail price bracket is suggested b. The manuscript is sent to the Publishing Program Manager for cost estimate
Manage Contracts Use Case Description
Use Case Name: Manage Contracts ID: 6 Importance level: High
Primary Actor: Contracts and Office Manager Use case type: Detail, Essential
Stakeholders: Contracts and Office Manager, Receptionist/Secretary, Author
Brief Description: This use case describes how contracts are prepared, negotiated and created
Trigger: A manuscript is received and approved Type: Internal (from Collective Member)
Relationships: Association: Receptionist/Secretary, Author Include: NA Extend: NA Generalization: NA
Normal flow of events
1. A manuscript is approved and a contract negotiation is begun 2. A contract format is selected 3. The contract is prepared 4. The contract terms are negotiated with the author
a. If terms are agreeable, see S-1 b. If terms are not agreeable, see S-2
5. The contract is created 6. The contract is signed by the author
Sub flows
1. S-1: If the terms are agreeable, the terms are finalized 2. S-2: If the terms are not agreeable, the terms are revised, see N-4
Alt flows NA
IST 420 Kaitaia Publishing Collective
Milestone #4
Team 1: Aaron Benfer, Winston Edmonds, Frederic Kouame, Jamie Reep,
Bruce Volpe & Lindsay Wells December 9, 2012
Solution 1: Microsoft SharePoint The following diagrams outline the processes that would be implemented if Microsoft SharePoint is selected as the solution of choice by Kaitaia. The communications diagrams depict the interaction between various individuals whereas the sequence diagrams depict details of the system and workflow.
SharePoint
Manuscript
Author Receptionist
sendManuscript()
[meets critera] createNewAuthorProject(manuscript,assets)
SharePoint Collective Member
[meets criteria] assignManuscriptReviewProjectToMember()
[new author] createNewAuthor(authorDetail)
[fails criteria] returnRejected(manuscript,letter)
[denied/changes] markReturned()[denied/changes] notifyReturn()[denied/changes] returnChanges(manuscript,letter)
Publishing Program Manager
[approved] notifyApproved()
[approved] markApproved()
estimateCost()
estimatePublishingSchedule()
inputCostAndScheduleAndPartners()
Contract and Office Manager
notifyCostandScheduleComplete()
submitInitialContract(acceptanceLetter,contractOffer)
sendOffer(acceptanceLetter,contractOffer)
[accept] acceptOffer(terms)
selectPrinterAndTypesetter()
negotiate(updatedContract)
agree(signedContract)
submitUpdatedContract(updatedContract)
submitFinalContract(finalContract)
requestContractCreation(initialTerms)
notifyContractCreated(contract)
notifyContractRequest(initialTerms)
submitCreatedContract(initialContract)
notifyManuscript(manuscript)
checkCriteria(manuscript)
submitManuscript(manuscript)
approveOrDeny()
notifyStatus(author,manuscript)
reviewManuscript(manuscript)
Publishing Program Manager
Receptionist/Secretary
1. sendManuscript(manuscript) >>4. << returnManuscript(manuscript)9. requestFinalTypeset(manuscript) >>12. << returnFinalManuscript(manuscript)
SharePoint
Printing
Author
Inward Goods and Dispatch Clerk
TypeSetter
Printer
2. sendManuscript(manuscript) >>3. << returnFormattedManuscript(manuscript)10. requestFinalTypeset(manuscript) >>11. << returnFinalManuscript(manuscript)
6. << getFeedback(manuscript)7. sendFeedback(feedback,manuscript) >>
5. submitManuscript(manuscript) >>8. logFeedback(feedback) >>13. submitFinal(manuscript)>>
16. recordReceipt(packageDetail) >>
14. << requestPrinting(manuscript)
15. returnBooks(books) >>
Publishing Program Manager Typesetter Author PrinterInward Goods and Dispatch
ClerkReceptionist/SecretarySharePoint
[author contract signed] sendManuscript(manuscript) sendManuscript(manuscript)
