Group Project: Functional and Non-Functional System
Requirements
Analysts must do a great deal of translation between the user’s description of new or updated
application software and the detailed specifications for building that software. The Case Study
provides descriptions from which your group may develop appropriate functional system
requirements. You will not find explicit statements about non-functional requirements. Instead,
your group must infer what the system should include. Focus on items related to hardware,
software, security, and cost. You may leave some of these non-functional requirements
somewhat open-ended and refine them later in the project as you gain a more complete
understanding of the system.
To prepare for this assignment, meet and brainstorm ideas with your group members using your
knowledge from previous courses. Decide whether to divide functional requirements among
group members by subsystem, or to share equally across the system. Consider how group
members will review the functional requirements and ensure that they are complete and
consistent. Consider when and how the group will determine non-functional requirements.
As a group, compile and agree on the complete list of functional requirements. Define at least
four modules (sub-systems) to organize the main functions of the system. Common modules
include Financial (General Ledger, Accounts Payable, Accounts Receivable) Human Resources
(Time Entry, Payroll, Benefits Administration, Position Management), and Manufacturing (Shop
Floor Control, Quality Control, Bill of Materials, Inventory).
Define non-functional requirements for the technology. These requirements might include: cloud
vs. on-premises, database, operating system, programming languages, computing hardware,
network components, interface or integration requirements to other applications, and IT support
staff estimates. Project the cost of building, implementing, and maintaining the system for the
next 5–7 years.
Include the following elements within your deliverable:
•
•
•
•
A description of each group member’s contribution to the project. Include the selfreported number of hours each group member contributed to the project
The name of the group member responsible for compiling and submitting the group
results for this phase of the project
A list of all functional requirements of the system divided into at least four sub-systems
A list of all non-functional requirements of the system
Group Project: Functional and Non-Functional System
Requirements
Analysts must do a great deal of translation between the user’s description of new or updated
application software and the detailed specifications for building that software. The Case Study
provides descriptions from which your group may develop appropriate functional system
requirements. You will not find explicit statements about non-functional requirements. Instead,
your group must infer what the system should include. Focus on items related to hardware,
software, security, and cost. You may leave some of these non-functional requirements
somewhat open-ended and refine them later in the project as you gain a more complete
understanding of the system.
To prepare for this assignment, meet and brainstorm ideas with your group members using your
knowledge from previous courses. Decide whether to divide functional requirements among
group members by subsystem, or to share equally across the system. Consider how group
members will review the functional requirements and ensure that they are complete and
consistent. Consider when and how the group will determine non-functional requirements.
As a group, compile and agree on the complete list of functional requirements. Define at least
four modules (sub-systems) to organize the main functions of the system. Common modules
include Financial (General Ledger, Accounts Payable, Accounts Receivable) Human Resources
(Time Entry, Payroll, Benefits Administration, Position Management), and Manufacturing (Shop
Floor Control, Quality Control, Bill of Materials, Inventory).
Define non-functional requirements for the technology. These requirements might include: cloud
vs. on-premises, database, operating system, programming languages, computing hardware,
network components, interface or integration requirements to other applications, and IT support
staff estimates. Project the cost of building, implementing, and maintaining the system for the
next 5–7 years.
Include the following elements within your deliverable:
•
•
•
•
A description of each group member’s contribution to the project. Include the selfreported number of hours each group member contributed to the project
The name of the group member responsible for compiling and submitting the group
results for this phase of the project
A list of all functional requirements of the system divided into at least four sub-systems
A list of all non-functional requirements of the system
Case Study: Larry’s Sartorial Shoppe
The following is a case study to describe the data needs of a small company. The
descriptive material includes:
•
•
•
•
•
Background
Business processes
Personnel
Forms and Documents
Interviews
Background
Larry Fitzpatrick is a successful tailor who caters to local business people. The bulk of
his business volume is “off the rack” suits, and his shop stocks several designer
products. Larry’s heart, and a considerable amount of his time, goes into the customtailored suits he makes for his favorite customers, executives who can afford to pay
more for this work.
Until now, Larry operated from notes in his pocket and manual bookkeeping ledgers.
The business has grown to the point that Larry can no longer keep up with the
accounts, manage expenses, and control his business. He has little choice but to
automate by implementing a modern database system for accounting, payroll, inventory
control, and sales.
Business Processes
#
Process
1 Selling
2 Manufacturing (fitting, cutting
and sewing)
3 Materials ordering, receiving
and stocking
4 Inventory control
5
6
7
8
Daily balancing
Payroll
Accounts receivable
Accounts payable
© 2013 Laureate Education Inc.
Main Tasks
Tracking prospects, recording sales, order
confirmations, invoicing, etc.
Ordering, recording and tracking work progress
Controlling manufacturing materials
Accepting, recording, tracking consumption and
costs
Reconciling credits and debits
Tracking and paying for work accomplished
Tracking moneys owed the company
Tracking what the company owes creditors and
vendors
1
Personnel (position: name – process responsibility)
1.
