MILESTONE 1 – SCOPE DEFINITION
In this milestone, you will prepare
a Request for System Services Form, which is the trigger for the Preliminary
Investigation Phase. Also, you will use fact-finding techniques to extract and
analyze information from an interview to determine project scope, level of
management commitment, and project feasibility for the Equipment Check-Out
System (ECS). With these facts and facts obtained from the Case Background, you
will have the necessary information to complete the Problem Statement Matrix. Refer
to the ECS Case Introduction in the Case Project page.
After completing this milestone, you should be able to:
• Complete a Request for System
Services form, which triggers the preliminary investigation phase.
• Analyze a user interview and
extract pertinent facts, which can be used to assess project feasibility.
• Complete a “Problem
Statement Matrix documenting the problems, opportunities, or directives of the
Before starting this milestone, the following topics should
• The scope definition phase —
Chapters 3 and 5
• Project management (optional) —
The Maintenance Department receives
computing support from the GB Manufacturing Information Systems Services
Department (ISS). You are to assume that you work as a systems analyst with
You have been asked by Dan Stantz
to analyze and design the Equipment Depot system to manage equipment check-in
and check-out. In this assignment you first need to assist Dan Stantz in
preparing a “Request for Systems Services.” Secondly, by analyzing
the interview transcripts, you will determine the feasibility of the project,
level of management commitment, and project scope by using fact-finding
techniques and the necessary communication skills to compose the “Problem
Mr. Stantz was gracious enough to
allow us to record our interview session, and Exhibit 1.1 is a copy of the
transcripts. Refer to the “Case Background” above and to the
interview transcript in Exhibit 1.1 for the information necessary to complete
the following activities.
To complete the Request for System Services Form, use
information from the
case background. Make assumptions
To complete the Problem Statement Matrix Form, use the
interview with Dan
Stantz and the case background for
the basis of your information. Make assumptions where necessary. Place yourself
in the shoes of Mr. Stantz. Which problems do you believe have the highest
visibility, and how should they be ranked? Try to determine the annual
benefits. State assumptions and be prepared to justify your answers! Finally,
what would be your proposed solution based on the facts you know now?
and software to be used are according to your instructor’s specifications.
Deliverables should be neatly packaged in a binder, separated with a tab
divider labeled “Milestone 1”.
References and Templates
• ECS Case Introduction (link found
on Course Project Week 2 iLab page)
• Request for System Services
Template (link found on Week 2 iLab page)
• Problem Statement Matrix Template
(link found on Week 2 iLab page)
• Transcripts of Interview with Dan
Stantz – Exhibit 1.1 (below)
Request for System Services: Due: __/__/__
Problem Statement Matrix: Due: __/__/__
For the advanced option, prepare
a Project Feasibility Assessment Report. A template for this report can be
downloaded from the textbook website. Use the information provided by the case
background, the user interview, and the completed problem statement matrix. Be
sure to include a Statement of Work and Gantt charts for the project schedules.
Information on the Statement of Work and Gantt charts can be found in Chapter 4
of the SADM 7th ed. textbook.
Assessment Report: Due: __/__/__
Milestone’s Point Value: _______
The following is a copy of the
transcripts of an interview between Mr. Dan Stantz and you, a systems analyst
with GB Manufacturing Information Systems Services (ISS). This initial
interview is conducted with a goal of obtaining facts about the problems and
opportunities that have triggered the equipment check-out project request, plus
other general information that could be used to prepare the “Problem
You have scheduled a meeting to
discuss the equipment check-out project with Dan Stantz, Equipment Manager. The
meeting is being held at 8:00 AM in Mr. Stantz’s office.
Dan: Good morning!
Dan: I am glad we could finally get together. I’m sorry we had trouble
finding a time
we could both meet and discuss my project.
It’s been chaotic around here.
You: No problem. Hopefully this meeting won’t take too much of your
Dan: I would like to have been able to provide more time to discuss the
check-out project. Unfortunately I
will have to rush off to a 9:00 meeting with my
boss Bill Venkman and his boss, Fred
Murray (Vice President of Physical
You: An hour should be more than enough time. The intent of this
meeting was for me
to simply get an overall
understanding of the equipment check-out project.
Dan: Sounds good. Where should we begin?
You: Let’s start with the minutes from your management retreat. Thanks
for faxing a
copy of that document to me after our phone
call to set up this meeting. The
minutes stated that your top
priority is to improve the Equipment Depot and
Dan: That’s correct, except the number one priority is the Equipment
We would like to focus on tackling
that area first.
You: Good. I wasn’t too sure if you wanted this project to address both
then, why don’t you tell me a little
about the Equipment Depot . . . just exactly
what is an Equipment Depot?
Dan: First of all, we have close to 200 maintenance employees. These
assigned to certain buildings or
plants. Some of the employees are carpenters,
electricians, plumbers, and other
types of skilled workers. Each new employee is
initially provided with a toolbox
and a minimal number of tools. Those tools are
theirs to keep. At the end of the
year, we give them a token amount of money and
if they need to replace those tools they can. Otherwise they can keep
You: That sounds like a sweet deal.