returnFormattedManuscript(manuscript) formatManuscript(manuscript)returnManuscript(manuscript)
getFeedback(manuscript)
sendFeedback(feedback,manuscript)
logFeedback(feedback)
requestFinalTypeset(manuscript) requestFinalTypeset(manuscript)
returnFinalManuscript(manuscript) formatFinal(manuscript)returnFinalManuscript(manuscript)
submitFinal(manuscript)
submitManuscript(manuscript)
requestPrinting(manuscript)
returnBooks(books) print(manuscript)recordReceipt(packageDetail)
Marketing and DistributionOfficer
distributeAdvertisements(advertisements)
Outlet
arrangeAdvertisements(advertisements)
SharePoint
submitAdvertisements(advertisements)
submitOrder(orderDetail)recordOrder(orderDetail)
Receptionist/SecretaryInward Goods and Dispatch
Clerk
recordOrder(orderDetail)
[no stock] notifyNoStock()
[no stock] requestSurplus()
[no stock] returnSurplus(surplus)[no stock] recordDelivery()
shipOrder(books)
National Library
[author contract signed] requestISBN()
returnISBN(isbn)submitISBN(isbn)
notifyISBNReceived(isbn)()
Solution 2: Custom Web Software The following diagrams outline the processes that would be implemented if custom software developed by Thunderbolt Technologies is selected as the solution of choice by Kaitaia. The communications diagrams depict the interaction between various individuals whereas the sequence diagrams depict details of the system and workflow.
Author
Web Server
Collective Member
Publishing Program Manager
1. register(detail) >>3. submitManuscript(manuscript) >>8. << [denied] notifyDenial(letter,manuscript)11. << [changes] requestChanges(notes)14. << [accepted] notifyAccepted()
Database
2. addAuthor(detail) >>4. addManuscript() >>7. [denied] setDenied() >>10. [changes] addChanges(notes) >>13. [accepted] setAccepted() >>17. addPartner(printer,typesetter) >>19. addSchedule(schedule) >>21. addCost(cost) >>
15. notifyAccepted(manuscript) >>16. << setPrinterAndTypesetter(printer,typesetter)18. << setEstimateSchedule(schedule)20. << setEstimateCost(cost)
5. notifyNewManuscript(manuscript) >>6. << [denied] setDenied()9. << [changes] requestChanges(notes)12. << [accepted] setAccepted()
Author
register(detail)
Web Server Collective Member Publishing Program ManagerDatabase
addAuthor(detail)
submitManuscript(manuscript)
notifyNewManuscript(manuscript)
[denied] setDenied()
addManuscript()
checkCriteria(manuscript)
[denied] notifyDenial(letter,manuscript)
[ok] reviewManuscript(manuscript)
[changes] requestChanges(notes)
[denied] setDenied()
[denied] setDenied(notes)
[denied] setDenied()[denied] notifyDenial(letter,manuscript)
[changes] requestChanges(notes) [changes] addChanges(notes)
[accepted] setAccepted()
[accepted] notifyAccepted() [accepted] setAccepted()
estimateCost()
estimatePublishingSchedule()
selectPrinterAndTypesetter()
notifyAccepted(manuscript)
setPrinterAndTypesetter(printer,typesetter)
setEstimateSchedule(schedule)
setEstimateCost(cost)
addPartner(printer,typesetter)
addSchedule(schedule)
addCost(cost)
Author
Contract
Receptionist/Secretary
Contract and Office Manager
7. << sendAgreement(acceptanceLetter,contract)8. [negotiate] requestChanges(notes) >>13. << [negotiate] sendUpdatedContract(contract)14. [agree] sendSignedContract(signedContract) >>
3. addTerms(terms) >>6. addContract(contract) >>9. [negotiate] addChanges(notes) >>12. [negotiate] addContract(contract) >>15. [agree] addContract(signedContract) >>
1. [cost estimated] notifyCostAndScheduleEstimateComplete(details) >>2. << setTerms(terms)10. [negotiate] sendRequestedChanges(changes) >>11. << [negotiate] updateContract(contract)16. notifyContractSignature(signedContract) >>
4. << requestContractCreation(terms)5. setContract(contract) >>
