From System Analysis and design 10TH Edition Book
Continuing Case: Personal Trainer, Inc.
Gray: Okay, let’s do that. Rest of all, we offer the same basic services everywhere. That includes the
Exercise equipment, a pool, and, in most centers, a snack bar. Some centers also sell sporting
Goods, and one offers child care – but not child-fitness programs. It is true that we’ve never
Put all this together under one roof. And, I admit. We’ve never offered online access. To be honest,
I’m not absolutely sure what Cassia has in mind when she talks about 24/7 Web-based
Access. One more feature – we plan to set up two levels of membership – let’s call them silver
And gold for now. Silver members can use all the basic services, but will pay additional fees
For some special programs, such as child fitness. Gold members will have unlimited use of all
Susan: So, with all this going on, wouldn’t an overall system make your job easier?
Gray: Yes, but I don’t know where to start.
Susan: Gray, that’s why I’m here. I’ll work with you and the rest of the team to come up with a solution
That supports your business.
Gray: Sounds good to me. When can we start?
Susan: Let’s get together first thing tomorrow. Bring along an organization chart and think about how
You plan to run the new facility. We’ll try to build a model of the new operation so we can
Identify the business functions. When we know what the functions are, we’ll know what kind of
Information is needed or generated by each function. That will be our starting point.
1. Use the background information to create a business profile for Personal Trainer. Be sure to
Indicate areas where more information will be needed.
2. Each new supercenter service represents a business function, which is composed of one or
More business processes. Using the background information and the conversation between
Susan and Gray, list the business functions and the processes with each function.
3. Based on what you know, should Personal Trainer consider any of the following systems?
ERP, transaction processing, business support, knowledge management, or user productivity?
Why or why not?
4. What opportunities might Personal Trainer have for Web-based B2C transactions in the
Future? What about B2B?
Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The centers
Have done well, and the company is planning an international expansion by opening a new
“Supercenter” in the Toronto area. Personal Trainer’s president, Cassia Umi, hired an IT
Consultant, Susan Park, to help develop an information system for the new facility. During the
Project, Susan will work closely with Gray Lewis, who will manage the new operation.
At their initial meeting, Susan and Gray discussed some initial steps in planning an information
System for the new facility. The next morning, they worked together on a business profile, drew an
Organization chart, discussed feasibility issues, and talked about various types of information
Systems that would provide the best support for the supercenter’s operations. Their main objective
Was to carry out a preliminary investigation of the new system and report their recommendations
To Personal Trainer’s top managers. After the working session with Gray, Susan returned to her office and reviewed her notes. She
Knew that Personal Trainer’s president, Cassia Umi, wanted the supercenter to become a model for
The company’s future growth, but she did not remember any mention of an overall strategic plan
For the company. Susan also wondered whether the firm had done a SWOT analysis or analyzed
The internal and external factors that might affect an information system for the supercenter.
Because the new operation would be so important to the company, Susan believed that
Personal Trainer should consider an enterprise resource planning strategy that could provide a
Company-wide framework for information management. After she finished compiling her notes,
Susan listed several topics that might need more study and called Gray to arrange another meeting
The following day.
1. Review the fact statements in Chapter 1, and perform Internet research to find out as much
As you can about fitness center operations. Using this background, conduct a SWOT analysis
With at least three entries in each area.
2. Does the proposed system present a strong business case? Why or why not?
3. What fact-finding techniques should Susan and Gray consider during the preliminary
Investigation? Also develop a list of questions they should include in an employee survey.
4. For each type of feasibility, suggest two questions that will help Susan reach a
Continuing Case: Personal Trainer, Inc.
Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The centers have done well, and the company is planning an international expansion by opening a new “supercenter” in the Toronto area. Personal Trainer’s president, Cassia Umi, hired an IT consultant,
Susan Park, to help develop an information system for the new facility. During the project, Susan will work closely with Gray Lewis, who will manage the new operation.
You are enjoying your job as a student intern at Personal Trainer. Last week, Susan asked you to help her plan the new information system project. Susan knows that you have completed several information systems courses at the local college, and that you have studied project management tools and techniques.
Specifically, she wants you to get ready for the next set of systems development tasks, which will be requirements modeling for the new system. Yesterday, Susan called you into her office to discuss the specific tasks she wants you to perform. After meeting with Susan, you sit down and review your notes. She wants you to treat the set of tasks as a project, and to use project management skills to plan the tasks.
Here is what she suggested to you as a work breakdown structure, including the duration she estimated for each task:
• First, you need to meet with fitness center managers at other Personal Trainer locations
• After these meetings, you can conduct a series of interviews (5 days).
• When the interviews are complete, two tasks can begin at the same time: you can review company records (3 days) and observe business operations (8 days).
• When you have reviewed the records and observed business operations, you can analyze the BumbleBee accounting software (5 days) and study a sample of sales and billing transactions (2 days).
• After completing the analysis and studying the sales transactions, prepare a report for
Susan (1 day)
You are excited about the opportunity to practice your skills, and you start to work on the following list.
1. Create a table listing all tasks separately, with their duration.
2. Identify all dependent tasks, and indicate what predecessor tasks are required.
3. Construct a PERT/CPM chart similar to the one in Figure 3-27 on page 110. If you have access to Microsoft Project or other project management software, you can use it to help you create the chart.
4. Determine the overall duration of the project, and identify the critical path.
• A typical center has 300-500 members, with two membership levels: full and limited.
Full members have access to all activities. Limited members are restricted to activities they have selected, but they can participate in other activities by paying a usage fee. All members have charge privileges. Charges for merchandise and services are recorded on a charge slip, which is signed by the member.
• At the end of each day, cash sales and charges are entered into the BumbleBee accounting software, which runs on a computer workstation at each location. Daily cash receipts are deposited in a local bank and credited to the corporate Personal Trainer account. The
BumbleBee program produces a daily activity report with a listing of all sales transactions.
• At the end of the month, the local manager uses BumbleBee to transmit an accounts receivable summary to the Personal Trainer headquarters in Chicago, where member statements are prepared and mailed. Members mail their payments to the Personal Trainer headquarters, where the payment is applied to the member account.
• The BumbleBee program stores basic member information, but does not include information about member preferences, activities, and history.
• Currently, the BumbleBee program produces one local report (the daily activity report) and three reports that are prepared at the headquarters location: a monthly member sales report, an exception report for inactive members and late payers, and a quarterly profitand- loss report that shows a breakdown of revenue and costs for each separate activity.
During the interviews, Susan received a number of “wish list” comments from managers and staff members. For example, managers want more analytical features so they can spot trends and launch special promotions and temporary discounts. Managers also want better information about the profitability of specific business activities at their centers, instead of bottom-line totals.
Several managers want to offer computerized activity and wellness logs, fitness coaching for seniors, and various social networking options, including e-mail communications, fitness blogs,
Facebook, and Twitter posts. Staff members want better ways to handle information about part-time instructors and trainers, and several people suggested using scannable ID cards to capture data.
1. Draw a DFD that shows how data will be stored, processed, and transformed in the TIMS system.
2. Draw an FDD that shows the Personal Trainer’s main functions. Also draw a use case diagram that represents the interaction between a user and the proposed TIMS system.
3. using the information gathered during fact-finding, develop a requirements checklist that includes examples in each of the five main categories.
4. Gray is not familiar with the TCO concept. How should Susan explain it to him?
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