When Maria Teresa Bacchus retired earlier this year, she left the family winery to her daughters, Giada and Annalisa. It took them some time to adjust to the rigors of running a business, giving them renewed appreciation for all of the hard work their mother invested into Bacchus Winery, but now the women are ready to begin exploring ways to apply some of the new technology they have been hearing about at winemakers' conventions. They are, however, very concerned about costs, especially given the current recession. They are nervous about committing too much money to anything and want to get the best deal and the best value for the money.
As they began their management of the business, the women decided against making many changes in personnel. Presently they employ Mary Wollstonecraft, the director of finances and payroll; Susan Anthony, director of the marketing department, and her assistant, George Gordon; John Keats, production-line manager, and the twenty employees who report to him; and Ada Byron, who is in charge of distribution.
Bacchus Winery grows its own grapes, apples, cherries, blackberries, and blueberries, as well as keeps some beehives for honey. Bacchus makes and bottles the wine, and then sells it, to both local restaurants and visitors to the winery. Currently, their offerings include a Merlot, a Cabernet, a Chardonnay, a mead, several seasonal fruit wines, and a muscat desert wine. They have been receiving their supplies (bottles, corks, labels, and support ingredients) from a supplier who ships the components every month or so. Giada and Annalisa are responsible for keeping track of their inventories and would like to find a more efficient method of keeping track and ordering supplies, perhaps over the Internet. Susan would like to use the Internet to market the company's products, but really has no idea where to begin. Ada, who is responsible for distribution, would like to give customers the ability to order online, and would like to allow them to track shipments.
After several telephone conversations with the two women - after reassuring them that the meter had not started running yet, as it were - you believe that you can help them to apply technology to many of the needs of their organization.
Phase 1 :
Contact your client in whatever way you think is appropriate given that client's quirks. After setting the stage for your communication, explain how your client might use a transaction processing system, a business support system, and a user productivity system. For each type of system, provide a specific example, and explain how the system might benefit the organization. Also, prepare an organization chart for your client, demonstrating that you understand the Bacchus structure.
Phase 2 :
Giada and Annalisa have decided to evaluate the capabilities of several consulting firms; your firm is one of the leading candidates. You have been asked to provide the senior management at Bacchus with a description of your firm's capabilities.
- Prepare a document describing the Capability Maturity level which has been attained by your firm. Describe how your firm attained that level and the *cost savings* you expect that capability to provide. (Your firm can reasonably claim to have achieved level 2 in the Capability Maturity Model.)
NOTE: Make up a story about your firm. You should invent a company history or a competitive situation. Describe how your firm went about achieving that level.
- Choose a systems-development methodology (FAST, classic, RAD, JAD, or some other method known to you) and present your arguments for using that methodology to Giada and Annalisa.
- Contact your client in whatever way you think is appropriate given that client's quirks. After setting the stage for your communication, present the documents you've created above.
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