Author Web Server Receptionist/SecretaryContract and Office ManagerDatabase
[cost estimated] notifyCostAndScheduleEstimateComplete(details)
prepareTerms()
requestContractCreation(terms)
setTerms(terms)
addTerms(terms)
setContract(contract) createContract()
addContract(contract)
sendAgreement(acceptanceLetter,contract)
[negotiate] requestChanges(notes) [negotiate] addChanges(notes)
[negotiate] updateContract(contract)
[negotiate] sendRequestedChanges(changes)
[negotiate] addContract(contract)[negotiate] sendUpdatedContract(contract)
[agree] sendSignedContract(signedContract) [agree] addContract(signedContract)
notifyContractSignature(signedContract)
Web Server
Author
Inward Goods and Dispatch Clerk
TypeSetter
Printer
4. requestFeedback(formattedManuscript) >>5. << setFeedback(notes)
Database
3. addManuscript(manuscript) >>6. addFeedback(notes) >>9. addManuscript(finalManuscript) >>13. addInventoryDetail(detail) >>
12. << setInventory(bookInventoryDetails)10. << requestPrinting(finalManuscript)
11. shipBooks(books) >>
1. << [contract signed] sendManuscript(manuscript)2. setFormattedManuscript(manuscript) >>7. << requestFinalTypeset(manuscript)8. setFinalManuscript(finalManuscript) >>
TypeSetter Inward Goods and DispatchClerkPrinterAuthorWeb Server Database
[contract signed] sendManuscript(manuscript)
formatManuscript(manuscript)setFormattedManuscript(manuscript)
addManuscript(manuscript)
requestFeedback(formattedManuscript)
setFeedback(notes)
addFeedback(notes)
requestFinalTypeset(manuscript)
review(formattedManuscript)
formatFinal(manuscript)setFinalManuscript(finalManuscript)
addManuscript(finalManuscript)
requestPrinting(finalManuscript)
printBooks(books)
shipBooks(books)
setInventory(bookInventoryDetails)
addInventoryDetail(detail)
Accounts Clerk
Author
4. << sendStatement(statement)
Web Server
1. generateStatement() >>
Manager
Web Server
1. generateReports(type) >>4. << displayReport()
Marketing and Distribution Officer
Inward Goods and Dispatch Clerk
Outlet
National Library
Web Server
1. requestISBN() >>2. << sendISBN(isbn)
3. setISBN(isbn) >>4. setAdvertisements(advertisements) >>
10. << [no stock] requestSurplus()11. [no stock] returnSurplus(surplus) >>14. << shipOrder(books)
Database
2. getDetail() >>3. << returnDetail(detail)
5. << [if proceeds] sendCheck(check)
Database
2. getData(type) >>3. << returnData(data)
Database
6. << distributeAdvertisements(advertisements)7. submitOrder(orderDetail) >>
9. [no stock] notifyNoStock(orderDetail) >>12. << [no stock] recordDelivery()
4. addISBN(isbn) >>5. addAdvertisements(advertisements) >>8. addOrder(orderDetail) >>13. addInventory(inventoryDetail) >>
Accounts Clerk Web Server Author
generateStatement()
sendStatement(statement)
[if proceeds] calculateProceeds()
[if proceeds] sendCheck(check)
Database
getDetail()
returnDetail()
Manager Web Server
generateReports(type)
reviewReports()
Database
getData(type)
returnData(data)
buildReport(data)
displayReport()
OutletWeb ServerInward Goods and Dispatch
ClerkNational LibraryDatabase
[contract signed] requestISBN()
returnISBN(isbn)
Marketing and DistributionOfficer
setISBN(isbn)
addISBN(isbn)
arrangeAdvertisements()setAdvertisements(advertisements)
addAdvertisements(advertisements)
distributeAdvertisements(advertisements)
submitOrder(orderDetail)
[no stock] notifyNoStock(orderDetail)
addOrder(orderDetail)
[no stock] requestSurplus()
[no stock] returnSurplus(surplus)
[no stock] recordDelivery()
shipOrder(books)addInventory(inventoryDetail)
Alternative Matrix
Solution Comparison Microsoft SharePoint Custom Web Software
Feasibilities Existing suite of services that are fully developed. It is easy to set up and has its own help though the publisher as well as various forums.
