Hewlett-Packard

System Proposal For:

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Robert H. Smith School of Business

Netsanet Tefera, Michelle Holmes, Mason Klein, Ernesto Velasquez, Yueting Lei

SYSTEMS ANALYSIS AND DESIGN

DESIGNING INFORMATION TECHNOLOGY SOLUTION FOR YOUR BUSINESS

Table of Contents
Executive Summary1 Planning Phase Report..4 Client Background...5 Areas for Improvement, Opportunities, and Directives...5 Project Scope...... 5 Project Objectives6 Project Constraints...6

Analysis Phase Report....8 Description of Fact Finding Methods..9 Data Flow Diagrams of the Current System..10 Entity Relationship Diagram of the Current System.19 Error Reports..20

Design Phase of the Proposed System Report21 Data Flow Diagrams of the Proposed System...22 Entity Relationship Diagram of the Proposed System...31 Error Reports..32 Synchronized Systems Solutions Table, CRUD(Create, Read, Update, Delete) Matrix...34 Candidate Systems Table...36 Feasibility Analysis Matrix....37 Physical Data Flow Diagrams of the Proposed System.39 Sample Input and Output Design Screens.42 Implementation Plan..44 Lesson Learned..45

Appendix 1Sample Questionnaire..46 2Economic Feasibility Calculations.47 3Client Evaluation Letter.48

Executive Summary

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Executive Summary
This report contains the complete systems analysis and design proposal for SAM, Inc. The project was completed by our team of information systems students studying at the Robert H. Smith School of Business, University of Maryland during the Fall 2012 semester. The following document contains detailed reports resulting in three project phases: 1. The Survey Phase 2. The Systems Analysis Phase 3. The Final Systems Solution Phase Summary of the Survey Phase Our group began the survey phase by doing research of the client, SAM, Inc. and its industry, Government Contracting. We also took part in first-hand experience with our client in order to gather areas of improvement and opportunities for the client. We learned that the client was looking for a more secure, simplified, and updated HR and payroll system. Data redundancy and lost data was a recurring problem. We deemed the project scope to be the HR and payroll system. The objective is, stated earlier, to overall enhance the clients HR and payroll system. Constraints we ran into was budget, even though the client had lots of room monetarily, lost interest in the project since our group itself does not have a direct effect on the enhanced system, and time. Summary of the System Analysis Phase The system analysis phase included fact finding and information gathering of the company in order to come up with the most effective and efficient solution to the problem. When conducting fact finding and information gathering we went inside the client and examined inputs and outputs such as, candidate profiling, payroll information, awarding contracts, feedbacks, and documentation of work. The data stored in the current system can be seen in the entity relationship diagram produced in this phase. Summary of the System Proposal Phase The main content of this phase is the proposed system. We came up with three alternatives and determined the overall best candidate using the feasibility analysis matrix. Selecting this solution means choosing the technology that will best suite our clients needs; that being producing a more secure, simplified and updated solution to their HR and payroll processes. Our three candidates included QuickBooks ERP, SAP ERP Human Resources Management Module, and finally a fully customizable Microsoft SQL/Visual Basic solution. All solutions would encompass a cloud because SAM, Inc. does not have the server space needed.

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Improvements were made to the data flow diagram in order to halt data redundancy and lost data. The ultimate outcome is seen in the next section Conclusions and Recommendations. Conclusions and Recommendations Although the somewhat COTS solutions provide and easy fix, the SQL/Visual Basic solution offers a fully customizable solution in which our client was looking for. Our recommended solution offers support for all the business requirements. We also determined our solution based on a cost-benefit analysis in the form of NPV. You can see the graphs below that show a clear cut view of the best solution being SQL/Visual Basic.

