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HoneyComb: An eCommerce Solution for Beehive Industrial Solutions

Published By Parakeet Street Publishing Copyright 2008 All Rights Reserved. No part of this book may be used or reproduced in any manner whatsoever without written permission except in the case of brief quotations embodied in critical articles and reviews. This project was created for IS600, the capstone course for Keller Graduate School of Management’s Masters Program.

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HoneyComb: An eCommerce Solution for Beehive Industrial Solutions

HoneyComb: An E-Commerce Solution for Beehive Industrial Solutions

Beehive Industrial Solutions’

Project Documentation
Prepared By: Master Information Solutions

Jennifer Brower - Senior Project Manager Deron Dantzler - Senior Technical Manager Lisa McPolin - Senior Strategy Expert Chastity Williams - Senior Business Analyst/Vendor Relations Expert

March 3, 2007

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Table of Contents
HoneyComb: An eCommerce Solution For Beehive Industrial Solutions....................................... 5 I. Executive Summary .................................................................................................. 5 II. Project Charter......................................................................................................... 6 Project Objective ...................................................................................................... 6 Project Conception.................................................................................................... 9 Problem Statement ..................................................................................................10 Business Constraints ................................................................................................11 Technology Constraints ............................................................................................13 Project Documentation and Communications...............................................................15 Project Organization and Staffing Approach ................................................................15 III. Project Value Statement ...........................................................................................16 IV. Project Strategy Statement.......................................................................................17 V. The PLCM Life Cycle Methodology ..............................................................................17 Agile Rapid Prototyping ............................................................................................17 Project Management Life Cycle Methodology ...............................................................19 VI. General System Analysis Deliverables ........................................................................21 Module Descriptions .................................................................................................23 VII. Business Requirements and Rules..............................................................................24 Business Rules & Guidelines ......................................................................................24 Business Requirements ............................................................................................25 Web Site Design ......................................................................................................26 VIII. Technical Requirements and Assumptions ...................................................................29 Technical Rules & Guidelines .....................................................................................29 Technical Requirements............................................................................................29 Assumptions ...........................................................................................................32 IX. Technical Platform and Required Tools .......................................................................34 Technical Platform ...................................................................................................34 Pricing....................................................................................................................34 X. Analysis of Vendors, Suppliers, Consultants or Partners................................................38 The Benefit of Vendors For Beehive............................................................................38 XI. Entity-Relationship Model .........................................................................................41 XII. Data Flow and Processing Flow Diagrams....................................................................42 Beehive eCommerce Solution Data Flow Diagram ........................................................42 Beehive eCommerce Processing Flow Diagram ............................................................43 XIII. System Architectural Diagram ...................................................................................44 XIV. Project Risk and Risk Management Assessment ...........................................................45 Risk Analysis ...........................................................................................................45 Risk Management ....................................................................................................45 XV. Project Costs, Staffing, Resources, Dependencies and Schedule ....................................50 Project Costs...........................................................................................................50 Project Staffing .......................................................................................................50 Project Resources ....................................................................................................52 Project Dependencies ...............................................................................................52 WBS & Project Schedule ...........................................................................................52 XVI. Integration of the Internal/External Systems...............................................................56 Two-Way Integration ...............................................................................................56 Integration Steps.....................................................................................................57 XVII. System Administration, Security, Backup and Recovery ............................................58 System Administration .............................................................................................58 Security .................................................................................................................59 Backup/Recovery.....................................................................................................60 References.........................................................................................................................61

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HoneyComb: An eCommerce Solution for Beehive Industrial Solutions

Table of Figures
Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure Figure 1 - Benefits of Implementing HoneyComb ..................................................................... 6 2 – Business Constraints ............................................................................................11 3 – Technology Constraints ........................................................................................13 4 - Rapid Prototyping Guidelines .................................................................................18 5 – Project Management Life Cycle Methodology ...........................................................20 6 – Context Data Flow Diagram ..................................................................................22 7 – Business Requirements ........................................................................................25 8 – Web Site Design ..................................................................................................27 9 – Technical Requirements........................................................................................29 10 - Assumptions ......................................................................................................32 11–Vendors..............................................................................................................39 12–Entity Relationship Diagram ..................................................................................41 13–Data Flow Diagram ..............................................................................................42 14–Processing Flow Diagram ......................................................................................43 15–Framework Architecture Diagram...........................................................................44 16– Risk Identification Chart ......................................................................................45 17– Implementation Costs Chart.................................................................................50 18– Ongoing Costs Chart ...........................................................................................50 19 - Benefits of Implementing HoneyComb ..................................................................51 20 – Integration Steps...............................................................................................57 21– eCommerce Systems Administration Chart.............................................................58

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HoneyComb: An eCommerce Solution for Beehive Industrial Solutions

HoneyComb: An eCommerce Solution For Beehive Industrial Solutions I. Executive Summary Beehive Industrial Solutions (BIS) is an office supply company and has been in business for 14 years. The main office and main warehouse are located in Orangeburg, SC, where BIS serves a tri-county region. There is an additional warehouse situated in Atlanta, GA where most of the large office furniture is located.

The organization currently receives orders for office products primarily via telephone. Recently, BIS has been losing clientele, because they do not provide the convenience of on-line ordering.

The IT Staff on hand at BIS is limited, consisting only of a simple duo of network technicians. They have little-to-no experience in developing websites, especially on the scale required by BIS. The organization has employed Masters Information Solutions (MIS) to assist them in providing a solution to this problem.

The challenge facing Master Information Solutions is to implement an eCommerce system, which integrates with Beehive’s existing inventory system running on QuickBooks Premiere. Ideally, providing an eCommerce sales site would catapult sales to a larger region as well, possibly making BIS a statewide organization.

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The project deliverable is an eCommerce website called HoneyComb and it must be launched on November 15, 2007. This date is Beehive Industrial Solutions’ 15-year anniversary. A large marketing campaign is being planned and will culminate in the launch of Beehive’s new website. So, it is crucial that the site is completed on time and meets the needs of Beehive’s existing and future client base.

II.

Project Charter

Project Objective The goal of creating HoneyComb is to create a web-based application that allows customers 24/7 access to the company’s products and order processing department. HoneyComb allows customers to navigate the catalog base from the convenience of their offices and homes. HoneyComb will integrate with the existing supply chain and the new warehouse management software system.

