Additional Implementation Issues

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Description

The purpose of this section is to identify any implementation issues not already covered in the previous sections of the business case.Identify and explain three issue areas and how they will be handled in the implementation of the proposed system.The issues identified could come from any aspect of the system; the following questions may be considered, but issues do not have to be limited to these areas:

  • What else should the organization consider?
  • What things should the project team keep in mind?
  • Are there any ethical or cultural considerations?
  • What impact will there be to the employees if processes and/or systems are changed?
  • What impact will there be on the workplace?

Approach to Developing this Section

Consider the system being proposed and the organization in the case study, and identify three issues that have not previously been discussed in the business case.Consider the questions above, as needed, to assist in the analysis.For each of the three:

  • Identify the issue
  • Explain why it is an issue
  • Describe how it should be handled during the implementation of the proposed system.

Unformatted Attachment Preview

Trusty Carpets Business Case: I. Background and Environmental Analysis 4 Background 4 Business Vision, Strategy or Objectives 5 Business Processes 5 Competitor Products 5 New Technology Trends 6 Commercial Trends 6 Statutory, Legislative, or Other Environmental Requirements 7 II. Problem & Opportunity Analysis 7 Summary 7 Business Strategy Alignment 7 Timeframe 8 Positive Impact 8 Problem/Opportunity Selection 8 III. Proposed Solution 9 IV. Expected Improvements 9 Centralized Customer Management 9 Centralized Accounting 10 Centralized Inventory and Accounting 10 Scheduling 10 Business Strategy Alignment 10 Financial benefits 10 Non-financial benefits 11 V. Alternatives Analysis 12 Status Quo 12 RFMS 13 Different IT Solution 15 Business Process Reengineering 16 Comparing the four alternatives 18 VI. Feasibility Analysis 20 Economic/Financial Feasibility 20 Organizational/Operational Feasibility 20 2 Technical Feasibility VII. Requirements Checklist 20 22 Functional requirements 22 Data requirements 22 Technical requirements 23 Security requirements 23 VIII. IX. Context Diagram 24 Project Management 24 Introduction 24 Project Scope 24 Time and Schedule plan 25 Cost 26 Quality 27 Communications 27 Stakeholders 27 X. Acquisition Strategy 28 Software 28 Hardware 28 Services 28 XI. Risk Management XII. Security XIII. Additional Implementation Issues Error! Bookmark not defined. Error! Bookmark not defined. 30 References 30 Appendices A 33 Appendices B 33 3 Trusty Carpets Business Case I. Background and Environmental Analysis Background Trusty Carpets has been in the carpet sales business and operating out of the same location for the last 20 years. The business has seen recent growth in the market with the construction of many new homes. The local government is focusing on creating an up-scale community that is also environmentally conscious. The business is run by the proprietor, Jerry Montgomery and his sales team, which consists of his daughter and another employee. The company subcontracts all installation work to a third party. The company has been focused on growing its customer base by keeping its prices low by primarily selling mid-grade carpet. Current total profit margins are 8.3% on $1.2 million in sales. While profit margins are below industry standards, it has driven sales volume up to 250,000 square feet of carpet per year. The business has recently acquired an additional and larger storefront through the acquisition of another carpet business across town. Last year, the previous business' profit was 12% on $3 million dollars in sales. The difference can be attributed to the previous business's ability to sell more top-of-the-line carpets, which may be due to having a dedicated showroom for the more premium brands. With the addition of the new location, Trusty Carpets is shifting its direction from growth to increasing profit margins. In order to accomplish this goal, the company wants to reach more customers through online and in-home sales, while creating a network of second party referrers by building partnerships with builders and interior designers. 4 Business Vision, Strategy or Objectives Trusty Carpets is behind in their technical processes as well as the environmental requirements to meet competitive standards. For Trusty Carpets to excel, they will need to adopt a plan of action and process to encompass the local requirements to be a ‘green’ company. Consumers seek companies that recognize the importance of being environmentally friendly. Trusty Carpets desires to be a pillar in the community by being environmentally conscious and recycling their products. Utilizing the Waste Reduction Model, they can build their processes to support ‘green’ growth in their community. Current technology within the company is subpar. Recognizing that they have an inferior Information Technology Infrastructure will allow them to grow not only through commerce, but through marketing and sales. Updating the infrastructure to allow for online sales, virtual measurements and order processing will free up workload and streamline the current sales processes, thus allowing for greater profitability in the business. Business Processes With the increase of technological advances leading to a decrease in print viewership, more readers are using mobile devices. This is influencing publishers' decisions on a wide range of editorial and advertising strategies (Yu, 2015). Using local newspapers, and in some cases, television for advertising is ill-advised as they are practically obsolete and nowhere near as useful as other means. Much of today’s society spends more time on mobile devices, tablets, and laptops and doesn’t gather information from newspapers like they used to. The primary source for people nowadays is digital news outlets and social media as a replacement for traditional sources of news and advertising. It is highly recommended for Trusty Carpets to create media utilizing both a website and social media page for customer interaction and advertising for the business. Also, the previous owner of the new location used a manual filing methodology to keep track of business records. The lack of information technology in place means that customer records and carpet inventory are currently in recorded handwritten ledgers. This practice is inefficient and leads to multiple opportunities for human error in record keeping which can adversely affect Trusty Carpets net profits. Competitor Products The carpet industry is a competitive industry and for Trusty Carpets to continue to expand the company will have to ensure the company is properly marketing and branding itself. The problem is the competitors are using many different avenues to keep up their competitive edge by providing discounts, user friendly sites, and ensuring their products stay with current 5 trends. Additionally, many companies are offering in home consultations and the distribution of samples. By performing this function their sales teams can perform measurements on-site and provide a total cost of material and insulation on-the-spot to the customer. This might be a service that Trusty Carpets will want to provide in the future. To help improve the business process they need to create a technology solution that will interface with all aspects of the company and create an improvement strategy that works with the company’s organization strategy. This strategy should include what steps in the process are broken, why and how they should be improved and any financial and resource implications. Answering how the process can be improved is a springboard to create improvement objectives (Explorance, 2019). This will help link both stores together providing real time information to help ensure that the company remains organized. New Technology Trends Some of the technology trends that will that will have an influence on business are the accumulation and accessibility of data like social media content to purchasing history, will drive the development of machine learning in business development software (Council, 2018). Another important trend is customer scheduling. Giving the customer options on how they interact is the way to go. This will allow customers to pick the date, time, mode and even topics they wish to discuss on sales calls (Council, 2018). Voice recognition is another big trend. With Google Assistant and Amazon’s Alexa just to name few, small businesses can capitalize on voice recognition by thinking about how to make business’ ‘voice search-ready.’ And think about how people are interacting with their digital assistants (Council, 2018). Commercial Trends Current trends in the floors sales industry has seen a shift in consumer’s preference from primarily wall-to-wall carpet to larger and custom sized rugs that meet specific design aesthetics (Ryan, 2017). This is due the current trend of using solid flooring with open-floor plans. According to Floor Covering News, "For the third year in a row, the U.S. rug business will outperform carpet. FCNews research puts area rugs sales at $2.5 billion in 2016, up an estimated 3.5% from the year-ago period" (Ryan, 2017). While this trend may be a problem for traditional carpet sales companies. It may also present an opportunity by aligning with Trusty Carpets desire to partner with home builders and interior designers. The carpet industry today is essentially the domain of a few large firms, led by Shaw Industries and another company (Patton, 2006)). Many carpet dealers today are expanding their product line to include custom carpets through Shaw industries Cutting Edge program. Which allows customers to create custom designed area rugs (Ryan, 2017). By building partners with home builders and interior designers, retailers may not only expand their sales of traditional carpet sales, but also add an additional revenue stream through custom area rugs. 6 Statutory, Legislative, or Other Environmental Requirements WARM or Waste Reduction Model is a model that was established by the Environmental Protection Agency. This model was designed to streamline the recycling effects and decrease greenhouse emissions from excess or carpet waste. Adopting this strategic model will allow for Trusty Carpets to not only be environmentally friendly but allow consumers to reuse products that would otherwise be taken to a landfill. Trusty Carpets can establish this baseline process and be at the forefront of competitors. Becoming a green partner and utilizing this as a selling point to customers will attract attention and produce revenue. II. Problem & Opportunity Analysis Summary With the addition of the new storefront and addition of the installation service, Trusty Carpets is positioned to meet its business strategies if it takes the initiative to address or implement key functions and services. This analysis was developed by evaluating the current business processes of the original Trusty Carpet’s location as well as the processes of the old Metro Carpets location. Additionally, it factors in current market trends in the home construction and flooring business, while also considering current applicable laws and ordinances. Previous to acquiring the new location, Trusty’s infrastructure and processes were sufficiently able to handle the amount of business. However, in order to manage customers, inventory, sales, and installations at two different locations, Trusty must implement a solution that synchronizes the business functions and operations of two locations into one business. While the main goal is to synchronize both locations, there are several opportunities that can be seized upon during this transition that will accelerate Trusty’s main goal of increasing profits. These opportunities consist of: 1. 2. 3. 4. Enabling Online Sales Creating an Environmentally Friendly Image In-home Sales & Measurement Capability Partnering with Builders & Interior Designers Business Strategy Alignment The addition of the new storefront previously known as Metro Carpets has increased Trusty Carpets number of employees, customers, floor space, inventory, and accounting of sales. Multiple processes, accounting, and information technology (IT) systems are not conducive to a profitable business model. Metro Carpets did not use an IT solution to manage these functions and instead relied upon hand-written ledgers to track inventory, customers, and sales. Sales personnel must be able to check status of orders, inventory status, and coordinate installations independent of their respective location. This problem must be addressed in order to create a single integrated business. 7 Timeframe Trusty Carpets has a limited timeframe to solve the greater problem of integrating the business functions of both locations. Disjointed processes can lead to confusion, delays in ordering, status updates, and installations. The sooner this problem is addressed, the sooner Trusty can build ‘Trust’ with its customers. Other opportunities also have a limited realization window in order to be maximized. Currently new home and apartment construction is booming but this will not always be the case. However, the sooner the better. The timeframe for each new home is ten to sixteen months for upscale homes and four to six months for production home. (Kale, 2019) Additionally, proposed city ordinances are scheduled to take effect in early 2020 that will mandate businesses to be more environmentally friendly. Positive Impact Trusty Carpets primary strategy is to increase its profits. Solving the problem of integrating the processes of both stores is the core problem to be solved. Digitizing customer records and maintaining a database of customers can cut cost and increase functionality in the sales department, while having a reliable inventory management system will give the sales team a better view of products on hand. However, it is important that the solution also supports opportunities needed to further Trusty’s business strategy. The ability to engage with customers on-line and interact with customers at their home will exponentially increase the number of engagement points with potential customers. Providing in-home consultations will allow sales persons to measure, offer samples and provide accurate estimates to potential customers. Enabling all of these will streamline the process and boost sales. Finally, Trusty Carpets can significantly enhance its image as a socially conscious business by being the first to follow the new environmental ordinances. Problem/Opportunity Selection While there are multiple problems and opportunities identified from the analysis, these were selected as they were the most suitable to be solved from a common information technology (IT) solution. The implementation of the right IT solution could streamline sales and inventory management, while setting the baseline to implement future opportunities that align with Trusty Carpets strategy. 8 III. Proposed Solution A cloud hosted business management solution from RFMS is the proposed solution to the business problem which allows Trusty Carpets to focus on increasing profits by streamlining productivity, building relationships with suppliers, efficiently managing resources, expanding its customer service base and implementing current IT infrastructure. RFMS is recognized as leaders in software for the floor covering industry. RFMS management software is a scalable software solution that can be hosted locally or in the cloud. RFMS offers multiple different software modules to address a variety of processes within the retail flooring industry. Modules can be purchased as needed to address the following functions: Business Operations, Accounting, Sales. Additionally, RFMS has built in Business to Business (B2B) capabilities by having its sales and inventory management modules integrated into the leading manufacturers of carpet within the United States. RFMS software provides an award-winning user experience with tools that will be a great solution to Trusty Carpets opportunities. RFMS enables efficient operations by providing scalability and systems integration, accounting features that address specific accounting inventory and sales features that include: accounts receivable, financial reporting, billing, order entry job estimating quotes, sales analysis and many other core features. These features reduce technical maintenance expenses, increases visibility and agility across the digital supply chain and develop industry-specific functionality. In addition, RFMS software allows access to business data and information while off-site, and its e-commerce solution provides additional support for online business growth. RFMS’ award-winning software addresses each of the operational business concerns listed in the previous section by enabling better-informed business decisions which align with the organization's vision, core goals, and strategic direction. RFMS completes a picture of operations and use customer insights to help increase sales, stay current on RFMS enhancements and ensures data accuracy. IV. Expected Improvements The implementation of a Cloud based Enterprise Resource Planning solution from RFMS will bring many expected improvements. The ERP solution will result in streamlined business operations due to RFMS being an industry leader in operations and management software for the flooring industry. Having the solution hosted in the cloud rather than on-site will not only allow for administrative and operations across multiple locations to be synchronized to a central data repository, it also provides other intangible benefits. Centralized Customer Management RFMS will allow both store locations to share a common database of customers & potential customers. This will enable a customer to call or visit any location and all their information will be available from all departments. Representatives will be able to view 9 customer notes, sales data, e-mail exchanges and service history. Empowering employees with this information will build help build trust and confidence with customers and future customers. Centralized Accounting The RFMS Accounting module will synchronize valuable business data across several functions and locations. This will present Trusty Carpet’s owners with key accounting data to make future business decisions. Examples of accounting functions RFMS can track are: The general ledger, accounts payable, Human Resources, accounts receivable, banking, commissions and sales analysis reporting. Additionally, a built-in management report can combine these critical accounting areas for instant, up-to-date decision making. Centralized Inventory and Accounting The Inventory and Purchase Order modules are interfaced with Order Entry, Accounts Payable and the General Ledger which ensures consistency in