Feasibility Score
95 90 85 80 75 70 QuickBooks SAP HCM SQL/VB Feasibility Score

NPV
$60,000.00 $50,000.00 $40,000.00 $30,000.00 $20,000.00 $10,000.00 $0.00 QuickBooks SAP HCM SQL/VB NPV

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Planning Phase

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The client and Industry Background SAM, Inc. is a technical service and program management provider for federal agencies. As a DOD contractor, SAM, Inc. maintains a Top Secret Clearance system. The company provides a range of information solutions, engineering services, and system support to its customers. SAM, Inc. is headquartered in College Park, MD and has subcontractors located throughout the country. Their main contracts include technical support for the Navy and Department of Homeland Security. The Problems/Opportunities/Directives 1. This small subcontractor is struggling to perform quality services while using outdated systems. The companys HR practices are based on a by hand/physical filing systems. This creates a security threat because it allows the files to be easily accessed by any employee. These files contain sensitive, personal information such as Social Security information, date of birth, and addresses. 2. SAM, Inc.s business development department focuses on finding qualified candidates for future contracts. Currently, there is no system in place to store qualified candidate information. This is a huge waste of resources for the company because day after day, interns search for candidates, sifting through hundreds of resumes. Having a database in place will reduce the hours invested in research and will reduce the redundancy that occurs in this process. The Project Scope and the Boundaries of the Project Given the scope of the class, the team will focus on incorporating HR & Business Development functionality. We feel that producing a database for the Business Development Team with HR applications will have the largest business impact. The business development aspect of the database will incorporate candidates resumes, contact information, if
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they were previously contacted, by whom, and for which position. The HR/Payroll aspect of the database will focus on the negotiation of wage, direct deposit information, and other personally identifiable information. If possible, a sorting or keyword feature will reduce the time needed to identify candidates for positions and will make the database all together user-friendly. This project will require different views to restrict the access to PI data. This project will not include placing the candidates information in the system. The team will use dummy data due to the sensitivity of the government contracts Project Objectives The main objective of this project is to increase the overall satisfaction of the client. This product will help reduce the overall costs associated with finding the contract candidates. Another objective of this project is to store the candidates data in one centralized location. This will increase the communication capabilities between employees because the contacts are stored in one database and not on separate computers. Furthermore, the product will help increase the overall security of employees sensitive information. Indeed, only a few selected employees will have access to sensitive information using a password, preventing problems arising from social security theft or other similar issues. Finally, this project will input a more efficient process that will reduce the aggravation and stress associated with performing this repetitive task. How to Measure the Success of Your Proposed Solution Our team will measure the success of this database through the level of satisfaction within SAM, Inc. This will occur after the product is implemented and will require constant communication with SAM, Inc. The Business Development team should see a reduction in their operating costs. This is due to a reduction in the time associated with finding these candidates and retrieving candidate information. This will reduce the time interns spend looking for these contacts. This database will result in a more fluid process for contacting candidates. SAM, Inc.

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currently struggles with identifying who contacted the candidates and when. Many of the interns only work 10 hours per week; this restricts communication, leaves managers stranded while interns are out of the office, and impedes progress. The new process will make this information available and easily accessed in the database. This will allow managers to quickly pull open this information while candidates are waiting on the phone.

Constraints Time- We have limited amount of time to invest in this project and scheduling limitations. Resources & knowledge- The team has limited understanding of databases and limited resources. Dummy Data- We will not have access to actual data and will have to use fake examples. This will force us to find our own data which will take time and will restrict the final testing until production. Security- Incorporating HR/Payroll functionality may result in employees accessing data they shouldnt. What are the obstacles and limitations that you foresee? We are not employees of SAM, Inc. and are dependent on SAM, Inc.s willingness to meet with us. This puts us at risk because there is always the chance that SAM, Inc. will lose interest in the project and will not want to continue their involvement with us. The amount of time they are willing to meet with us is very limited and will restrict our ability to meet their demands. Another obstacle is the format of the resumes such as .pdf, .docx, etc. The lack of consistency in how information is stored within resumes increases the complexity of this project. consulting for. We need to figure out what requirements they need in order for us to enhance their current system. We asked what systems they are using and which modules need to be worked on in order to ultimately enhance the business development process.