Listed below is a summary of the benefits achieved by implementing the HoneyComb eCommerce site: Benefits Of Implementing HoneyComb • • • • • Increase sales and market share. Reach maximum productivity. Create an adaptable, flexible, and scalable webbased eCommerce application. Provide better access to product information. Provide better customer satisfaction, increasing the number of return customers.
Figure 1 - Benefits of Implementing HoneyComb

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Increase sales and market share Increasing sales will in turn increase revenue, making the company more stable. A high quality web-based eCommerce application will create the potential to increase market share, as more customers will be drawn to use the system.

Reach maximum productivity Currently, the warehouses are not moving products out the door. Customer service representatives and order takers have had their shifts cut in half, causing employee loyalty and morale to plummet. There are employees who simply are not needed but are still retained due to union contracts and/or their excellent skill sets. The company is losing more and more money every day, creating a dire need for a new strategy.

Create an adaptable, flexible, and scalable web-based eCommerce application This application needs to grow as the company’s sales increase. It needs to be able to integrate with the current QuickBooks Premiere system. If the application does not meet these recommendations, the company will outgrow the application and it will cease to be useful, costing the client more money and stress in the long run.

Provide better access to product information Currently, there are only paper catalogs available to customers. In order to receive a catalog, the individual must either call or write to Beehive’s

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Headquarters. Sometimes, the product information is out of date or incorrect. Also, there is no way for the company to advertise specials, other than to have the order taker on the phone tell the customer about them. Most customers do not like to be sold while on the phone. And, why should they order from a company South Carolina when office supply stores are in abundance and readily available online?

Provide better customer satisfaction, increasing the number of return customers The customer is the driving force for the company’s product offerings and strategy. If a customer has to spend extra time trying to find a catalog or calling an order phone line during business hours, he simply is not going to continue to use the service. In addition, the company must efficiently manage the supply chain, ensuring that the customer receives the order in a timely manner.

When asked about the current order management system, several employees, managers, and customers provided their input. The resulting dialogue brought forth many issues for the organization to address, especially these general observations about the current system:

• •

“It takes too much effort for the customer to place an order.” “The new warehouse software is great but there are no orders to process through the new system.”

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“Employees have had their shifts cut because there simply is not enough work for them to do.”

• •

“Our sales have fallen significantly.” “Our products are never in stock and we have no way of tracking our top sellers.”

• •

“Employee morale is low.” “A website sounds great but most of us employees are not computer literate.”

“The IT department is made up of two network technicians. They are great with hardware but cannot code or communicate well with the business side.”

A change must be made in order for Beehive to stay viable in the marketplace. The current order handling process is not effective and does not help to retain customers or employees. Sales are dropping and management is worried about the future of the company. The company has fallen behind the times and will not be able to survive unless action is taken within a reasonable period of time.

Project Conception Rarely today does a company expect to be profitable and sell products without having an eCommerce shopping cart. However, Beehive Industrial Solutions has been slow to the gate with getting online. The IT staff is limited in its experience with web programming and openly admits that they need help.

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Ease of use and fast shipping via a well-managed supply chain are essential to retaining and building a customer base. The challenge is to implement an eCommerce system, which integrates with their current inventory system, currently running on QuickBooks Premiere. Ideally, providing an eCommerce sales site would catapult sales to a larger region as well, possibly making BIS a statewide organization.

Problem Statement With the decreased sales, unhappy employees, and a dwindling customer base, how can the company – who produces a top-notch product - continue to stay in business?

How can the company change when they are losing money and have a limited budget? Beehive MUST change in order to survive in today’s market. Developing a simple site is not tremendously expensive or complicated. Many are mere turnkey applications. The eCommerce site will be easy to use and will draw in a larger customer base.

How can the company maximize its profits without outgrowing the application? Beehive already has a good warehouse management software system that was installed by Price Waterhouse last summer. The warehouse has been extremely efficient and customers are happy with the products. However, the company has substandard order taking processes.

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Will the potential customers respond to an eCommerce site? How about the loyal customers? YES! At least five times during a shift, order takers in customer service report that customers ask why they cannot simply order the products online. Also, they have reported that customers think BIS’ products are great, priced well, and arrive quickly. But, they stay with their current vendor because they have grown accustomed to the ease and convenience of ordering online.

Business Constraints Several business constraints have been identified: Business Constraints • • • • • Time to rollout & complete the SDLC Budget Employees, Computers, Morale, and Unions New reputation in the market needs to be developed Quick shipping/efficient supply chain/Keeping products in stock
Figure 2 – Business Constraints

Time to rollout & complete the SDLC The date set for rolling out the site is November 15, 2007, which is BIS’ 15th anniversary. A large marketing project is currently underway that will culminate in the launch of HoneyComb. This appears to be a realistic time frame but the requirements still need to be determined as well as what Beehive wants and needs. Also, senior management, warehouse staff, and customer service representatives have different viewpoints of what the

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application should do. Last, all of the products will need to be added to the system.

Budget Beehive just installed a huge warehouse system last June and their IT staff is lacking in web programming skills. The customer needs a quickly built but scalable application so that they can continue to increase revenue and market share. It is crucial that the eCommerce application be scalable, adaptable, and flexible. The application must be created right the first time.

Employees, Computers, Morale, and Unions Since the loss of revenue, employees have noticed that their hours have been cut and the amount of work has fallen dramatically. They have poor morale despite having a reasonable working relationship with management. Rumors are flying that the company is going to close its doors and the Union was a major stumbling block with developing the warehouse management software. At the last Union meeting, people were convinced that the new computer system is going to take away their jobs so the Union does not like the idea of going online.

New reputation in the market needs to be developed The best software application in the world is useless without users. Current and prospective customers need to be made aware of the new ordering system. The Beehive marketing department is running a huge marketing push

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concurrently

with

this

project

including

advertisements,

trade

shows,

magazines, and word of mouth. Additionally, the current customer base needs to feel as though they are still considered important to the company – Many have been customers since the doors opened 15 years ago.

Quick shipping/efficient supply chain/Keeping products in stock Luckily, Beehive already has a top-notch warehouse management system and effectively manages the supply chain. However, the company continuously fails in estimating which products are most in demand. The warehouse management system does produce this report but it is not compatible with Beehive’s existing system.

Technology Constraints Several technology constraints have surfaced as well: Technology Constraints • • • • • • Current Infrastructure in the warehouses No dedicated IT staff with web experience Ensuring that the new system can be integrated with QuickBooks Integration of existing products into the new system The host server Time to rollout & complete the SDLC
Figure 3 – Technology Constraints

Current Infrastructure in the warehouses The current warehouse management system is top notch but is not compatible with the existing reporting functionality.