Complete redesign of process and switching to a new program and uses a redundant database to store data. More streamlined and automated processes help to prevent the occurrence of financial and legal issues.
Pros Can be quickly set up
Uses fully created services
Files are stored in a central location
Easy to change the various processes as time goes on
Easy to get help for the programs via software support
Lower cost of implementation
Notifications throughout the process
Utilizes a redundant database to store location of all items
More streamlined processes with notifications
Software designed and configured to meet the specific needs of Kaitaia
Fully documented
Will be easy to learn and will help with many of the pain points
Highly automated process removes possibilities for human error
Removes needless manual steps across multiple workflows by bringing the process online
Reduced operational cost due to process improvement
Provides more opportunity future scalability and further customization
Cons May not help prevent losing items as it still relies on emails
Relies heavily on communication
Training in creating new projects to SharePoint could be problematic
Requires licensing which may cost more when trying to upgrade
May be more difficult to learn as processes will be unfamiliar
Will take longer to implement
Will require user acceptance testing
Necessary to use PC more often
Process automation may be unfamiliar
Relies on the documentation provided, no easy way to get the help
Higher cost of implementation
Harder to troubleshoot server and database issues
Publishing Program
Files and data are stored but communication remains highly manual
Nearly fully automates the publishing program via moving the process online to a web server
Manuscript Appraisal
Files and data stored in SharePoint but remains a manual process
Removes reception from the process and allows the Authors to interact with the web server directly while storing all files throughout the process
Cost Estimation &
Schedule Management
Cost estimates and schedules are all stored within SharePoint along with all versions of necessary files
Cost estimates and schedules are all stored within the database along with all versions of necessary files
Sales, Marketing & Distribution
Data and files are stored in SharePoint but orders and advertisement processes remain manual
Advertisement distribution and order systems are all streamlined through the web server
Author Payment
Reports are automated but statements and payments remain manual
Statements and reports are automated, payments remain manual
Cost SharePoint Standard License = $7,500.00
SharePoint Server = $5,000.00
Optional $2,000.00 monthly support from Thunderbolt Technologies for basic break/fix support and user support
Total = $12,500.00 one-time fee with an optional $2,000.00 support package from Thunderbolt Technologies
Hidden Cost = $5,000.00 to replace or add SharePoint servers to increase capacity; $7,500.00 to upgrade SharePoint every few years
200 hours of development by Thunderbolt Technologies at $150.00 per hour = $30,000.00
Web Server for 1 month at Rackspace = $350.00
Database for 1 month at Rackspace = $325.00
Optional $2,000.00 monthly support from Thunderbolt Technologies for basic break/fix support and user support
Total = $30,000.00 one-time fee, a $675.00 recurring monthly fee from Rackspace and optional $2,000.00 support package from Thunderbolt Technologies
Hidden Cost = Estimated $10,000.00 to upgrade the software every few years
Solution Rating 65/100 – Offers structured platform for day-to-day operations, file storage and data storage but many processes remain manual and may still be time consuming.
95/100 – Addresses all areas of concern such as process automation, reducing ineffective workloads, storing files with backup, storing data and reporting but for cost reasons does not address additional features such as marketing tools.
Recommended System Thunderbolt Technologies recommends that Kaitaia select the custom web software as the solution for their business needs. While upfront cost may be higher than that of the Microsoft SharePoint solution, and there are ongoing costs, the benefits of streamlining process will be much greater. As laid out in the alternative matrix comparing solution above, the web software solution will allow all files to be stored and backed-up, allowing for disaster recovery. Additionally, almost all of the procedures and notifications are automated with areas for Authors to submit their manuscripts and Retail outlets, Event outlets and Educational outlets to place their orders. Tracking is improved through this solution as each data point is captured in the database. Further, reporting is improved as the reporting software is customized specifically for Kaitaia. This solution addresses the issues of forgotten deadlines, lost manuscripts and lost assets which will greatly reduce the chance for legal and financial damages to Kaitaia. The Receptionist/Secretary position is not so heavily leveraged and can do more to assist the other employees while also focusing on preparing contracts so that there are minimal holdups in the manuscript appraisal area. Overall, the web software solution will allow Kaitaia to improve current processes, remove inefficiencies, operate more effectively which in turn will allow them to scale their business faster, focus on other areas of growing their business and process more manuscripts at a time.