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Analysis Phase

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Fact Finding Methods We first started our fact findings by talking to the employees of the company we are consulting for. We need to figure out what requirements they need in order for us to enhance their current system. We asked what systems they are using and which modules/databases need to be worked on in order to ultimately enhance the business development process. The techniques we used to gather the necessary information to go about our job are surveys, questionnaires, inquiries, and observations of the work environment. We surveyed employees about which systems arent running smoothly and why (see Appendix1). We asked the back-end users of the systems what part of the systems deal with business development, such as HR and the contracts, which we need to look at. We also questioned staff and management about where they are now, and what they want their system to be in the future. It is important for us to know what management expects with the new system enhancements. We also observed the work environment to see how the system works and how data flows from beginning to end. We went into the headquarters of Sam, Inc. and worked a little bit with the system to observe the forms/documents and how they are inputted in the system. We observed the companys website to gather information about the specific aspects of Sam, Inc. service industry, in order to shape our project and cater to our client.

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The Current System

Context Diagram

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Level 0 Diagram

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Level 1 Diagram- The Hiring and Dismissal of Candidates

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Sam, Inc. (Current System)

Level 1 Diagram- The Hiring and Dismissal of Candidates

This diagram explores the process of the hiring and dismissal of candidates. The process divides into 2 processes, hiring new candidates and dismissal of candidates. This diagram contains the following external entities and data stores: External Entities: Candidates: This external entity represents a potential contracting employee. Contractors: Agencies that SAM INC contracts under. Examples include the US Navy and the US Department of Homeland security. HR: This entity is the human resources department of SAM INC; it represents the entity where information of current employees is handled. Payroll: This entity represents the payroll departments of SAM INC. Decision of candidates salaries are communicated to this entity. Data Stores: Employee Database: This data store stores all the information related to new employee and old (current) employee. Candidate Database: This data store stores all the candidates information. It includes contact information, resumes, and candidates performance evaluations.

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Process 1.1 Hiring New Candidates

This process is responsible for the hiring of new candidates. Activities undertaken by this process include the evaluation of new candidates profiles, the storage of all the new hired candidates information, and the recording of the new candidates positions. It also includes the transmittal of the new hired candidates information to the HR and payroll departments. Process Inputs: From Candidates Submit resumes to SAM INC. Accepted or negotiated salary Process Outputs: To Candidates Acceptance or denial decision to candidates Proposed salary to candidates (potential employee) To Payroll Transmit new hired candidates salaries to payroll department To HR Transmit new hired candidates profile to HR department for approval To Employee Database (Data store) Updated new hired candidates (employee) information

From HR: Approved candidate (new employee) profile From Candidate Database (Data store) Retrieve resumes on file

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Process 1.2 Dismissals of Candidates

This process is responsible for soliciting evaluations on candidates performance from contractors after the work is completed. In addition, it sends termination decision to candidates.

Process Inputs: From Contractors Send evaluation of candidates performance Process Outputs: To Contractors Solicitation of candidates performance To Candidates Send dismissal decision

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Level 1 Diagram- Performing Contracts

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Sam, Inc. (Current System)

Level 1 Diagram- Performing Contracts, Record Evaluations, Collect Payment

This diagram explores the process of performing contracts. It divides the processes into 3: performing new assignments, recording evaluations, and collecting payment. In addition to the already explained external entities and data stores, it contains the following new data stores: Data Stores: Assignment Database: This data store stores all the information related to the current and past assignments. Payroll Database: This data store contains information related to the collection of payment from contractors as well as payroll data. Contract Database: This data store stores all the information related to all the available/current (work in process) contracts. Clients Database: This data store stores all the information related to current and past clients. Process 2.1 Perform Assignments: This process is responsible for the performance of contracts. SAM INC. sends proposals to contractors when there are available contracts. Then, the contractors review the proposals to see if they will award the contracts to SAM INC. or not. Process Inputs: From Contractors Send/post available government contracts Awarded contracts

Process Outputs: To Contractors Send proposal for available contracts

To Assignment Database (Data store) Updated assignment data

To Client Database (Data store) Updated client data

To Contract Database (Data store) Updated contract data

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Process 2.2 Record Evaluations: This process is responsible for storing all the completed candidates evaluations in the Candidate Database (data store). Process Inputs: From Candidate Database (Data store) Retrieve candidate evaluation date/information Process Outputs: To Candidate Database (Data store) Request for candidates evaluations