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No dedicated IT staff with web experience The current IT staff may have difficulty managing the application after it is built. A business continuity plan and disaster recovery plan are necessary, as well as a database backup procedure. The company may want to consider hiring a full time web programmer.

Ensuring that the new system can be integrated with QuickBooks This can be difficult if the systems are not compatible. It is, however, crucial that the eCommerce application integrate with the existing system. Or, the existing system needs to be converted to a software package that is compatible.

Ensuring automated product data can be transferred to the system The application needs to have products, prices, and descriptions entered into the system. It is expected that the integration of QuickBooks Premier with ProStores will automatically transfer product information to the on-line store. QuickBooks Premier offers a Store Sync program that allows for this integration with ProStores. This method will be used to import the product information into the new system. Validation and of the data transfer will take place prior to product launch.

The host server It needs to be determined where the application is hosted and who will manage it. The existing IT staff may be able to handle the host site locally.

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Project Documentation and Communications All project documentation will be reviewed and signed off by BIS at the weekly meetings. The following documentation will be presented to BIS: project reports for the technical requirements and assumptions, entity relationship models for data flow and processing, technical and architectural diagrams, project risks and risk management, schedule project costs staffing, resources and dependencies, architect the integration of external systems, outline system administration, security backup and recovery. Once the scope of the project is defined and agreed upon by BIS the project plan to implement the project is put in place.

MIS will communicate to BIS: a suggestion for the tools required, the required internal technical knowledge, a plan to leverage suppliers and partners, and the proposed plan and timeline for project implementation.

Project Organization and Staffing Approach The Project Team from the IS600 division of Masters Information Solutions includes the award winning team of Jennifer Brower, Senior Project Manager; Deron Dantzler, Senior Technical Manager; Lisa McPolin, Senior Strategy Expert; and Chastity Williams, Senior Business Analyst & Vendor Relations Expert.

Jennifer Brower, Senior Project Manager, PMP will act as project manager and will organize the project. Deron Dantzler, Senior Technical Manager, will determine the technical requirements, platform, etc. Lisa McPolin, Senior

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Strategy Expert, will define the system architecture and database while pinpointing the functionalities required for the application. Chastity Williams, Senior Business Analyst & Vendor Relations Expert, will organize the gathering of business requirements and perform vendor scouting.

Based on the needs and agreement of BIS, the MIS project team will assess and recommend the approach to implement the eCommerce solution for BIS. MIS will also make recommendations to BIS for long-term staffing needs.

III.

Project Value Statement MIS, as a consulting service, needs to move BIS’ business into the online

market by providing an eCommerce sales site. The main reason to move BIS into the online market is to gain back lost market share by offering a convenient method for customers to purchase product offerings. Long-term, an integrated eCommerce sales site will allow for BIS to stay competitive and enable the expansion into other markets.

Over the past 5 years, BIS has consistently lost customers and revenue to competitors due to the fact that the client does not provide the convenience of on-line ordering. BIS went from a 5 million dollar company five years ago to a 1.5 million dollar company current state. MIS was brought in as a consulting service to provide BIS with an eCommerce sales site. The goals of the eCommerce sales site solution are to increase revenue, gain lost market share, streamline processes and stay competitive.

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The plan for the first year is to spend $70,000 - $75,000 to implement the eCommerce sales site with an expected return of $300,000 for the first year. The ROI will be $250,000 for the second year and $200,000 for the third through fifth years.

IV.

Project Strategy Statement MIS will gather the business and technical requirements. Once the

requirements are assessed, the scope of the project will be defined and presented to BIS for sign-off. After an agreement is reached between both parties, the project plan will be put in place to implement the project. The experienced project team from MIS will apply industry standard best practice methodologies to the project. The project team from MIS will meet with the stakeholders from BIS on a weekly conference call to discuss the status of the project. The project team from MIS will provide BIS a weekly status report.

V.

The PLCM Life Cycle Methodology

Agile Rapid Prototyping It is the goal of Master Information Solutions to quickly create an eCommerce site that is scalable, extensible, and flexible to help the customer increase its profit and market share. HoneyComb, Beehive Industrial Solutions’ eCommerce website project, will be created using a specialized life cycle methodology called Agile Rapid Prototyping, or ARP.

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ARP

is

a

combination

of

“rapid

prototyping”

and

“agile

software

development.” ARP was designed to capture the benefits of both rapid prototyping and agile software development while quickly creating an adaptable, user-friendly product. Since Beehive is going to grow dramatically after the implementation of the new website, the system will be constantly growing and changing. The site must be adaptable and scalable to keep Beehive successful.

Rapid prototyping requires creation of a prototype that looks and acts like the desired product. Some benefits of rapid prototyping include higher speed of development and a greater emphasis on having a simple, user-friendly GUI design (RAD, 2007). Here are the guidelines for Rapid Prototyping: Rapid Prototyping Guidelines
• • • • Allow enough time to create and evaluate the prototype. Assemble the necessary hardware and software tools to create the prototype. Develop the prototype. Select users to test the prototype and prepare tasks for the users to test. Ensure the prototype will accomplish these tasks. Work through the allocated tasks, interacting with, and responding to, the system as appropriate. Have those who test the prototype give feedback via interviews etc. Analyze the obtained information and prepare a summary of the observations and user evaluations. Determine the themes and severity of the problems identified. Summarize design implications and recommendations for improvements and feedback to design team. Where necessary refine the prototype and repeat the above process. Reference: UsabilityNet (Usability, 2006)
Figure 4 - Rapid Prototyping Guidelines

• • •

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Meanwhile, Agile software development is iterative and much more peoplecentric than traditional approaches such as Waterfall (Agile, 2007). Since ARP is an agile process, it is more efficient and requires less programmer time to produce higher quality software with a greater functionality (Agile, 2007).

It is crucial to use customer and employee feedback in order to gain acceptance for the Beehive eCommerce site. ARP will test the site’s usefulness and help to define requirements. Using ARP as a life cycle methodology will give the business owners and users the ability to touch and see the project before it is implemented. This way, they can offer recommendations on the look and feel of the website, as well as its functionality. The ARP method will also provide the ability to demonstrate the site to the employees, presenting an opportunity to management for increasing employee morale.

Project Management Life Cycle Methodology From a project management standpoint, a fairly standard Project Management Life Cycle Methodology (PLCM) will be used. Master Information Solutions’ Project Management Office will manage the PLCM.