2.
3.
4.
5.
6.
7.
Owner: Larry – all
Sales manager: John – 1, 5
Sales persons: Renae, Rachel, and Timothy
Bookkeeper: Jennifer – 5, 6, 7, 8
Assembly manager: Dylan – 2, 3, 4, 6
Workers: Jeremy, Linda, and Mary
Purchasing manager: Derrick – 2, 3, 4
Forms and Documents
(Figures 1 through 13 represent skeletal data descriptions—input and output—of the
manual system.)
1. Customer Invoice
2. Commission Statement
3. Vendor Data Card
4. Vendor Invoice
5. Inventory Report
6. Purchase Order
7. Daily Sales Summary
8. Time Card
9. Payroll Check and Summary Form
10. Federal 941 Payroll Tax Withholding Summary
11. General Ledger
12. Bank Deposit Record
13. Cash Register Ticket
© 2013 Laureate Education Inc.
2
Figure 1. Customer Invoice
Customer
Address
City
Larry’s Sartorial Shoppe
Date: _____________
Invoice number: 99999
Item
□ Cash
Description
Stock number
□ Visa
Quantity
Salesman: ________________________________________
□ MC
Price
Ext.
Price
Subtotal
Sales
tax
Total
Figure 2. Commission Statement
COMMISSION STATEMENT
Salesperson: __________________ Reporting Date: _____________
Sales date
Invoice
Retail Total
Commission
Totals
© 2013 Laureate Education Inc.
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Figure 3. Vendor Data Card
Shelby Fabrics Inc.
Vendor ID: 88888
234 Main Street
Customer Service Contact: Rick James
Shelby, North Carolina 23992
Telephone: 704-455-4544
Product line: fabrics – wool, linen,
Figure 4. Vendor Invoice
Vendor Name
Customer ID: ___________
Shipping Date: _________
Sold to:
Order date:
PO number:
Item Description
Quantity
Units
Price
Ext Price
Sub-total
Shipping
Total
© 2013 Laureate Education Inc.
4
Figure 5. Inventory Report
Inventory Report for Period Ending: ____________
Item
Description
© 2013 Laureate Education Inc.
Starting
Inventory
Sales
Ending
Inventory
Thresholds
Order
5
Figure 6. Purchase Order
Larry’s Sartorial Shoppe
123 Main Street
East Bay, North Carolina
27290
Supplier ID: ____________
Federal Tax ID: 56-49494949
Item Description
Quantity
Ship by:
Comment:
PO Number 22222
Order Date:
Shipping
Date:
Terms
Net 30
NC Tax ID: 304-393939
Units Price
Amount
Subtotal
Discount
%
Tax
Shipping
Authorized by: ________________________________
© 2013 Laureate Education Inc.
Total
6
Figure 7. Daily Sales Summary
Manager name:
Date:
Cash register amount at start of day
Number cash sales actions
Cash sales
Number credit card sales
actions
Credit card
sales
Number check sales actions
Total sales actions
Check sales
Total sales
Total amount refunded
Overage/shortage
Balance
Comments:
Figure 8. Time Card
Name:
ID:
Date Time in Time Out Hours
Total Hours:
© 2013 Laureate Education Inc.
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Figure 9. Payroll Check and Summary Form
Check no: 9999
Date: ____________
Larry’s Sartorial Shoppe
Pay to the order of:
______________________________
$ __________._____
Name:
SSN
Current Year to
Date
Gross
Pay
FICA
FITA
Amount: _________________________ Dollars
Med
State
Payer name: _____________________________
© 2013 Laureate Education Inc.
Net Pay
8
Figure 10. Federal 941 Payroll Tax Withholding Summary
Federal 941
Month
FITA
FICA
1st Qtr. 2012
Monthly
Deposits
Med
Gross Pay
1
781.06
426.03
99.64
1,832.40
6,871.42
2
753.83
395.77
92.56
1,730.50
6,383.37
3
740.18
386.33
90.35
1,693.54
6,231.13
2,275.07
1,208.13
282.55
5,256.44
19,485.92
Grand
Total
2
Total wages and
19,485.92
3
Total income tax
2,275.07
5
Adjusted total income tax
2,275.07
6a
Taxable SS
wages
19,485.92
x 12.4 %
6 b 2,416.25
7a
Taxable Med
wages
19,485.92
x 2.9 %
7 b 565.09
8
Total social security and Medicare taxes (add
lines 6b and 7b
10
Adjusted total of Social Security and Medicare 2,981.35
11
Total taxes (add lines 5 and 10
5,256.42
14
Total deposits for the quarter ending:
_____________________
See
above
15
Balance
17
a
2,981.35
0
17
b
17
c
17
d
Note: for block 17, take data from first, second and third month data at top of this
report
North Carolina State Withholding Tax
Gross Pay
$19,485.92 State taxes withheld:
© 2013 Laureate Education Inc.