Process 2.3 Collect Payment: This process is responsible for the collection of payment from the contractors. In addition, it is responsible for updating payroll data and matching the payment of candidates salaries to the specific contract that they worked on. Process Inputs: From Contractors Send payment information to SAM INC. From Payroll Bill against contract

Process Outputs: To Contractors Send invoices to contractors

To Payroll Database (Data store) Updated payroll data

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Entity Relationship Diagram (Current System)

This is the Entity Relationship Diagram for the current system at SAM, Inc. The Candidate is a potential employee. As such, the Candidate is assigned a CandidateID, and once the candidate becomes an employee, the Candidate will have an EmployeeID. Those two attributes help the organization differentiate the current employees to the candidates.
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Error Reports
Entity Relationship Diagram

Data Flow Diagram

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System Solution Phase

Hewlett-Packard 21 | P a g e

The Proposed System

Context Diagram

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Level 0 Diagram

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Level 1 Diagram- The Hiring and Dismissal of Candidates

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Sam, Inc. (Proposed System)

Level 1 Diagram- The Hiring and Dismissal of Candidates

This diagram explores the process of the hiring and dismissal of candidates. The process divides into 2 processes, hiring new candidates and dismissal of candidates. This diagram contains the following external entities and data stores: External Entities: Candidates: This external entity represents a potential contracting employee. Contractors: Agencies that SAM INC contracts under. Examples include the US Navy and the US Department of Homeland security. HR: This entity is the human resources department of SAM INC; it represents the entity where information of current and terminated employees is handled. Payroll: This entity represents the payroll department of SAM INC. Decisions of candidates salaries are communicated to this entity. Data Stores: Position Database: This data store stores all the information related to the candidate current and past work positions. Candidate Database: This data store stores all the candidates information. It includes contact information as well as past performance evaluations. Manager Database: This data store contains information related to which manager is each candidate assigned to.

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Process 1.1 Hiring New Candidates

This process is responsible for the hiring of new candidates. Activities undertaken by this process include the evaluation of new candidates profiles, the storage of all the new hired candidates information, the designation of the candidates to managers, and the recording of the new candidates positions. It also includes the transmittal of the new hired candidates information to the HR and payroll departments. Process Inputs: From Candidates Send in resumes to SAM INC. Completed Hiring profile Process Outputs: To Candidates Send Hiring profile to candidates Assigned BD Manager designation

From HR: Approved new hired candidate (new employee) profile From Candidate Database (Data store) Retrieve candidate Data

To Payroll Transmit new hired candidates salaries to payroll department To HR Transmit new hired candidates profile to HR department for approval To Position Database (Data store)

From Candidate Position Database (Data Store) Retrieve candidate position data

Updated candidate information

To Candidate Database (Data store) Updated candidate information

To Manager Database (Data store)

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Candidate designation date

Process 1.2 Dismissals of Candidates

This process is responsible for soliciting evaluations on candidates performance from contractors after the work is completed. In addition, it sends termination data to the HR department and updates terminated candidates data in the Manager database.

Process Inputs: From Contractors Evaluation of candidates performance From HR Dismissal profile

Process Outputs: To Contractors Solicitation of candidates performance To HR Completed dismissal profile

To Candidates Send dismissal information

To Candidate Database (Data store) Updated evaluation data

To Manager Database Updated termination data

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Level 1 Diagram- Performing Contracts

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Sam, Inc. (Proposed System)

Level 1 Diagram- Performing Assignments, Record Evaluations, Collect Payment

This diagram explores the process of performing contracts. It divides into the processes into 3: performing new assignments, recording evaluations, and collecting payment. In addition to the already explained external entities, it contains the following data stores: Data Stores: Assignment Database: This data store stores all the information related to the current and past assignments. Candidate Database: This data store stores all the candidates information. It includes contact information as well as past performance evaluations. Payroll Database: This data store contains information related to the collection of payment from contractors as well as payroll data.