The PLCM that will be used for the HoneyComb project was initially created by a company called Method 1-2-3 (Method 1-2-3, 2007). The standard practice for MIS’ PMO is to use a PLCM that is comprised of four phases: Initiation, Planning, Execution, and Close. Each project life cycle phase includes several

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activities specific to the PLCM phase. A diagram of the Method 1-2-3 Project Life Cycle Methodology is shown below:

Close

Execution

Planning

Initiation

Figure 5 – Project Management Life Cycle Methodology

The Initiation phase requires that several tasks be completed. First, a Business Case will be developed. Next, a Feasibility Study will be done and Terms of Reference will be established. Then, the Project Team will be appointed and the Project Office will be set up. Last, the Phase Review will be performed.

During the Planning phase, several plans and documents will be created. These plans include the following: Project Plan, Resource Plan, Financial Plan,

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Quality Plan, Risk Plan, Acceptance Plan, Communications Plan, and Procurement Plan. In addition, the Suppliers will be contacted, contracts will be created, and the payment procedures will be created. Then a Statement of Work will be issued, along with a Request for Information and a Request for Proposal. This phase will also end with a Phase Review.

Next, the Execution phase occurs. Deliverables will be built, as well as monitored and controlled. To monitor and control the execution phase, several tasks will be performed including: Time Management, Cost Management, Quality Management, Change Management, Risk Management, Issue Management, Procurement Management, Acceptance Management, and Communications

Management. Last, the Phase Review will be performed.

During the Close phase, a Project Closure will be performed. Then, a Project Completion review will occur.

VI.

General System Analysis Deliverables There are several tasks that must be accomplished to complete

HoneyComb. The Context Data Flow Diagram shown below visually demonstrates the need for several modules to be designed. The modules will include the various functionalities and user interfaces. Each module will assist in establishing the Beehive eCommerce order management process. The eCommerce Solution Context Data Flow Diagram demonstrates these modules on the next page in Figure 6:

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Beehive eCommerce Solution Context Data Flow Diagram

Customer Places Order

Beehive Receives Customer Order Check Payment History Create Customer Account

Send Rejection

Charge Payment Method

Send Bill & Delivery Notification

Update Inventory

Ship Products

Send Delivery Notification

Figure 6 – Context Data Flow Diagram

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Module Descriptions The first module to be created is the Order Placement module. It allows the customer to initiate the order process. This module will save items in a shopping cart and then submit the shopping cart and billing information to Beehive’s Order Receiving department.

The Order Receiving module will allow Beehive to be able to receive the order and inform the customer when the order has been received or rejected. This module will review past payment history and verify that the customer has entered billing information correctly. If an order needs to be rejected, a message explaining the decision will be sent to customer service and the customer.

The Payments module will interact with the Order Receiving module. It will manage acceptable payment methods and verify the customer’s payment history. It will also have the ability to watch for strange account activity and offer recovery assistance if fraudulent transactions take place. The customer service department will have a screen that monitors the Payments module. This screen will permit the representative to look up a customer by name, ID, or address.

An Account Management module will assist in managing customer accounts, logins, passwords, shipping, and billing data. The customer will use an account management screen to modify this data. This module will interface with the Payments module, allowing the customer to save credit card and other payment information with the profile.

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Last, a Shipping module will handle shipping, send out delivery notification to the customer, and then track the order. This module will interface with the Price Waterhouse warehouse management software that has already been purchased by Beehive.

In addition to creating the modules, there are several other tasks that also need to be performed. First, a website will be created that displays the items for sale. Then, all existing inventory items will need to be imported into the website. Next, a shopping cart will be created. Then, the supply chain will need to be managed effectively and ensure that the warehouse management software works with the new system. Last, the employees and management will be educated on the benefits of using an eCommerce site.

VII.

Business Requirements and Rules

Business Rules & Guidelines Beehive Industrial Solutions needs guidelines to follow when starting the online store. These guidelines will describe the daily operations, definitions and constraints of the company reaching its goals (Wiki, 2007). It will also help Beehive Industrial be able to accomplish goals, communicate with third parties, “demonstrate fulfillment of legal obligations, operate more efficiently, automate operations, perform analysis on current practices, etc (Wiki, 2007).”

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Business Requirements Business Requirements • • • • • Multiple Secure Payment Methods Inventory Control Products Offered Customer Relationship Web Site Usability
Figure 7 – Business Requirements

Multiple Secure Payment Methods The eCommerce solution for BIS will offer the customer the option to pay using a secure payment method. The BIS eCommerce solution will offer the customer the ability to pay using major credit cards, PayPal, WorldPay, checks, money orders, purchase orders, internal department orders and cash (COD) orders will be available to the customer.

Inventory Control Inventory must be kept up to date so that once a product is out of stock it will show that the product is out of stock.

Products Offered Decide what supplies to offer for customers to purchase online. Initially,

Beehive will offer the exact same products online as in the catalog, over time some supplies will only be available online.

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Customer Relationship Establishing a friendly relationship with your customer and understanding their needs is crucial to the success of this project. As a result, Beehive will be able to determine the type of service the customer needs. Beehive wishes to ensure that all customers are satisfied and enjoy shopping online. All customers will have an option of filling out a brief survey at the end of their purchase for the first 6 months after beginning shopping on HoneyComb. Their feedback will help to improve the site.

Web Site Usability All users will be able to navigate the system with ease. Information will be easily accessible and relevant to the user.

Web Site Design The web site will consist of a home page with Beehive’s logo. The home page will also consist of pictures of some of the office supplies that are offered, a search text box, and hyperlinks.

These hyperlinks will include functionalities such as About Us, My Account, Policy, Products, Clearance, Customer Service, and Log In/Register.

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About Us

Login/ Register

My Account

Home
Customer Service

Page
Policy

Clearance

Products

Figure 8 – Web Site Design

About Us This page will provide a history of the company itself.

Log In/Register After selecting the Login/Register link, the user will indicate if he is a current member or a new member. If the user is a current member, the application will ask for a username and password. New members will be required to fill out

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personal information such as name, billing address, shipping address, phone number, method of payment (bank or credit card information required), etc. After the user enters a preferred method of payment, it will remain on file under their account to use for future purchases. The method of payment information will only display the last four numbers of the bank account or credit card number for security purposes.

My Account This page will contain the returning customer’s order history, delivery status, products most frequently ordered, contact and shipping information, billing information, etc.

Policy This page will contain all the policies of the company. These include items such as exchange/return, shipping and handling fees, privacy statements, legal terms and conditions, warranty information, etc.

Products This page will contain all the products that Beehive has to offer. The user can click on the name of the product and see the product in detail. There will also be information concerning whether or not the product is available or on back order.