$1,056.47
9
Figure 11. General Ledger
Larry’s Sartorial Shoppe
General Ledger
Date: ______________________
Balance brought forward (date) ______________
Code Description
Credit
Debit
Net
Figure 12. Bank Deposit Record
Bank deposit record
Serial no. 1234
Account: 04393884
Date of deposit: __________________
Note: It is company policy to deposit all receipts
daily.
Total of checks
deposited
Total cash
deposited
Total deposited
Comment:
© 2013 Laureate Education Inc.
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Figure 13. Cash Register Ticket
Larry’s Sartorial Shoppe
Register no: 43233
Date: ___________
Item Type
Amount
1
2
3
4
5
Sub-tot
Tax
Total
© 2013 Laureate Education Inc.
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Interviews
Larry (owner and CEO) – “I started my business 30 years ago. Most of the time, I was
able to keep track of accounts but, in the last couple of years, my business has grown
and I cannot manage it anymore the way I used to. I think all my employees are honest
and hard workers but lately I have been unable to track inventory and customers.
Jennifer is having greater difficulty with billing and paying bills, because of the volume
we now have and I cannot afford to hire more accounting staff. We tried that and found
the paperwork just got more complex. I think everybody is honest, but keeping track of
inventory and costs creates a lot of work. Besides, it is not very effective. I really need a
system that can tell what we have on hand, what we need to order, and which are our
best customers. I really need to provide better service to our customers. I really need a
system that would allow me to target sales to the highest-volume customers and be
able to select the types of merchandise they want. Now that I have so many salesmen, I
cannot keep track of what the customers are buying like I could when it was just me and
Dylan running the company. I also need accurate reports of inventory, what types of
items we have in stock, what colors, fabrics, sizes, the wholesale and retail values, and
so on. There are excessive paper logs to maintain, and it takes a lot of time to retrieve
records. It is also very challenging to communicate and collaborate with various
company personnel about matters such as sales, balancing, etc. The trade is now so
competitive that I really have to watch my costs, and that means controlling inventory
and being very smart about what I order for inventory. What can you do for me?”
John (sales manager) – “I really like working for Mr. Fitzpatrick, but I just cannot provide
the type of service to our customers like he says he used to when he was selling
clothing in the shop. The volume is just too much and we cannot expect all the
salesmen to know the personal tastes of every customer, but that is what we need to
provide the service they want. We really need to know which customers like what, when
new inventory will arrive, and what has already arrived but is not in the showroom. And,
the paperwork is getting worse. We really need better data. A key issue we have to
address is when to sell on credit. A few customers are, at times, overextended with their
accounts, and we really should not sell to them on credit. We need to know what their
outstanding balances are at the time they order or come into the shop. We need an
efficient way in which each salesman can store customer information that can be easily,
yet securely, accessed by other sales personnel.
“I need detailed information about what our salesmen are doing so that I can help them
focus on the right merchandise with the correct customers, and frankly, I need to know
which salesmen are just lazy.
© 2013 Laureate Education Inc.
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“The way we do it now, we have to fill out invoices, take manual inventory and total cash
receipts, balance the cash register, and count the cash, and so on. There is a lot of
work that has to be done at the end of every day after we close the shop. I would like to
be able to just count the cash and know what the total deposits should be; every time
there is a mistake, we have to start over.”
Jennifer (bookkeeper) – “Well, as you know, this is a growing company and I just
cannot handle the paperwork like I used to. It is just too time-consuming to post daily
ledgers, reconcile daily sales reports and cash receipts and deposits. I need a way to
automate the data and be able to hold the people responsible who actually handle the
money and inventory. I also need to merge the store sales information, which can then
be easily accessed by any other authorized personnel. Some salespeople are on
commission, but the senior employees are salaried. I would like to just print the checks
and do the audits on a regular schedule, rather than having to manually process
invoices and time cards to figure out who should get paid what and how much tax to
deduct. Just the tax numbers for sales and payroll are a lot of work.”
Dylan (manufacturing) – “My problem is just keeping track of what work orders have
been received, how much has been completed on each job, who is doing the work, and
when it will be completed. It is too much work for one person and it slows down work
when each worker has to keep all kinds of records. The records are never accurate or
worth trying to use. I need a way to know exactly what is going on at all times so I can
more efficiently assign work to my employees. It would be very beneficial if I can
somehow share information with other personnel, view their logs, and exchange
information more efficiently.”
Derrick (purchasing) – “I have a lot of vendors, and we stock a lot of different patterns
and fabrics. I need to know exactly how much I have in stock, the usage rates, and what
materials will be needed for pending orders, so that I can order the goods in time for the
work to start. It causes real problems when we have to stop work on a project just
because we have run out of the correct materials. I need to be able to coordinate with
Dylan and update information about work orders and materials needed for completing
them. You can just guess what it does to our relationship with our customers when we
deliver products late. We have a lot of waste in dead stock: materials that just sit on the
shelf because we ordered too much or the wrong materials for the customer’s order.
There must be a better way.”
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