physical counts as well as financial data. Inventory may be transferred between stores or locations. According to current businesses that use RFMS, one its advantages are its ability to help forecasts inventory requirements and reduce costs (Dickhaus, n.d.) Scheduling RFMS’ Scheduling module will maximize the new installation function of Trusty Carpets. Since all the various modules of the RFMS solution have the capability to be interlinked, sales and order entry functions can immediately see the availability of the installation teams. This will ultimately provide for increased productivity, better scheduling, and improved service. Business Strategy Alignment One of Trusty Carpets strategies to increase sales and profits is to provide the ability conduct in-home sales and measurements as well as provide online sales. RFMS can enable this strategy through its RFMS Mobile & E-commerce capability. Through this function sales personnel can perform in home sales and measurements and input the orders directly back to Trusty employees. This will allow them immediately check available carpet inventory and place orders with manufacturers if needed. Additionally, through its E-commerce function, RFMS can receive and generate orders via the web. Through this function orders can be transmitted and confirmed within minutes. Financial benefits Currently, Trusty Carpets has a bare bones IT solution at its main location and no IT capability and its new location. In order to manage a much larger operation and provide the capability to grow, more IT will be needed. In-house ERP software requires hardware and the human resources to maintain it. By using a cloud-based solution instead of hosting and processing customers, sales, accounting, and operations information locally. Trusty Carpets can 10 save significant amounts of money from not having to provide its own in-house IT support. According to Networkworld, “Cloud ERP solutions can be modular or tailored to the customer’s needs with very little initial outlay cost. Businesses can exploit existing platforms and add customizations at a much lower cost to the company than if developing the program in-house” (Eastwood, Gary, and IDG Contributor Network, 2017). Additionally, IT resources help reduce the human resource required to handle business processes. A single computer can handle the work that several employees can handle. Due to the limited timeframe Trusty Carpets must integrate operations between the original location and the new location. It must have a solution that can be quickly be implemented to limit the amount of productivity and business lost. According to the senior director of the Insight and Customer Strategy team at Oracle, Hans Castel, “Cloud applications enable the business to implement new functionality immediately and at a lower cost than with traditional on-premise implementations. With cloud applications, IT is focused on integration and security, and the cloud services vendor can be leveraged for these tasks. On-premise implementations require significantly more IT effort, and a lot of energy…” (Castel, 2014). Non-financial benefits As Trusty Carpets grows it requires an IT solution that can grow with it. Since Cloud ERP solutions can expand their capability through additional licensing. Trusty Carpets can purchase capability as it grows without a significant increase physical IT hardware or personnel. This will allow it to focus on its core business functions. Finally, business financial records and customer information it typically sensitive data that must be protected. According to Gary Eastwood a contributor to Networkworld, “A Cloud ERP solution offers superior security solutions that ensure the information is adequately encrypted and protected” (Eastwood, 2017). This limits potential liability concerns to due privacy breaches as well as builds customer confidence. 11 V. Alternatives Analysis Status Quo Implementing a status quo for Trusty Carpets business operations correlates to the organization’s methodologies remaining under the current business and operating configurations. The current environment consists of a lack of a business-driven communication system, bookkeeping, store locations, installation subcontractors, employees, and potential patrons. The results of this continued configuration will continuously stagnate the organization’s profit margin. The maintained status quo will prevent Trusty Carpets from modernizing its operations. The inability to upgrade operations will have a direct impact on the organization’s collaboration efforts and its marketing strategy. Major Benefits There are some benefits to maintaining an organization’s status quo. Three significant benefits of an organization’s status quo consist of customization, cost, and methodologies without having to compete with other businesses which could be more damaging. Over the years, Trusty carpets may have obtained customers who are accustomed to its outdated marketing techniques; these customers may be reluctant to change. The next benefit of maintaining the status quo is its cost; an unaltered network infrastructure will alleviate modification cost for an organization. Lastly, supporting the organization's status quo allows Trusty Carpets to keep its current methodologies. Cost Elements and Estimations Currently, there is no additional associated cost for maintaining the organization’s status quo. The status quo would continuously utilize the organization’s systems and operations resulting in a loss of revenue for the organization. This loss is a direct reflection of Trusty Carpets inability to effectively collaborate and market its products. General Feasibility The status quo solution is not a feasible option for Trusty Carpets. Maintaining the status quo does not support the organization’s strategic objective of increasing its profit margin. For Trusty Carpets to increase its profit margin, it is necessary for the company to modernize current business processes and systems. Trusty Carpets decision to not comply with modernization may negatively impact its collaboration efforts and marketing campaign. This decision could potentially expose the organization to financial hardships. 12 Identified Risks ● Operational Risk: The consolidation of the three entities (Trusty Carpets, Mr. Baker's installation team, and Metro Carpets) could potentially strain Trusty Carpets overall operations. Currently, each organization is operating independently. Additionally, Trusty Carpets is utilizing Google Drive to process customer’s orders; however, Metro Carpets is manually annotating customer’s requests. The status quo of these independent operations will only lead to confusion. Mr. Montgomery's situational awareness and shared understanding are necessary to consolidate these business operations into one medium. ● Financial Risk: There are no additional financial expenses associated with the decision of maintaining the organization’s status quo. However, this decision will impact the organization’s revenue growth. There is a high probability that Trusty Carpets will not be able to increase its profit margin due to an inefficient collaboration and marketing strategy. The current marketing strategy requires the establishments to maximize its exposure without the assistance of an online marketing strategy. A difficult decision lies ahead, utilizing this avenue of approach places organizational constraints from the viewpoint of a technological world. ● Business to Customer Relation Risk: According to Kulpa, customer is king and customer relationship management (CRM) helps businesses build a relationship with their customers that, in turn, creates loyalty and customer retention (“Kulpa,” 2017). The status quo lacks a foundation for online customers’ interactions. Customer’s feedback is a vital tool for the organization’s continued growth; this critical element provides the organization with valuable insight. Major Defining Issues Implementing the status quo will not support the organization’s strategic objective of increasing its profit margin. Trusty Carpets’ dated methodologies of processing information, collaborating, and marketing has stagnated its growth. This can limit efficiency, and sometimes threaten organizational endurance. The organization must implement a new strategy which can allow the organization to apply modernized business operations to generate profits RFMS A cloud hosted business management solution from RFMS is the proposed solution. RFMS will streamline productivity, build relationships with suppliers, provide efficiently managing resources, expanding its customer service base and implementing current IT infrastructure. RFMS management software is a scalable software solution. RFMS offers multiple software modules to address a variety of processes within the retail flooring industry. 