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Clearance When the user clicks on this link, all the items that are currently on sale will be listed according to product category.

Customer Service The Customer Service page will provide the user with all telephone numbers to call depending on the type of service needed. These services include returns, delivery status, requesting information about a product, etc. It will also allow the user to send an email. This page will also contain a Frequently Answered Questions (FAQ) page.

VIII. Technical Requirements and Assumptions Technical Rules & Guidelines Beehive management has also given several requirements and rules from a technical perspective.

Technical Requirements Technical Requirements • • • • • • • • Two-Way QuickBooks Interfacing QuickBooks Merchant Service Account Security Storage Space Domain Name Data Transfer Site Customization Reliability of Hosting
Figure 9 – Technical Requirements

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Two-Way QuickBooks Interfacing The foremost requirement for this solution is a system that provides a twoway interface with QuickBooks. The eCommerce system must draw data including inventory levels, customer information and other valuable data from QuickBooks and transfer data back to the system after the transaction has completed. It would be self-defeating for Beehive to implement a system that provided only one way integration, or no integration whatsoever with the inhouse point-of-sale setup.

An integrated system will help save time because Beehive will not be required to enter its inventory into an eCommerce system in order to get the effort off the ground. Also, Beehive will not have to manually enter online sales information into QuickBooks. Errors are minimized because manual entries are eliminated.

QuickBooks Merchant Service Account BIS will process electronic payments using a QuickBooks Merchant Services account. BIS QuickBooks Merchant Services allows for secure integrated payments over the web.

Security Security is a main priority. Beehive will ensure that all users are able to shop online and purchase with their choices of payment without worrying about whether the site is secure enough for them to make purchases.

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Secure Sockets Layer (SSL) via Verisign will be used. According to Verisign, “Secure Sockets Layer (SSL) technology protects your Web site and makes it easy for customers to trust you” by providing encryption of sensitive information during online transactions, unique, authenticated information about the certificate owner, and Versign verifies the identity of the certificate owner (Verisign, 2007).

Storage Space There will be databases online containing inventory related information, images of products, etc. Beehive will require the online storage space to accompany nearly 5,000 inventory products, with room for growth to 10,000 products. By today’s standards, most hosting packages provide multiple gigabytes of storage room and will suffice our needs.

Domain Name The domain name must be customizable and representative of Beehive for the sake of effective branding. Ideas and for domain names such as

beehiveindustrialsolutions.com

theHoneyComb.com

are

under

consideration by Beehive’s management team.

Data Transfer Consumers will visit this website and view images, and products on the website. The hosting plan must provide enough data transfer capability to

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Beehive in order to support the demand. 100GB/month will suffice for now as an estimate.

Site Customization The eCommerce solution must provide the ability to customize the website inhouse and apply Beehive branding, etc.

Reliability of Hosting It is imperative that the hosting be reliable and stable. The website needs to be accessible 24/7, with only limited scheduled down-time for site

maintenance (estimated 0.5%) and less than 0.05% downtime for technical troubleshooting purposes. In order to be competitive, the site must operate smoothly, without server hang-ups.

Assumptions Assumptions • • • • In-House IT Staff’s Adaptability Operable QuickBooks Premiere Installation Support Staff Connectivity
Figure 10 - Assumptions

In-House IT Staff’s Adaptability It has been determined that the in-house IT staff will be able to learn the system after it is implemented, even though they have virtually no eCommerce or web development experience. It is MIS’ goal to make this

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system as easy for Beehive to manage as possible, making it cost effective in the long run.

Operable QuickBooks Premiere Installation Beehive currently has an operable installation of QuickBooks Premiere. The MIS Team assumes that this installation is fully functional, and that there is a non-corrupt, populated, fully functioning QuickBooks database that is ready for transfer into an eCommerce system.

Support Staff The MIS Team assumes that Beehive has the support staff in place to handle the increased workload that will be attributed to the addition of the eCommerce system, including delivery staff, customer service

representatives, etc.

Connectivity The MIS Team assumes that Beehive has high-speed data connectivity enabled at both sites, providing the ability to quickly send and receive large volumes of data securely via the Internet. The database information that will be transferred too and from the eCommerce system is contained in files that are quite large.

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IX.

Technical Platform and Required Tools

Technical Platform The best technical platform for the HoneyComb project based on the requirements listed above is the packaged eCommerce system named ProStores. ProStores is a reputable organization, owned and operated by renowned eBay.

According to the ProStores website, “ProStores Enterprise is a complete ebusiness system for medium or enterprise-sized businesses that want to integrate online sales with existing back-end systems. (ProStores, 2007).” Since maintaining Beehive’s excellent supply chain is integral to this project, “ProStores enables easy drop shipments, affiliate marketing programs, and sales team coordination (ProStores, 2007).”

Below are lists that describe the ProStores system. All information on this data sheet was obtained via the ProStores website (ProStores, 2007).

Pricing Website Hosting Monthly Price (ProStores, 2007) $249.95/Monthly, 0.50% Successful Transaction Fees (ProStores, 2007)

QuickBooks Online Service (ProStores, 2007) $19.95/Monthly

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Website Hosting and Set Up (ProStores, 2007) • • • • • Website hosting with 20 GB storage space Personalized domain name registration Up to 200 unique email boxes 400 GB/month data transfer 180 easy-to-use customizable design templates to create a personalized, professional look • Ability to integrate 3rd party functions (including Dreamweaver, Flash and MP3s) to further customize your store's look and feel • Toll-free phone number for 24/7 technical support plus priority email support and online help

Payments (ProStores, 2007) • Shopping cart with secure and SSL enabled checkout, plus password protected access rights to different groups (employees, vendors, etc), anonymous checkout and shipping calculator added to checkout pages • • Integrated with QuickBooks Merchant Services account Real-time credit card payment processing, plus PayPal, WorldPay, store card, checks, and money orders • Additional payment options: purchase orders, internal department orders and cash (COD) orders • Integrated with FedEx®, UPS®, USPS®, or Canada Post®, or create your own custom shipping Figures • Sophisticated tax calculation functions

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Sales Management (ProStores, 2007) • Automatically notify drop shippers of orders in the EIP ProStore for direct "hands-free" fulfillment • Offer a secure area on your site for drop shippers to update shipping status for EIP and their buyers • Schedule recurring billing for subscriptions, services, installment payment options, and "product of the month" clubs • Enable the sale of downloadable products such as software, e-books, and music • Shoppers can store their shopping cart if they aren't ready to complete a purchase, and can come back to add to their cart or pay for their order • Buyers can save frequent shopping cart orders to make repeat purchases quick and easy • Robust order management system allows you to update orders, issue credit, and create reporting • • Add invoices for orders taken by phone, in person, or via email Upload and share EIP product, order and customer information with QuickBooks®, Access and Excel • 17 sophisticated reports to better manage the EIP ProStore