IST 420
Kaitaia Publishing Collective
Milestone #5
Team 1: Aaron Benfer, Winston Edmonds, Frederic Kouame,
Jamie Reep, Bruce Volpe & Lindsay Wells
December 10, 2012
Kaitaia Publishing Collective: Entity Relationship Diagram 3NF
Data Storage/Assumptions
As a consultant of Software Unlimited, Thunderbolt Technologies is dedicated to finding a solution that best fits the business needs/requirements of Kaitaia
Publishing. After a thorough review of the history of the company, the company’s current IT infrastructure and business practices, and problems that lead them
to us, we defined and analyzed two candidate solutions. Thunderbolt Technologies has recommended that Kaitaia select the custom web software as the
solution for their business needs. The web software solution will allow all files to be stored and backed-up, allowing for disaster recovery. Additionally, almost all
of the procedures and notifications are automated. Tracking is improved through this solution as each data point is captured in the database. Above is the Entity
Relationship Diagram for the proposed database for Kaitaia Publishing normalized to third normal form (3NF). This diagram’s tables meet all the requirements of
2NF and in addition, there are no non-key attributes that depend on other non-key attributes.
With Kaitaia’s budget of $50,000, we have selected RAID 1+0 or RAID 10 as our storage method for greater protection. RAID, Redundant Array of Independent
Discs, is a relatively inexpensive back-up data storage option. Combining or “nesting” RAID 1 and RAID 0, will give the company a more secure storage
environment because mirroring will duplicate all stored data. It also provides efficiency with the fast retrieval of data because the data is striped across two or
more disks. With this, data can be read and written to different disks simultaneously.
Entity/Attribute Dictionary
ENTITY ATTRIBUTE KEY DATA TYPE BUSINESS DEFINITION
AUTHOR
AUTHOR_ID PK Numeric Unique identification number assigned to an author upon entry into the database
NAME_FIRST Char Author’s first name
NAME_LAST Char Author’s last name
MIDDLE_INITIAL Char Author’s middle initial
PSEUDONYM Char Author’s assumed name
SALUTATION Char Author’s formal “name title”
DATE_OF_BIRTH Date Birth date
ADDRESS Varchar Home street address
CITY Char Home city
STATE Char Home state
ZIP_CODE Numeric Home zip code
PHONE_NUMBER Numeric Primary telephone number
STATUS_CODE Varchar Current work standing
BOOK
ISBN PK Numeric Unique number assigned to a book title by its publisher for tracking and ordering purposes
TITLE Varchar Title of the book
EDITION Numeric Book Edition. Various printings of the book each issued at a different time and differing from another by alterations, additions, etc
AUTHOR_ID FK Numeric Unique identification number assigned to an author upon entry into the database
PUBLICATION_DATE Date The date on which a book is or is planned to be published (issued and released for sale)
GENRE Char Kind or category of contents
FICTION Char Is content fiction (Y/N)
STATUS_CODE FK Varchar Current standing/state of book
BUDGET_NUM FK Numeric Corresponding unique budget number assigned to book
MANUSCRIPT
MANUSCRIPT_ID PK Numeric Unique identification number assigned to manuscript upon receipt/entry into the database
TITLE Varchar Title of manuscript
AUTHOR_ID FK Numeric Unique identification number assigned to an author upon entry into the database
SUBMISSION_DATE Date Date manuscript was submitted to Kaitaia by the author
REVISION_NUMBER Numeric Number of revisions (corrections) made to the manuscript
STATUS_CODE (FK) FK Varchar Current standing/state of manuscript
TYPESETTER_ID (FK) FK Numeric Unique identification number assigned to typesetter
ILLUSTRATION_ID (FK) FK Numeric Unique identification number assigned to illustration
COST_EST_ID (FK) FK Numeric Unique identification number assigned to corresponding cost estimate for each manuscript
PROOF_ID (FK) FK Numeric Unique identification number assigned to proof of manuscript