Process 2.1 Perform Assignments: This process is responsible for the performance of contracts. The contractors complete the program profile to finalize the terms of the agreed contract. Process Inputs: From Contractors Send/post available government contracts Completed contract program profile

From Assignment Database (Data store) Retrieve assignment Data

Process Outputs: To Contractors Contract program profile

To Assignment Database (Data store) Updated assignment data

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Process 2.2 Record Evaluations: This process is responsible for storing all the completed candidates evaluations in the
Candidate Database data store.

Process 2.3 Collect Payment: This process is responsible for the collection of payment from the contractors. In addition it is responsible for updating payroll data and matching the payment of candidates salaries to the specific contract that they

Process Inputs: From Candidate Database (Data store) Request/retrieve evaluation Data

worked on. Process Inputs: From Contractors Send payment information to SAM INC. From Payroll Bill against contract

Process Outputs: To Candidate Database (Data store) Updated evaluation data

From Payroll Database (Data store) Payroll Data

Process Outputs: To Contractors Send invoices to contactors

To Payroll Database (Data store) Updated payroll data

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Entity Relationship Diagram (Proposed System)

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Error Reports
Entity Relationship Diagram

Data Flow DiagramContext Level

Data Flow DiagramLevel 0

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Data Flow DiagramLevel 1(Hiring and Dismissal of Candidates)

Data Flow DiagramLevel 1(Performing Contracts)

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CRUD Matrix
Record Evaluations Collect Payment

Perform Assignments

Dismissal of Candidates D D D D D D D D D D RD CRUD D D D D D

Entity, Attribute

Candidate Candidate ID First Name Last Name Address Phone Number Email Clearance Resume Candidate Evaluation ManagerID Manager ManagerID Last Name First Name UserName Password Security Question Payroll PayrollID SSN Bank Name Bank Phone Number Bank Address Salary Account Number Routing Number Position PositionID Position Name Salary Range Special Reqs

R R R R R R R R R CRUD CRUD

C C CR CR CRU CRU CRU CRU CRU R CRU CRU R R CUD CUD CUD

CR R RUD RUD RUD CRUD CRUD CRUD CRU CRUD CRU CRU

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Performing Contracts

Hiring New Candidates

Dismissal of Candidates

Hiring New Candidates

Perform Assignments

Entity, Attribute

Assignment AssignmentID Assignment Name Start Date End Date Years of Experience Reqs Education Reqs Site Location US Citizenship/Work Permit Salary Range Clearance Special Reqs ProgramID Program Name Duration Start Date End Date Budget Agency Name Contact Name Location CRD CRD CRUD CRUD CRU CRU CRU CRU CRU CRU CRU CRUD CRUD R R R R R RU R

Program

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Performing Contracts

Record Evaluations

Collect Payment

Candidate Systems Matrix Characteristic Candidate 1 (QuickBooks Enterprise Solutions)

HR and payroll will be computerized with the COTS package from QuickBooks. Easy to implement and track HR/Payroll activities with OFS integrated features like batched time sheets and comprehensive reports. Local system will run the software. N/A (COTS) QuickBooks Enterprise Solutions 13.0 Batched Time Sheet and real time candidate updates. Printed Time sheets, Direct Deposits, candidate profile printers. Templates semi-customizable wit OFS solution Keyboard and Mouse, E-Pay online

Candidate 2 (SAP ERP HCM)

Candidate 3 (SQL Visual Basic)

HR and payroll will be computerized with a created for in VB linking to a database in SQL. This solution is fully customizable so you can implement modules shaping your goals.

Portion of System Computerized

HR and Payroll will be computerized with Core HR and payroll module

Benefits

Modules are customizable, easy to implement and integrated automated service by SAP. SAP will provide service help when needed. Local systems will run the software. Core HR and Payroll SAP ERP HCM/ Core HR and Payroll, on premise or on cloud Batched and/or Real-Time process of HR and payroll activities. Printed Time sheets, Direct Deposits, candidate profile printers. Templates fully customizable.