13 Modules can be purchased as needed to address the following functions: Business Operations, Accounting, Sales. Major Benefits A major benefit to utilizing a cloud service is Trusty Carpets will save on expenses because no additional hardware will need to be purchased and will not require a full time IT department to maintain the equipment. Additionally, the cloud-based solution provides continuity planning. All employees will have real time data to properly perform their jobs from in the office or on the go. The RFMS solution will provide a single solution to solve all the business needs. Cost Elements and Estimations Cost of a cloud-based solution will save Trusty Carpets money because it will be implementing current IT infrastructure and reducing cost of having an IT department. The cloud will require training and support which is provided with the purchase from RFMS. This solution will streamline company processes, aligning all departments strategically and improve communication and collaboration between all the required departments. General Feasibility A cloud solution is feasible for Jerry to use for his business, and highly recommend this solution because it will streamline productivity, build relationships with suppliers, provide efficiently managing resources, expanding the customer service base and utilize current IT infrastructure. Identified Risks Outages- Cloud service provider can experience an outage resulting in down time and loss of information. Shared Tech- The data is not shared; however, the facilities the data is housed in are shared. Potential loss of data and customer PII. Major Defining Issues 14 Cybercrime- potential security breaches which could be internal and external is the largest issue using a cloud-based solution. Shared Tech- The data is not shared; however, the facilities the data is housed in are shared. Potential loss of data and customer PII. Different IT Solution An alternate IT solution is Trusty Carpets will utilize RFMS hosted locally instead of on the cloud. Local hosting is the scenario where the digital signage server is hosted on the Local Area Network. This ensures the network is within the control of the administrator and on location. Major Benefits The major benefits for RFMS host locally are the network can be contained behind the corporate firewall and all data kept private according the corporate security policies. Another benefit is that if the internet is down; the company will be able to access all orders. Trusty Carpets network administrator will have System set-up control. Network speeds are higher on the local network and processing information and orders will be faster. Hosting a network locally decreases security risk concerns for unauthorized access. Trust Carpets would have administrator-controlled environment, meaning all installation and maintenance to the system will be conducted locally with not outside administrators needed. Cost Elements and Estimations A major cost concern for a locally hosted network is equipment and locations security. Specific equipment would be needed to ensure the system is secure and updated regularly. Troubleshooting and maintenance would be a full-time position for two administrators at two locations. Space and power consumption for each location would need to be addressed to ensure the equipment has enough power and temperature control to maintain operation. General Feasibility Locally hosting RFMS is feasible but would cost more to implement. The need to add equipment and personnel to operate and maintain the infrastructure is needed. RFMS is a great tool, already setup for carpet stores. Considering RFMS cloud version was designed for small businesses, Trusty Carpets would benefit greater from utilizing this platform. There would be no additional cost for equipment or personnel and all administrative functions and updates are provided through the service provider. 15 Identified Risks Data breach- System exploitation is not common on locally hosted networks. Utilizing simple firewalls, and basic security measures deters potential hacker from gaining access to your system. There is always potential for increased attempts due to secure information held. Potential loss would be customer information and credit card information. No offsite Backup- Locally hosting a system has potential loss of equipment and information. If all files and information is stored locally on a non-redundant system, information can be lost. Orders, inventory, and employee records need to be dual sourced or backed up to a separate location or locations. Major Defining Issues Major concern for a locally hosted system is cost. Implementing a system designed to provide what a cloud sourced system provides will require additional equipment, time and personnel. Equipment cost can be expensive as well as purchasing licenses and software for the system to function correctly. A Cloud functioning solution would cost less and be a turn-key solution. Business Process Reengineering The final alternative solution to integrate Trusty Carpet’s current and new location while meeting its business strategy is to re-engineer the current business processes with no change in the current IT footprint. This is also known as business process reengineering (BPR). By focusing on BPR key concepts such as redesign, retooling, and re-orchestrating, Trusty Carpets will be able to concentrate on the outcome that it needs to achieve (Ramaswamy, 2018). Major Benefits The major benefits of implementing a change of business processes versus incorporating an IT solution fall under two categories: Costs – By reengineering the business process, Trusty Carpets can save its limited capital that is required to invest in initial costs for an IT solution as well as reoccurring costs of implementing a cloud hosted ERP solution. Flexibility – As opposed to large organizations, Trusty Carpets is a small business which is owner, operated, which allows the company to change any process it sees fit. Small businesses can offer new services and change internal processes without having to clear a multitude of 16 committees that would exist in a large organization. The scope of change is not constrained to the capabilities of an IT system (Ramaswamy, 2018). Cost Elements and Estimations For a BPR event to be productive the business must dedicate significant resources. This is not just an allocation of personnel but may require personnel to be reassigned to different areas through the duration of the event (Mcswiney, 1995). BPR can be performed internally via existing staff or it can be contracted out to specialist who specialize in this area. This study could not retrieve any domestic rates for BPR consultants, however it was able to retrieve rates for contractors in the United Kingdom. According to the website ITJobsWatch, daily rate averages for BPR contractors’ average at $600 US dollars per day. Typically, large BPR events can last six to nine months (Smartsheet, 2018). Due to the size of Trusty Carpets operation it is estimated that a BPR initiative could be outsourced over the course of one month, resulting in a cost of $12,000. General Feasibility The extent that BPR without additional IT investment can solve the main problem of integrating operations and both locations is limited due to several factors: 1. Currently, the Metro location has no IT infrastructure. Since the original location relies on processes, which includes internet access and handheld tablets for the sales team, any BPR effort will have to include an investment in these IT assets for a new location or develop work-arounds such as having the one location call the other to research inventory availability and prices. 2. IT is critical in most BPR initiatives. According to a report in the, Issues in Information Systems journal, “Information technology plays a major role in business process reengineering as it provides office automation, it allows the business to be conducted in different locations, provides flexibility in manufacturing, permits quicker delivery to customers and supports rapid and paperless transactions (Bogdanoiu, 2014; Wu, 2005 as cited in Ramaswamy, 2018). 3. Without additional IT investment, BPR may be able to provide alternatives to incorporate processes integrating operations at both store locations. However, these processes will have to rely on additional manual procedures, which will place an additional workload on current employees. Identified Risks Organizational: Changes in current processes in order to integrate both locations will be more manually intensive, requiring employees to perform additional tasks and roles. Potential 17 changes may be rejected by employees or create a situation where additional workload will reduce the effectiveness of current sales operations. Financial: Costs to develop a BPR solution may not yield results to justify its implementation. This will result in a solution that may meet the minimum requirements will not financially be feasible. but Strategic: Without the increase of additional IT resources Trusty Carpets may not be able to implement some of its strategic initiatives such as developing construction and design networks, reducing costs, providing online and in-home sales. Major Defining Issues The likelihood of BPR to be effective in solving Trusty Carpets main problem is unlikely without any additional IT resources. This is due to the fact one of the key actions of BPR initiatives is to automate processes utilizing IT (Ramaswamy, 2018). This can be seen in the effectiveness of even the minimal IT use at Trusty Carpets original location. Additionally, utilizing BPR without additional IT will not permit Trusty Carpets to meet its strategic goals of enabling online sales. However, it may be possible to facilitate in-home sales without additional IT resources. In summary, by solely reengineering the business processes Trusty may be able to solve its core problem of integrating both locations but will be unable to streamline its operations or realize an increase in profits. This makes this alternative the least desirable alternative to the proposed cloud ERP solution from RFMS. Comparing the four alternatives Name of Alternative Status Quo RFMS host locally Positive Aspects Negative Aspects The current environment consists of a lack of a business-driven communication system, bookkeeping, store locations, installation subcontractors, employees, and potential patrons Network can be contained behind the firewall Hosting, installing, planning and all data kept private according the all the expensive hardware and corporate security policies. Can access data maintenance and with no internet. They will have System settroubleshooting on the up control. Up and download speeds are hardware. Will have to hire Customization, cost, and methodologies without having to compete with other businesses, which could be more damaging. Cost; an unaltered network infrastructure will alleviate modification cost for an organization. Keep its current methodologies. 