Merchandising and Marketing (ProStores, 2007) • Create buyers groups that display different prices after login, such as loyalty and wholesale programs

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Advanced promotional capabilities, including storewide sales, quantity discounts, and promotion codes

• • •

Issue store credits for orders, goodwill or promotions Create unlimited pages and sell an unlimited number of products Organize and cross-reference the EIP product catalog by category, product name, or manufacturer

Powerful search engine lets EIP customers search by price, keyword, SKU, category, subcategory, price range or product name

Daily submission to popular shopping search engines including Yahoo!® Shopping™, Shopping.com®, Shopzilla™ and Froogle™

• •

Manage email marketing campaigns for EIP customers Integrated with eBay.com and eBay Stores listing formats, so you can tap a marketplace of 147 million customers directly from the EIP ProStore

Fine tune the EIP store with tools to help with search engine optimization

Sales Team, Supplier and Inventory Management (ProStores, 2007) • Lead generation system allows customers to request information or quotes on complex products and services such as cars, computer systems, and professional services • Automatically assign and distribute sales leads to individual members of your sales team or regional branch offices • Track the sales and effectiveness of individual salespeople with revenue goals and real-time reporting

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Create a virtual inventory system with automatic drop shipment and supplier notification

Automate inventory management functions, including re-order threshold notifications by product and attribute

• •

View online low inventory and backorder reports Hide products when products are out of stock, choose whether to display quantity available to customers, and enable backorders

Consolidate inventory management for all sales channels

The MIS Team firmly believes that ProStores is the most cost-effective, allbases covered solution for HoneyComb. The software integrates well with QuickBooks, which is key to a successful eCommerce platform.

X.

Analysis of Vendors, Suppliers, Consultants or Partners

The Benefit of Vendors For Beehive Beehive has a need for vendors, suppliers, and consultants/partners. They will help HoneyComb to operate efficiently. This will be very beneficial and save a lot of employee time. Imagine having an online business, but not having anyone to delivery the products? Or wanting to sell products online, but not having

anyone to host the site so that people can see and purchase the products? This would be a disaster! Also, think about how it would be if there was no one around to give advice on problems or not having the complete knowledge that was needed to make the business successful. The input and experience of other companies and people working with Beehive will improve the company. It also

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helps the employees to better focus on their customers, helping the customers define their product needs, which will establish a great relationship between the employees and customers. Vendors • • • • • MIS Intuit ProStores DHL, UPS, and FedEx Price Waterhouse
Figure 11–Vendors

Master Information Solutions will continue to prove superior service as the project moves from the drawing board to development and then to

implementation. MIS will assist Beehive by managing the project from start to finish, providing top-notch quality assurance, training the employees and management, and assisting Beehive with hiring a Web Developer.

For the past 10 years, Beehive has had success using Intuit’s QuickBooks accounting software. Beehive will utilize other modules from the QuickBooks product suite to successfully implement the eCommerce solution. QuickBooks

Premier will be used to manage the product and pricing database. QuickBooks Merchant Services will be used to manage electronic payment processing. QuickBooks Online Services will be used to automate backups and data recovery.

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Another vendor used by Beehive is ProStores. ProStores will host the website and, by integrating with QuickBooks, manage the inventory. ProStores will also help to manage the payment and shipping information.

Additionally, Beehive has partnerships with DHL, UPS, and FedEx. Each of these shippers will benefit the supply chain via experience, reputation, and quality service.

Last, Beehive will work closely with Price Waterhouse, the vendor of its warehouse management software. This software, integrated with ProStores and established shipping merchants, will act as a catalyst to raising Beehive Industrial Solutions to new heights.

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XI.

Entity-Relationship Model

This section includes the Entity Relationship Diagram (ERD) to represent the conceptual data model for the BIS eCommerce solution.

Figure 12–Entity Relationship Diagram

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XII.

Data Flow and Processing Flow Diagrams Beehive eCommerce Solution Data Flow Diagram
Web Page With Product Information

Category or Product Search

Select Products

Temporary Order File Created

Check Out Button Clicked

Customer Enters ID, Billing, Shipping Information

Customer & Order Files Updated

Shipping Rates & Store Charges Calculated

Charges Retrieved Direct From Shipping Companies

Final Order Acceptance

Tracking Databases Updated

Credit Card Or Offline Processing

Customer Invoice

Sellers Invoice

Charge Receipt

Figure 13–Data Flow Diagram

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Beehive eCommerce Processing Flow Diagram

Figure 14–Processing Flow Diagram

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XIII. System Architectural Diagram

This section includes the System Architecture Diagram that describes the relations between parts of the BIS eCommerce system.

Figure 15–Framework Architecture Diagram

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XIV. Project Risk and Risk Management Assessment

Risk Analysis Five risks may seriously affect this project: Risks 1. Problems with employee unions. 2. The IT staff manages the site in a way that is nowhere near close to specifications. 3. The system architecture originally planned is insufficient for the project’s needs. 4. Resources needed to complete critical elements of the project are not available on time. 5. ProStores, the existing component planned to handle the shopping cart, is no longer compatible with QuickBooks Premiere. Impact Score High Medium High Probability Combined Score Score High 3 Medium Low 2 2

High

Low

2

High

Low

2

Key: Impact Score High = 3, Medium = 2, Low =1 Probability Score High = 3, Medium = 2, Low =1

Figure 16– Risk Identification Chart

Risk Management The first risk to be managed reads as follows: “Problems with employee unions.” It has a Combined Score of 3, meaning that the Probability of the risk occurring is High and Impact of the risk will be High. If unions become afraid that HoneyComb will cause employees to be laid off, the probability of the remaining employees being upset or skittish about their own jobs is high. The impact will be high because the employees’

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involvement is integral to making the service valuable. Motivation through fear does not facilitate a positive working environment.

In order to effectively manage this risk, it is necessary to accept this risk and then mitigate and possibly share the risks. A backup plan is needed to ensure that the employees and management team stay on board with this project. This risk will be placed in the risk register due to its high impact and probability score. It will be monitored on a daily basis and assessed during a weekly Risk Management meeting. The Senior Management will maintain a relationship with the unions to ensure that the project provides a benefit to them.

