I do have some work but it deals with working in a group I have two other people

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Group Project 2 part 1.docx 

I do have some work but it deals with working in a group I have two other people in the group that each week we have to turn in a paper with each other input. If you are interested I have attached the requirements


this is the case study

cape stone case study.doc 




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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. 3 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. 7 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. 10 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. 11 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. 12 “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.” © 2013 Laureate Education Inc. 13
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Just what I needed…Fantastic!

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