18 faster. A host locally network is more secure. Administrator controlled environment. Privacy Cloud service save revenue because no additional hardware will have to be purchased. They will not require full IT department to maintain the equipment. Cloud-based solution provides continuity planning. Will have real time data to properly perform their The RMFS solution will provide a one solution to solve all the business needs RFMS Cloud Business Process Reengineering Costs – By reengineering the business process, Trusty Carpets can save its limited capital that is required to invest in initial costs for an IT solution. Flexibility –Trusty Carpets is a small business, which is owner, operated, which allows the company to change any process it sees fit. more IT personal. Will have to done updates manually. No offsite backup System downtime security and privacy. Exposes potential vulnerabilities. Less control over the function and execution of services. Vendor lock-in is another perceived disadvantage of cloud computing More manually intensive, requiring employees to perform additional tasks and roles. Additional workload. Costs to develop a BPR solution may not yield results to justify its implementation. May not be able to implement some of its strategic initiatives such as developing construction and design networks, reducing costs, providing online and in-home sales. Table 1. Comparison of Alternative Solutions Justification of the Proposed System The solution that best fits Trusty Carpets vision will be a cloud-based RFMS solution. The current infrastructure can be manipulated to support the commercial software without adding costly extra equipment and upgrades and virtually cost pennies to operate. Maintaining the current employee roster and not needing to have a dedicated IT staff will afford the company more opportunity to generate revenue. The RFMS system provides powerful software and off-site backup while allowing the “organization to be a flooring dealer – not an IT expert”. (RFMS,2019) The additional benefits offered with RFMS cloud support will essentially cut out half the labor costs that are currently being used by manually filling out paperwork and storing information. All the tools Trusty Carpets needs will be conveniently at their fingertips’. Cloud based software provides anytime anywhere features that will encompass sales persons and provide the mobility and flexibility virtually extending the showroom to a customer’s living room. 19 VI. Feasibility Analysis Economic/Financial Feasibility Trusty Carpets sells about 250,000 square feet of carpet a year for sales of approximately $1.2 million and a net profit of about $100,000. Current costs are in line with industry averages, but profits are below the averages which may be attributed to pricing low to be more competitive and grow the business. Metro generates about $3 million in annual sales at a 12% profit. Costs are in line with industry averages (“UMUC,” 2019) and they are totaling a combined net profit of $460,000. According to the recent Bureau of Economic Analysis, the Gross Domestic Product (GDP) in all 50 states and the District of Columbia increased during the third quarter of 2018 to 3.5 percent and is projected to increase by 2.1 percent in the fourth quarter (“Bureau of Economic Analysis,” 2018). The proposed RFMS is well within the financial capability of the organization. To gain the fully customizable sales RFMS for both locations including the increase in installation teams is approximately $149 per user monthly. The total cost of implementation is less than 5% of Trusty Carpets, and Metros combined net profits. This cost will reduce gradually as the company’s profit margin increases. Trusty Carpets will see increased efficiencies immediately after implementation. Reduction of overall operational costs would be the result of warehouse operations optimization, increased speed of sales processing, and customer service improvements. RFMS’ user-friendly interface makes entering orders quick and easy. Automation and data validation reduce the risk of manual errors. Organizational/Operational Feasibility The RFMS solution is very feasible as it was designed for the carpet industry and covers all aspects of the business. The IT infrastructure will be aligned with the company’s strategic goals. The solution will improve business process and allow for more work to be completed. Once the IT infrastructure is aligned with the company’s strategic goals it will allow Trusty Carpets to have a competitive edge. Technical Feasibility Assurance to the proposed system will perform the expected functions. 20 With RFMS, it is made for carpet stores. It will measure, create layout and give quotes on the spot. Everything a carpet store would need. How will the proposed system fit? It will not fit with the current IT. Jerry would need to get new hardware like switches, routers, tablets, Sever and laptops. For software Jerry will new window 2000 and above. How difficult will it be to implement the solution in the organization? It may be difficult to implement the Hardware. With all the new hardware being added to Jerry business, Jerry will need an IT person that understand all of it and may need to hire another one to make sure both locations are taken care of. Difficult of technology to use for employees The technology will not be difficult to learn. First, the RFMS software is easy to use, but RFMS.com offers live webinars, classroom training, and E-Learning. All are deigned to make the employees feel committable with the new software. The hardware is also easy to use and may take a little time training the employees. But in the end, everyone will be fine with RFMS. Difficult for the organization to manage It will not be difficult at all. RFMS has a Management System tool that tracks everything that needs to be tracked like aspect of productivity, sales, and installation, the overall interpretation of the company vision. 21 VII. Requirements Checklist Introduction The proposed solution requirements will provide the organization with a greater understanding of RFMS’ potential and performances. The requirements consist of 4 critical categories such as functional requirements, data requirements, technical requirements, and security requirements. The identified categories provide the organization with the ability to trace the requirements through their system’s development process. Functional requirements a. The system must maintain client information including name, phone number, and address. b. The system must generate invoices for purchases made in store, at customer location or online. c. The system must store customer orders, and customer information for historical records and trend analysis. d. The system must track and generate sales goals to include sales forecasting per fiscal quarter. e. The system should interface seamlessly with mobile devices through multiple internet service providers. Data requirements a. The system must be able to track the carpet inventory to include which brand, how much and cost. b. The system must be able to track customer information to include invoices and inventory bought. c. The system must be able to manage and house all customer estimates. d. The system must be able to track sales and commissions. e. The system must be able to track employee hours and employee pay rates. 22 Technical requirements a. The system must be compatible with the Windows 10 operating systems on the workplace computers. b. The system must be available 99% of the time for any 24-hour period. c. The system must have at least one terabyte of free storage for business application. d. The system must be scalable to accommodate additional system users and additional system requirements. e. The system must be accessible remotely through mobile devices. f. The system must be interoperable with common Cloud applications. Security requirements a. The system must automatically conduct third-party application security audits monthly. b. The system must notify the user of any suspicious third-party applications used on the framework. c. The system must detect sources of external threats such as Denial of Service (DoS). d. The system must provide real-time data back-up on the cloud. e. The system must update its firewalls every six months to prevent penetration. f. The system must be hosted on a virtual private cloud to increase its security. g. The system must enforce a data deletion policy. Once a customer’s data retention period has ended, the customer’s data must be deleted. 