Servers and Workstations Software Tools Needed Application Software

Local system will run the software. VB, VBA, SQL. Microsoft Input into VB/VBA Form and stored in SQL database. Real-Time work hours and real-time candidate updates. Printed time sheets and candidate profile printers. Templates fully customizable with SQL and VB. Keyboard and Mouse. Customizable forms for candidates. All data stored on server and backed up to external hard drive.

Method of the Data Processing Output Devices and Implications

Input Devices and Implications

Keyboard and Mouse, automated time sheet input for candidates. Data stored on PC/server or on cloud provided by SAP.

Storage Devices and Implications

All data stored regarding payroll and candidates will be stored on PC that runs QuickBooks and backed up using QuickBooks online.

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Feasibility Matrix

Feasibility Criteria Operation Feasibility Functionality Political

Wt. 40%

Candidate 1 Supports HR and payroll services. All HR processes could be run through this solution. Management could overlook processes. User friendly for endusers

Candidate 2 Fully supports all needed functionality. User friendly and management this solution has a proven track record.

Candidate 3 Customizable to encompass any needed functionality. A little less user friendly in that endusers need training in SQL/VB

Score: 85 Technical Feasibility Technology Expertise 30% Current package is version 13.0. Easily accessible. Selected by over 100,000 companies. User friendly and do not need hard programming background.

Score: 95 Proven track record. SAP is one of the most used and reliable ERP solutions. Need a little more database knowledge and background.

Score:100 Very well-known and reliable. Need a lot more programming knowledge and expertise on site to use.

Score: 90 Economic Feasibility Cost to develop Payback period NPV Detailed Calculations 15% 47,000 2 years 37,000 See Appendix 2

Score: 70 42,000 2 years 46,000 See Appendix 2

Score: 90 63,000 3 years 52,000 See Appendix 2

Scheduled Feasibility

15%

Score: 80 3 months Score: 80

Score: 70 Less than 3 months Score: 85 85 82

Score: 90 6 9 months Score: 75 92

Rankings

100%

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Rationale for Weights 1. Operational Feasibility a. Weight: 40% b. This category is weighted the highest because our solution needs to be highly functional and operational. Our client needs to change the way they process the data and process payroll data. The client is losing a lot of money and time with inefficient and redundant data. This solution with the highest operational feasibility will be highly regarded as the solution.

2. Technical Feasibility a. Weight: 30% b. This category is second on the list of importance. The solution needs to encompass a mature and proven technology, hardware, and software. Our client feels the need that little training should be necessary for the end-users. Training costs money and time, so our solution should be user-friendly.

3. Economic Feasibility a. Weight: 15% b. This category, along with the next category scheduled feasibility, is ranked lowest on the importance of our candidacy. Our client has enough room in their budget to come up with the most effective solution, inside a reasonable amount, in order to enhance their systems.

4. Schedule Feasibility a. Weight: 15% b. This category is also the lowest because our solution does not need to be up and running in a timely manner. Our client wants to make sure we are 100% to go, with testing and training before we launch. An upcoming deadline is not of the most importance.

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Level 0 DiagramPhysical DFD

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Level 1 Diagram- The Hiring and Dismissal of Candidates (Physical DFD)

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Level 1 Diagram- Performing Contracts (Physical DFD)