The next risk is: “The IT staff manages the site in a way that is nowhere near close to specifications.” it has a Combined Score of 2, meaning that the Probability of the risk occurring is Medium and Impact of the risk will be Medium. Often, Project Managers have no concept of IT staff’s needs or motivating factors. Some new developers and networking experts have no experience in planning or analyzing software problems. The probability of this occurring can be medium. The impact of this risk is Medium because despite the learning curve, IT folks tend to be devoted to their work.

Managing this risk is relatively simple. MIS’ Project Manager has 10 years experience working as a programmer and has the ability to interface and understand the needs of IT professionals. Additionally, the Senior

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Technical Manager, Deron Dantzler, will remain available to help the new Web Developer to get up to speed with the project. It is necessary to mitigate and accept this risk. It is important to ensure that a good Web Developer is hired and managed by an expert Senior Technical Manager. A task list consisting of the WBS codes will be developed that determines the length each task is expected to take. It will be monitored on a weekly basis via project status reports. The Senior Project Manager will meet with the Senior Technical Manager during biweekly Risk Management meetings to review these reports. The development team will hold weekly meetings to discuss any unforeseen issues and the status of the module developments. If the team needs any additional information or approvals, they will be discussed at that time. Additionally, monthly code reviews will be performed. The development team’s input is needed and welcome. Communication is vital to the success of this project!

The third risk is: “The system architecture originally planned is insufficient for the project’s needs.” The Probability of the risk occurring is Low and Impact of the risk will be High. Therefore, the Combined Score is 2. Often, the system architecture is a second thought when planning the software and assessing the project’s needs. This will have a very negative impact if severely neglected.

This risk will be mitigated and managed by MIS. It is necessary to accept this as a potential risk. Several tasks will be done to manage this risk.

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The system architecture needs will be monitored on a weekly basis. The Senior Project Manager will discuss this issue with the Senior Technical Manager monthly during the Risk Management meetings. The development team will also discuss this issue during weekly meetings to discuss any unforeseen issues and the status of the module developments.

The fourth risk is: “Resources needed to complete critical elements of the project are not available on time.” The Probability of the risk occurring is Low and Impact of the risk will be High. Therefore, the Combined Score is slightly less at 2. It is generally possible to schedule resources effectively. However, there is a moderate chance that problems will arise, especially when people are involved. The impact of not having essential resources available is quite high.

This risk will be mitigated. It is necessary to accept this as a potential risk. One measure to mitigate this risk is to hire a Web Developer with more experience as a contractor to get the tasks completed quickly and effectively. The Senior Technical Manager may also need to get involved if deliverables are not being met. The task lists and project schedule will be monitored on a weekly basis. The Senior Project Manager will discuss this issue with the Senior Technical Manager weekly during the Risk Management meetings. In addition, the Senior Technical Manager will ask all staff to inform him of any needs for new software or hardware.

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The last risk to be discussed is: “ProStores, the existing component planned to handle the shopping cart, is no longer compatible with QuickBooks Premiere.” The Probability of the risk occurring is Low and Impact of the risk will be High. Therefore, the Combined Score is 2. The impact of having a component fail that was expected to work is extremely high. It would require a major rescheduling of the project and potentially a need to hire programmers to fix the problem. The probability for this to happen is low since ProStores is a company that is up to date with technology and well-managed.

The best way to manage this risk will be to have a contingency plan to mitigate it. Since the impact is High, it is necessary to accept this as a potential risk. The contingency plan will be to purchase a new technology adaptable to work with the existing system. A senior programmer will need to be hired to fix the shopping cart quickly and effectively. This risk will also be placed in the risk register due to its high impact and low probability score.

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XV.

Project Costs, Staffing, Resources, Dependencies and Schedule

Project Costs This section explains the initial cost for MIS to implement the HoneyComb eCommerce system for BIS: Description MIS Project Manager (1) MIS System Analysts (3) Web Developer (1) QuickBooks Merchant Setup Training Product Launch Advertising Hardware TOTAL IMPLEMENTATION COST Fees $65,000/yr $60,000/yr. $55,000/yr. Cost per Month for 7 months $9,285 $25,714 $7,857 $60 $5,000 $5,000 $15,000 $2,500 $70,416

Figure 17– Implementation Costs Chart

This section explains the on-going costs to maintain the HoneyComb eCommerce system: Line Item Web Server Hosting QuickBooks Online Service QuickBooks Merchant Services Web Developer TOTAL ANNUAL COST Project Staffing Monthly Cost $249.95 $19.95 $17.95 Annual Cost $2,999.40 $239.40 $215.40 $55,000 $58,454.20

Figure 18– Ongoing Costs Chart

The project will be staffed by the MIS Consulting team. Jennifer Brower will continue as Project Manager.

In addition, a Web Developer will be hired by Beehive on a full time, permanent basis to create and maintain the website. All development work

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will be performed by the Web Developer. Deron Dantzler will remain available to help the Web Developer learn the system.

Lisa McPolin and Deron Dantzler will work with Price Waterhouse to ensure that the supply chain and warehouse management software continues to work efficiently.

Chastity Williams will lead the Quality Assurance process by creating the test plans and then performing the User Acceptance and Enterprise Testing portions of the project. The Web Developer will be responsible for Modular Testing.

After the project is complete, all team members will perform a training seminar with the assistance of Mary, Beehive’s Human Resources

Representative. Finally, a Beehive Human Resources Representative will assist the team with making arrangements for client training.

Here

is

the

Training

Schedule

to

be

completed

during

the

Implementation phase: Training Schedule Group Customer Service Management IT Warehouse

# of Days 5 3 5 5

Seminar Manager Lisa McPolin Chastity Williams Deron Dantzler Jennifer Brower

Figure 19 - Benefits of Implementing HoneyComb

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Project Resources The main non-human resource needed will be a computer. This computer will be issued to the Web Developer and will used to create and maintain the company website.

Any portions of the site not managed by ProStores will be developed using Macromedia DreamWeaver. In addition, Macromedia Fireworks and Adobe Photoshop are already being used by Beehive’s Marketing department. So, they will be available for the Web Developer to use upon purchase of the appropriate software licenses as needed.

Project Dependencies The Planning and Analysis Phases of this project are complete. Upon analysis, it is safe to assume that the project will be simple to implement.