23 VIII. Context Diagram The RFMS system will interlink several functions within Trusty Carpets. Each function will have the capacity to input data into the system and receive information required for that function to operate. The context diagram listed in Figure 1 of Appendix A depicts six functions or entities that interact together when a sale is generate and how that information flows in and out of the RFMS system. IX. Project Management Introduction This sections provides a general overview and methodology of how the Trusty Carpets ERP project will be managed. Upon formal creation of the project charter and acceptance by Victory CGR, a detailed project management plan will be created covering the sections below. Throughout this section several roles will be referenced. Table 2 outlines the roles and responsibilities of all roles. Role Executive Sponsor Project Manager Project Team Member Stakeholders Key Users Responsibilities • Has ultimate authority for the project • Approves changes to scope • Provides additional funds for scope changes • Approves deliverables • Received direction from Executive Sponsor • Approves project plans and deliverables • Supervises project team • Provides status updates to key stakeholders • Contributes to projective objectives and deliverables • Personnel affected by the project • Provides business operations insight to the project team • Represents the staff in identifying current and future procedures • Participates in acceptance activities Table 4. Team Roles Project Scope In order to ensure the Trusty Carpets ERP project stays within the framework of the defined requirements, budget, and timeline a scope management plan is required to define, control, and manage needed changes to the scope of the project. The scope management plan 24 documents the methodology to defining the scope, the management approach and the roles and responsibilities of the project team and stakeholders. Due to the size of the project and the business, the scope definition will be comprised of the project charter, the preliminary work breakdown structure, and the initial rough order of magnitude (ROM) costs. The project scope will be presented and approved by the Executive Sponsor, and the Victory CGR Project Manager (PM) to ensure that there is a common understanding of what the project does and does not address. Minor changes to the scope may be approved by the Victory CGR PM once validated that the change falls within the projects charter and makes no significant impact to the budget or timeline. Major changes to the scope must be approved by both the Executive Sponsor and the Victory CGR PM. The Victory CGR PM will ensure that all deliverables required to validate requirements and control the project scope are vetted with the stakeholders throughout at key milestones in the project lifecycle. The deliverables will allow for stakeholders to track the progress of the project and to ensure that the project is on task and time Time and Schedule plan Project time and schedule management is key to the Trusty Carpets ERP project in order to prevent implementation delays that could severely impact the project sponsors business. Maintaining a specific schedule with limited personnel and resources is a difficult task while still operating as a business without any disruptions to operations. The schedule plan defines the project flow, work breakdown structure, and key milestones. The project manager will ensure that all milestones are met according to plan utilizing specific tools. The schedule is defined using a Gantt chart that plots specific timelines and their dependencies in order to alleviate lost time and prevent scope slip. A preliminary project schedule is listed in table 3. The PM will monitor the schedule to account for changes and adjust as necessary. The schedule plan also includes processes and triggers for communicating timeline changes to the Executive Sponsor. Timely completion of tasks and subtasks, efficient use of resources with an accurate interpretation of client expectations will determine the project’s success. The project will take an estimated twelve months with appropriate approval, funding, active involvement of all stakeholders and effective communication between all parties. 25 Major Tasks Duration Participants Communication with management and stakeholders 6 months Everyone Gathering of requirements 1 month Project manager, executive management, stakeholders, systems analyst Requirements approval 1 week Project manager, executive management, stakeholders System and Website design 3 months Computer programmer, graphic design specialist, project manager, marketing specialist Select hardware/ software 1 month Systems analyst, project manager, executive management, stakeholders Test system 1 month Everyone Staff training 1 week Everyone Maintain system On going Third party (RFMS),executive management Table 3. Project Schedule Cost The purpose of the Cost Management Plan is to define the methodology that costs for the Trusty Carpets ERP system will be managed throughout the project lifecycle. To ensure the successful completion of the project within the allotted budget, the plan sets the format and standards by which the project costs are measured, reported and controlled. The plan will define how the costs, budget and source of funding will be determined. In addition the plan will identify how costs are measured, reported, and the approval process for any deviations. The project cost entails budgeting for all the project resources that would be required to make Trusty Carpet business system a reality. In this case, the project team would need to work together with the finance manager and other Stakeholders to do the required project planning, estimation of the resource cost; budgeting, financing and other cost related activity of the Trusty carpets proposed a project. They will determine the cost control plan for all the project resources and activity, (Bouvrie, 2016). The ROM for this project is between $20,000 and 26,000 in the first year. With follow-on operating and maintenance costs of $14,000 annually. The following Table 2 is the ROM costs for the various aspects of the project. 26 Item Software and DataBase Additional licenses Hardware Network (Wireless) System configuration Training Contingency Other labor costs ROM $6,000 (Annually) $1,800 (Annually) $5,311 $2,535 $1,500 $3,600 $2,000 $4,000 Table 4. ROM Costs Quality Project quality is a critical aspect of Trusty Carpet business proposed project as it ensures that the product is of the required quality. In this case, the project team would ensure that they follow the set standard in such project development; the team would also incorporate the set project quality assurance and quality control. The project team can utilize the set of tools that are available to ensure that they can meet the required customer satisfaction. Quality assurance is helpful, as it would prevent the project over inspection and other related costs. Quality control can be done by ensuring continuous improvement of the product, (Ray, 2018). Communications Communicating efficiently with stakeholders and reaching for the success of the completed project is to be measured by the practical use of resources, providing progress updates and project reports, and reviewing change requests promptly to cater to client expectations and prepare for unexpected issues. The project team will plan recurring status meetings to discuss project requirements and updates, provide work performance and project reports stating completions and any resolved or unresolved issues to management and stakeholders every four weeks, confirm the scope, and maintain effective communication via email and phone. Team members will use interpersonal, organizational, and communication skills to stay on schedule, communicate effectively to avoid misunderstandings. Stakeholders The team will identify stakeholders and determine each stake holders concerns and their expected outcome of the solution. The team will ensure that the stakeholders are engaged at every milestone and acquire stakeholders approval of every step of the process. The PM will meet regularly with the stakeholders to ensure that communications are open thus allowing the PM to address any issues that may arise. The PM will monitor the stakeholder engagement to ensure they are properly up to date. 27 X. Acquisition Strategy The acquisition strategy for the Trusty Carpets ERP solution covers the planned methodology of procuring, operating, and maintaining all items within the scope of the project. For this project there are three main areas that fall within the scope of the project; software, hardware, and services. A summary of the acquisition plan is listed in Table 5. Software The primary focus for this project is the ERP software solution. In order to provide a solution that meets specific needs for the Trusty Carpets and avoid a custom designed solution, a cloud hosted ERP solution that is designed for the flooring industry will be utilized as a service. Since the software is designed for flooring retail businesses, there will be no customization needed. A onetime consultation service is will be purchased to provide the initial system setup. Any additional consultations required for the ERP system is not within the scope of this project. The entirety of the ERP system and business data will be hosted in the cloud and is part of the service to include data management. The only prerequisite software requirement for the ERP software is a Microsoft Windows based operating system (O/S), which will be included with the purchase of the computer hardware. Subsequent upgrades to this software will be based on upon compatibility with the ERP software and the hardware refresh cycle. Hardware The ERP cloud solution service does not provide any hardware. All hardware must be procured and maintained outside of the ERP service contract. Desktop computers, printers and mobile devices will be sourced internally by the business holder based on recommended requirements. Maintenance for these devices will be based on an as needed break-fix-replace model. Network hardware design, procurement, and installation will be acquired by through a one-time service contract. All hardware will be purchased and owned by the business. Post installation network maintenance and management will be based off of a separate service contract. Services Additional services not mentioned previously consist of the internet connectivity required for the use of the cloud ERP system and any additional security or business continuity services. 