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Sample Interface Screens

Input Candidate Information Interface Screen

Input Assignment Information Interface Screen

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Sample Interface Screens

Input Program Information Interface Screen

Output Interface Screen

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Implementation Plan
I. Procurement phase: Purchase SQL licenses; 4 core processors per virtual machine, and client access licenses of SQL Standard Edition. Also, purchase Visual Studio 2012 Professional software. 1. To purchase SQL licenses go to: http://www.microsoft.com/sqlserver/en/us/editions/2012-editions/standard.aspx 2. To purchase Visual Studio 2012 Professional go to: http://www.microsoftstore.com/store/msstore/pd/Visual-Studio-2012Professional/productID.252319300 3. It costs $1,793 per core license (need minimum of 4), and $209 per client access license. It costs $499.99 to purchase the Visual Studio 2012 software. 4. It is best to conduct the purchase the SQL licensing via phone because you can get direct feedback, advice from Microsoft representative. 5. It is best to purchase the Visual Studio software form the website because it is basic software with no customization of order needed. II. Construction phase: Install SQL and Visual Studio by contracting Microsofts partner, CSC, a leading global consulting, systems integration and outsourcing company. 1. Contact an expert from CSC at the following link: http://pinpoint.microsoft.com/en-US/PartnerDetails.aspx?PartnerId=4295023806 2. Install Visual Studio 2012 Professional software and Microsoft SQL III. Delivery Phase:
Test the newly installed software with the help of the contracted expert from CSC, then convert the old system in an Abrupt or Direct Conversion and train the systems users 1. Populate the database and test the new system using simulated data (Alpha testing) 2. Populate the database and test the new system using real data (Beta testing) 3. Double-check that the system is free of errors (Audit testing) 4. The new system proposal will have security features and an easier research engine added on the old system. As such, since the new system will not be complicated to use, an abrupt or direct conversion will not have many repercussions. Starting the beginning of 2013, the old system will be terminated and the new system is placed into operation. 5. Train the employees who will be using the system 44| P a g e

Lesson Learned
Throughout the course, our group was able to help Sam Inc. to properly develop a new resume database that would increase their efficiency in the recruiting process. As a team, we learned much from this semester long project during the project development life cycle. Planning Phase During the planning phase, we learned that in order to properly develop an effective system for the company, it is important to know the problems and opportunities of the current system. Knowing the end users issues with the current system enables us to be more focused on how the new system should perform. We wanted to improve user friendliness and weed out any errors. Knowing the opportunities enables us to develop a system that is beyond user expectation because we want to take those opportunities and turn them into actual results. Analysis Phase During the analysis phase, we learned that achieve good data, one must effectively utilize fact finding techniques. For example, the first time that we tried to communicate with the employees and managers to gather facts did not end up successful because we didnt have a good set of questions in mind. Because of this oversight, we didnt gather much useful, relevant, or important information. Learning from that as a team, we created questionnaires and surveys that we wanted employees and managers to fill out. Then we went back to the companys office again to perform a successful fact finding. Design Phase During the design phase, we learned that the organization and accuracy of the data flow diagrams is very important because the data flow diagrams are the framework for developing the physical system. Without having organized and accurate data flow diagrams, there were many errors when creating the physical system.
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Appendix 1: Sample Questionnaire

1. How do you feel about the current system?

2.

What are some of the problems you encounter when using the current system?

3.

What do you want to see/expect in the new system?

4.

What elements should the new system have to better assist you in doing your job?

5.

What is your budget for installing a new system?

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Appendix 2: Economic Feasibility Calculations

Total Cost

Labor Hours Candidate 1 Candidate 2 Candidate 3 480 350 1000

Labor Costs/ Hour 50 50 50

Total Labor 24,000 17,500 50,000

System Cost 17,000 20,000 10,000

Maintenance Cost 5,000 3,500 2,000

Misc Cost 1,000 1,000 1,000

Total Cost 47,000 42,000 63,000

Net Present Value

Candidate 1 Cost Cash inflow 38000 40000 0.13 Rate $113,000 Value $36,685.87 NPV -47000 35000

Candidate 2 -42000 38000 41000 41000 0.13 $120,000 $46,152.56

Candidate 3 -53000 45000 48000 50000 0.13 $143,000 $52,271.29

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Appendix 3: Client Evaluation Letter

TO WHOM IT MAY CONCERN: This letter is to confirm that Michelle, Ernesto, Yueting, Mason, and Netsanet supported our College Park office for the Fall 2012 semester. During the semester, they developed a plan for a database that will improve the operations of the Business Development Department. This assignment required significant interaction with a wide range of individuals from our department. As the students communicated with SAM, Inc. employees; they remained both professional and confident in their abilities. We were very pleased with the work these students accomplished this semester and look forward to seeing what they might produce next semester. If I can provide you with any additional comments, please do not hesitate to contact me. Sincerely, Maureen Perry Business Development Manager/Proposal Coordinator/Cost Lead

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