Dan: We’ve found that if you give them ownership, they are more careful
responsible with the equipment.
Anyhow, as I said, they are provided with the
basic everyday tools such as
hammers, pliers, screwdrivers, and the like,
depending on their skill. But many
jobs they are asked to do require additional
tools. That is where the Equipment
Depot comes into the picture.
You: The Equipment Depot operates as a store where the employees go to
Dan: Not exactly. The employees don’t buy the equipment. They check the
out from the Equipment Depot and return it
when the job is completed.
You: That sounds like a busy operation for the Equipment Depot staff.
Dan: Oh it is! Of course, not every employee needs to go to the depot
every day and for
every job to get special equipment.
Currently, I have three employees working for
me in the Equipment Depot. They are
able to handle things pretty well, although
the beginning and ending of the
work day can bring some pretty long lines of
You: Can you tell me the names of your staff? I will likely need to
talk to them at some
point in time.
Dan: Sure. Janine Peck, Oscar Barrett, and S.P. Marsh each cover one
three and I are responsible for the
Equipment Depot and its $1 million inventory.
You: A million! That is a lot of hammers and screwdrivers.
Dan: Remember these aren’t hammers and screwdrivers. Small tools are
provided in the
maintenance toolboxes. These are
more expensive pieces of equipment. For
example, air compressors,
generators, dremmels, reciprocating saws, etc. – special
items that either are needed only on occasions
or are too expensive to lose!
You: I see. Tell me about the problems. Are the employees losing too
many pieces of
Dan: We estimate that more than $50,000 in equipment is lost, stolen,
or damaged each
You: Wow! So that’s why this project is top priority. Do you have any
percent is lost, and what percent
is stolen or damaged?
Dan: No, we don’t. I’ve seen a couple of pieces of our equipment show
up at flea
markets, and we’ve caught a couple
employees taking equipment home with them
. . . but no, we can’t say one way or
the other for sure.
You: Tell me about your current system.
Dan: The current manual system has been in operation for over 20 years.
system functioned well in the
earlier years. However, as GB Manufacturing has
grown in the number of buildings and
maintenance employees, the system has
become inefficient and incapable of
handling the growth. I should point out that
we no longer subcontract some of our work out
to outside contractors.
You: I was about to ask about that.
Dan: Anyhow, along with that growth is the growth in the volume of
ins and check-outs and volume of
You: So what are you envisioning for the new system?
Dan: Obviously I would like a new system that can handle this growth. I
envisioning a system that will
permit my Equipment Depot staff to be able to
answer numerous inquiries related
to the availability of equipment, the location of
a specific piece of equipment, and
an up-to-date account of what equipment
employees should have in their
You: I see. You want a system that not only monitors check-in and
check-out, but you
also want the system to literally track the
Dan: That’s right. Heck, if an employee wants to check out an air
compressor and we
don’t have one in stock, I would
like my staff to be able to locate one or more of
our compressors. Find
out which employees have the compressors and when they
expect to be done with them. If
needed, we can check it out to another employee
and instruct that person to go to
the job site to pick up the equipment. The last
thing I want my people to do is purchase new
equipment when they don’t have to.
That gets expensive.
You: Okay, thanks. I think I’ve got the picture. It is getting close to
your next meeting
and I think I have a pretty good understanding
of this project. Are there any last
things you would like to discuss
about the project?
Dan: Yes, there is one last thing. Maintenance has taken great pride in
its training of
employees and its emphasis on
safety. I would like the new system to place a
check-out restriction on certain
equipment. This restriction would not allow
employees who do not possess a
certain skill class to check out the equipment.
It’s for their safety. For example, I don’t
want my carpenters checking out tools
that only electricians should
operate. Someone could get hurt if they don’t know
how to operate the equipment.
You: Thank you for your time. I had better let you get ready for your
meeting. By the
way, is there a deadline that you targeted for
this project, and is there a budget?
Dan: I would like to have the new system tomorrow! Seriously, I would
like to have
something in six months. As for a
budget, no we haven’t established a budget. I
was hoping that you could tell us
what it would cost. I would then talk to my boss
about getting funding.
You: Good enough. I will be getting back to you soon.
PROJECT: <insert name of
CREATED BY: <student name>
DATE CREATED: MM/DD/YYYY
(Physical Plant Management)
In the thousands.
Devry CIS321 Week 2 Assignments Latest 2015 November
<INSERT COMPANY NAME HERE>
DATE OF REQUEST
SERVICE REQUESTED FOR DEPARTMENT(S)
SUBMITTED BY (key
TYPE OF SERVICE REQUESTED:
Strategy Planning Existing
Business Process Analysis and Redesign Existing
Application Maintenance (problem fix)
New Application Development Not Sure
BRIEF STATEMENT OF
BRIEF STATEMENT OF
ACTION (ISS Office Use Only)
Request delayed Backlogged until date: ______________
Request rejected Reason: ________________________________
Authorized Signatures:_________ _________________________________