28 Internet connectivity will be procured as a service, either on a month-to-month, or yearly contract. Since the entire ERP solution is hosted in the cloud, a service level agreement ensuring a 99.99% availability rate is required to alleviate any business loss due to an internet outage. Additionally, the ISP must be compliant with the Statement on Standards for Attestation Engagements no. 16 (SSAE 16), which is auditing standard for service organizations. Product Service Off the Shelf Custom RFMS ERP - X X - Desktop O/S X - X - Desktop Computers X - X - Printers X - X - Network Equipment X - X - Mobile Devices X - X - ERP Consultation - X N/A N/A Internet Service Provider - X N/A N/A Network Maintenance - X N/A N/A Software Hardware Services Table 2. Acquisition Strategy 29 XI. Additional Implementation Issues References 30 Berg, R. (2008, Jan 1) Business process improvement: Seven steps to operational excellence. Retrieved from http://www.jiops.com/01/2008/business-processimprovement-seven-steps-to-operational-excellence/ Bouvrie, C. d. (2016, 2 23). Retrieved from https://www.costmanagement.eu/blogarticle/198-cost-management-explained-in-4-steps Castel, H. (2014, July). The Benefits of ERP in the Cloud. Retrieved January 26, 2019, from https://blogs.oracle.com/profit/the-benefits-of-erp-in-the-cloud Council, F. B. (2018, January 11). Seven Big Tech Trends That Will Change Business Development In 2018. Retrieved from https://www.forbes.com/sites/forbesbusinessdevelopmentcouncil/2018/01/11/seve n-big-tech-trends-that-will-change-business-development-in-2018/ Eastwood, G. (2017, July 14). 5 Benefits of using cloud ERP to deliver results. Retrieved January 26, 2019, from https://www.networkworld.com/article/3208227/cloudcomputing/5-benefits-of-using-cloud-erp-to-deliver-results.html. Explorance. (2013). 4 Steps for an Effective Business Process Improvement Cycle. [online] Retrieved from https://explorance.com/blog/8-steps-effective-businessprocess-improvement-cycle/: [Accessed 17 Jan. 2019].]. Features Archive – RFMS. (n.d.). Retrieved from http://www.rfms.com/features Patton, R. L. (2006). A History of the U.S. Carpet Industry. Retrieved January 18, 2019, from https://eh.net/encyclopedia/a-history-of-the-u-s-carpet-industry. Research Reports, I. (2019). Carpets & Rugs. [online] Market Research Reports® Inc. Available at: https://www.marketresearchreports.com/carpets-rugs [Accessed 17 Jan. 2019]. Ryan, K. (2017, May 22). Area rug: State of the industry—Custom programs, hard surface surge bolster category. Floor Covering News, Volume 31, Issue 25. Retrieved January 18, 2019, from https://fcnews.net/2017/05/area-rug-state-ofthe-industry-custom-programs-hard-surface-surge-bolsters-category/ Yu, R. (2016, April 29). Mobile audience rises, print declines. USA Today. Retrieved 18 January, 2019, from http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com.ezproxy.umuc.edu /login.aspx?direct=true&db=a9h&AN=J0E279018407715&site=edslive&scope=site. Testimonials – RFMS. (n.d.). Retrieved from https://www.rfms.com/company/testimonials/ 31 BPR Contracts. (n.d.). Retrieved January 30, 2019, from https://www.itjobswatch.co.uk/contracts/uk/bpr.do Mcswiney, J. (1995). Business Process Reengineering for Small and Medium Sized Manufacturing Enterprises. Re-engineering the Enterprise,164-174. doi:10.1007/978-0-387-34876-6_16 Ray, S. (2018, 5 9). Retrieved from https://www.projectmanager.com/blog/project quality-management-quick-guide Ramaswamy, M. (2018). USING EMERGING INFORMATION TECHNOLOGIES IN SMALL BUSINESSES. Issues in Information Systems,19(1), 108-117. Retrieved January 30, 2019, from http://www.iacis.org/iis/2018/1_iis_2018_108-117.pdf Guide to Business Processing Engineering. (2018, November 19). Retrieved from https://www.smartsheet.com/newbies-business-processing-reengineering-guideexperts-insights Kulpa, J. (2017, October 24). Why Is Customer Relationship Management So Important? Retrieved from https://www.forbes.com/sites/forbesagencycouncil/2017/10/24/why-is-customerrelationship-management-so-important/#3fcd6ebe7dac 32 Appendices A Figure 1. Context Diagram of Sales Process Appendices B 33 The SaaS Cloud Solutions RFMS Jerry’s business needs software in order to complement the hardware’s operation; this includes Operating system that would be used by the servers, workstations among the other PCs within the business. The business would also need Firewalls and antivirus software that would be used to secure the customer and the business data and information. Eventually, Jerry would be required to acquire a custom business software that would be used by the Jerry’s customer to place and order among other business operation. The SaaS system will need to be designed for carpets store. The RFMS SaaS system is great because it is already set up for Carpets store. There are three parts to RFMS. There is the Management System, Productivity Tools and Measure. The Management System offers operations features daily aspects of productivity, sales, and installation, the overall interpretation of the company vision. It also offers Accounting Features uniqueness of the flooring industry. It is unique because RFMS is engineered for carpet store needs and address the specific accounting, inventory and sales functions that flooring operations demand (RFMS Corporation). The Productivity Tools offers a wide variety of tools that Jerry will take advantage of to help grow his business. The first and the most important is the RFMS Mobile. Which is designed for the sales professional on the go, it will create new quotes and keep users up to date with their projects. Another Great tool offer under Productivity Tools is the RFMS Schedule Pro, This makes manages all flooring installations a simple task, and employee will be able to and track jobs and crews. The Bid Pro will estimate projects on the spot for salesmen, so they can give estimates to customers on the spot. Another product under Productivity Tools is direct deposit. This will allow Jerry to pay employee account electronically. RFMS has an inventory barcoding software has a module that is integrated with inventory and works with a hand-held laser tricorder that will track and speed up the time to do inventories (RFMS Corporation). RFMS Measure is an estimation software that does the estimating process. Jerry can create precise estimates in only five easy steps. The Measure Tool will approximation carpet, tile, laminate and hardwood flooring for projects of all sizes. Then it will create a floor plan with the software powerful drawing tools. Then it defines and assign all materials needed, then it will create all the product information, including description, color, size and price. The RFMS then will add Project Details like floor, stairs, borders and walls. Then it will give an Estimate, with material cost and labor cost. Then Printthe layout and cut diagrams for installers and customers (RFMS Corporation). Trusty Carpets Background: Jerry Montgomery has been selling carpets for 20 years from his store, Trusty Carpets, which is located in a strip mall that, over the past few years, has become a busy shopping center. The location is in what had been a quiet town near a large city, but recent area growth has resulted in many new homes being built and the town council has started to consider ordinances to create zones to protect unique architecture, improve overall property condition, and protect the environment. Their focus is on creating an up-scale community attracting “clean” businesses to improve the quality of life and its tax base. The current business model: Since he opened his Trusty Carpets store, Jerry has advertised in the local paper and done all of his business in his showroom where he has carpet samples on display. Jerry employs two sales people to serve customers in the store. One is his daughter Ann who he would like to take over the business when he retires. Since he has little storage space, Jerry’s inventory has been limited to overstock, end pieces from installations, and samples. When a customer makes a selection from the samples, the salesman checks the manufacturer's information to determine the availability of the selected carpet and the current price. Jerry’s brother-in-law, Mike Baker, has a carpet installation business and has been subcontracting the installation of the carpets sold by Trusty Carpets. The sales staff coordinates installation with the customer and with Mike. Jerry employs an accountant (who has other customers and does his work at his own office) to keep track of his finances, pay bills, send invoices, collect payment and do payroll. Jerry's finances are very straight-forward, and he uses the accountant only because he does not like to do the paperwork. Jerry’s company sells about 250,000 square feet of carpet a year (70% of it is midgrade carpet and padding) for sales of about $1.2 million. This results in a net profit of about $100,000. His current costs are in line with industry averages but his profits are below the averages. He attributes this to the fact that he keeps his prices low to be more competitive and grow his business. Technology support: The Trusty Carpets store has a basic information technology (IT) infrastructure with an internet connection. There is a computer with a multipurpose printer (scanner/fax/printer) in Jerry's office. It is connected to a router supplied by the Internet Service Provider. The router also provides a wireless network within the store, and the 2 salesmen have tablet computers that they use to check carpet availability and price, and to enter and check orders. Order forms are simple Google document forms that are stored in the Google cloud and are shared among the employees and with the installer and the accountant. Jerry and his salesmen each have a Gmail account. One of the salesmen, Ben (who has been with Jerry 6 years), is studying IT at the community college. He set up the current technology in the store just six months ago. Jerry expects Ben to learn about any new technology that gets installed and help solve minor in-store IT problems. Rev 6 8/20/2018 1 Recent changes: Jerry has been quite successful and has recently acquired Metro Carpets, a store on the other side of town. Metro Carpets has a large showroom and an adjoining 20,000 square foot warehouse. The showroom contains two room displays, one a living room with their top line carpet and one a family room with midline carpet. The remaining display space is for samples and remnants, including a small area for closeouts. The warehouse is about 50% utilized. It contains rolls of the top line carpet in a wide range of popular colors for immediate installation. Although it is a relatively large business, the previous owner was not well organized, had no information technology at the store, and kept all of his customer records and carpet inventory in hand-written ledgers. Jerry plans to retain the three sales staff and two warehouse people at Metro, and he wants to continue to expand sales in his original store. Metro generates about $3 million in annual sales at a 12% profit. Costs are in line with industry averages. Carpet sold at Metro breaks down as follows: 10% bottom grade, 50% mid-grade and 40% top-of-the-line. In addition, Jerry and Mike (the installer) have decided to combine their businesses into one carpet sales and installation business. They will do this after they have reviewed the impact of an EPA initiative, the WARM Program, to improve the rate of carpet recycling to lower greenhouse gas emissions. A description of the WARM Program is posted with the Case Study under Course Resources. Jerry feels recycling is important and wants to be able to make the appropriate business accommodations. Mike runs his business out of his home since all of the work is done in customers’ homes. He has two installation teams (2 people each) and installation equipment is stored in the trucks. Mike expects to increase the number of installation teams since Jerry acquired Metro Carpets. Mike’s wife Carol handles the bookkeeping, and while all of their work is paper-based, they are well organized. He earns about $1.50/square foot for his services. The opportunities: With the expansion of his business, Jerry needs a way to be able to manage the two separate locations and the installation operation as one business. He is also looking at ways to increase his business through internet sales, establishing relationships with new home builders, and in-home sales where he believes that he could reach more customers if his salespeople could go to customers’ homes, take measurements and obtain orders. Jerry’s daughter Ann is studying interior decorating in college and he wants to reach out to the interior decorating community to expand sales as well. Additionally, Jerry wants to be environmentally responsible. To do this he will need to allocate warehouse space to accommodate recyclable carpet. The installers would bring the used carpet to the warehouse, and the carpet would then be picked up by a recycler monthly at no cost. How your team will help: Jerry's primary business objective is to continue to increase his profit margins, and he believes appropriate technology can help with managing his expanding business. He has hired your team to evaluate his needs and recommend which technologies he should acquire and to develop the Business Case for those you recommend. He will use the Business Case to decide whether he should invest in the technology solution your team is proposing. Through the Business Case, your team must convince Jerry that you have a well thought-out plan that meets his objectives and has the potential of increasing sales and profitability; your objective is to get Jerry to hire your team to develop and implement the solution you are proposing. The assignment: Your team is to develop and explain a proposed technology solution for Jerry's business. You will come up with some specific business Rev 6 8/20/2018 2 objectives that could be supported by technology solutions, and then identify some IT solutions that could benefit Jerry’s carpet business. As a team, you will decide which technology or combination of technologies would benefit his business the most and should be implemented first. Your team will develop a Business Case to explain the solution and how it would be implemented. The Business Case must be well written and be able to be understood by Jerry, with his limited technical understanding. It is to be written as a proposal to Jerry that explains and defends the solution your team is putting forward. Your team will develop the Business Case, section by section, as we proceed through the class. The Business Case will be done as a series of documents prepared by your team that together form the full Business Case. The specifics for each section are in the weekly group project assignments, beginning with the Week 1 Group Assignment. The complete business case assignment is in the "Building the Business Case" document posted in the classroom. Rev 6 8/20/2018 3 I. Additional Implementation Issues The purpose of this section is to identify any implementation issues not already covered in the previous sections of the business case. Identify and explain three issue areas and how they will be handled in the implementation of the proposed system. The issues identified could come from any aspect of the system; the following questions may be considered, but issues do not have to be limited to these areas: • • • • What else should the organization consider? What things should the project team keep in mind? Are there any ethical or cultural considerations? What impact will there be to the employees if processes and/or systems are changed? • What impact will there be on the workplace? Approach to Developing this Section Consider the system being proposed and the organization in the case study, and identify three issues that have not previously been discussed in the business case. Consider the questions above, as needed, to assist in the analysis. For each of the three: • Identify the issue • Explain why it is an issue • Describe how it should be handled during the implementation of the proposed system. Building a Business Case – 10/02/2018 1
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Additional Implementation Issues Outline
Additional Implementation Issues
✓ The three issues that were not covered in the previous work is well discussed in
this section
Other considerations by the organization
✓ This section explains the various considerations which should be done by the
organization
The things project team should keep in mind
✓ This section highlights the things project team should keep in mind when
implementing the proposed system.
Ethical or cultural considerations
✓ This part explains the various ethical or cultural considerations when carrying out
system implementation.
Impacts of process changes
✓ This part explains the impacts of the changes in various implementations of the
proposed system to the employees.
Impact on the workplace
✓ This part explains the impacts of the changes in various implementations of the
proposed system to the workplace.

Approach for this section
Issue
✓ This section explains the major issue which can be faced when carrying out the
proposed system implementation.
Explanation of the Issue
✓ This section explains the issue which was explained in the issue section. It
explains clearly why such a situation is an issue to the project implementation.
How the Issue can be handled
✓ This section explains how the organization can handle such an issue.
References


Running Head: ADDITIONAL IMPLEMENTATION ISSUES

Additional Implementation Issues
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ADDITIONAL IMPLEMENTATION ISSUES

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Additional Implementation Issues
After a careful check on the previous sections of the business case, it is evident that
Trusty Carpets need to improve particula...


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