WBS & Project Schedule Here is the project’s Work Breakdown Structure: Work Breakdown Structure for HoneyComb 1. Planning 1.1. Scope Definition 1.2. Gather Requirements 1.3. Prepare Project Document 1.4. Create Project Plan

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2. Analysis & Design 2.1. System Architecture Design 2.2. Inventory Data/ProStores Analysis 2.3. Create the ProStores/QuickBooks Integration Procedure 2.4. Database Design 2.5. Supply Chain/Warehouse Software Analysis 2.6. Website User Interface Design 2.7. Website Functionality Design 2.8. Backup & Recovery Analysis 2.9. Create Backup Procedure 3. Development 3.1. Run ProStores/QuickBooks Integration Procedure 3.2. Supply Chain/Warehouse Software Interface 3.3. Build Website User Interface 3.3.1. ProStores Templates 3.3.1.1. Log In/Register 3.3.1.2. Clearance 3.3.1.3. Products 3.3.1.4. My Account 3.3.2. Custom Pages 3.3.2.1. About Us 3.3.2.2. Policy 3.3.2.3. Customer Service 3.4. Build Website Functionality

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3.4.1. ProStores Templates 3.4.1.1. Log In/Register 3.4.1.2. Clearance 3.4.1.3. Products 3.4.1.4. My Account 3.4.2. Custom Pages 3.4.2.1. About Us 3.4.2.2. Policy 3.4.2.3. Customer Service 3.5. Run Backup & Recovery Procedure 4. Testing 4.1. Design Test Plans 4.2. Modular Testing 4.2.1. Supply Chain/Warehouse Software Interface 4.2.2. Website User Interface 4.2.3. Website Functionality 4.3. Enterprise Testing 4.3.1. ProStores/QuickBooks Integration Procedure 4.3.2. Supply Chain/Warehouse Software Interface 4.3.3. Website User Interface 4.3.4. Website Functionality 4.3.5. Backup & Recovery Procedure 4.4. User Acceptance Testing 5. Implementation

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5.1. Create User Documentation 5.2. Create Training Documentation 5.3. Customer Service Training 5.4. Management Training 5.5. IT Training 5.6. Warehouse Training

The Planning and Analysis phases have been already been completed.

The Development phase is scheduled to run 15.5 days. It will begin on March 5 and then run through March 26. This phase will include integrating QuickBooks with ProStores, building the website user interface and

functionality, and running the backup procedure. Additionally, work will be done by Price Waterhouse per their standard maintenance agreement to ensure that the warehouse management system will be easily integrated into the Beehive eCommerce site.

The Testing phase will run from March 26 to April 13, lasting 13 days. This time period will be affected by the Good Friday/Easter holiday. This phase includes creating the test plan and then performing Modular Testing, Enterprise Testing, and User Acceptance Testing.

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Finally, the Implementation phase will run from April 13 to May 4. This phase includes creating the documentation for the users and for the training sessions, along with the actual training sessions.

XVI. Integration of the Internal/External Systems Two-Way Integration The core competencies of this project require that there be two-way integration between the new e-commerce system and the existing software suite QuickBooks Premiere. Consequentially, ProStores was selected as the e-commerce system to implement, due to its enhanced integration

capabilities with QuickBooks, as well as the prowess of its developer, eBay. Since ProStores provides seamless two-way integration with QuickBooks, BIS will not be troubled with any hassles or hiccups between the two systems. A major part of the project will be to ensure that the integration of the two systems goes smoothly. When integrating QuickBooks with the ecommerce system, the first and foremost concern is the current QuickBooks database. Care will be taken to create backup copies of the database before we attempt the integration. It is also important that the database is structurally sound before integrating, and completely populated with data. As noted in the technical assumptions, BIS has maintained a well-populated and sound database structure with no corruption. BIS has used QuickBooks for nearly a decade and has upgraded the system countless times. Such

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procedures can lead to database corruption, but in the BIS case, MIS’ analysis proves that the database is sound. After the e-commerce site has been launched and is deemed functional, the advertised push-button technique that ProStores features will be used to connect and subsequently populate the e-commerce site with inventory data from the Quickbooks site via SSL. When the transmission is complete, the e-commerce site will be functional. Then, the push-button technique will be used to transfer purchase data to QuickBooks. Finally, the employees will be trained on the procedure used to transfer data between the e-commerce system and QuickBooks. Integration Steps Integration Steps 1. Backup the current QuickBooks Database. 2. Test the backup database to ensure its functionality. 3. Ensure that the database is completely populated with inventory data. 4. Ensure that the database is not corrupt. 5. Implement the e-commerce system. 6. Attempt the push-button population of the ecommerce system inventory and pricing. 7. Simulate purchases via the e-commerce system. 8. Attempt the push-button transfer of purchase information to QuickBooks. 9. If all is well, then the integration is complete.
Figure 20 – Integration Steps

If any of steps 1 through 4 fail, the consulting team will coordinate with BIS to repair the database and get it within an order to proceed. Upon failure of steps 5 through 9, the task will be to coordinate the

troubleshooting of the e-commerce system with ProStores and determine a

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solution to the failure in order to resolve the issue and move forward in the integration process. XVII. System Administration, Security, Backup and Recovery System Administration BIS uses a multi-level role based ID hierarchy system to grant access to different systems on the network. The system administrator has the highest-level access to all systems. The system administrator creates user IDs on the network and grants each ID access level permissions based on pre-defined job function roles. End users must follow the administration process by providing the authorization sign-off required to gain access to systems on the network. Full system administrator access is required for the implementation of the eCommerce solution to the following systems: eCommerce Systems Administration Existing BIS Systems • QuickBooks Premier • DHL, UPS and FedEx • Price Waterhouse Introduced BIS Systems • QuickBooks Merchant Services • QuickBooks Online • ProStores
Figure 21– eCommerce Systems Administration Chart

The system administrator works in a secure area that requires badge access. The system administrator will add, remove and delete ID access, based on the needs of the business.

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Security The BIS network presently uses anti-virus software, firewalls, physical security, intrusion detection, and encryption methods for security control. The BIS organization has the following security measures in place:

1. Data Backup – All BIS systems have automated data backup procedures in place. QuickBooks Online subscription offers automated backup service for the BIS eCommerce solution. 2. Virus Protection – McAfee virus protection is the standard for all PC’s that access the BIS network. 3. Firewall Protection – The BIS network is protected by a Linksys firewall solution that that uses network address translation to translate private addresses with public addresses. All connections between the private and public network are protected by the firewall. The firewall solution automatically vulnerabilities. 4. ID Administration & Password Protection – administration processes are put in place to allow for individual ID allocation. Passwords are required to have letters and numbers. Passwords expire every 60 days. BIS has a security awareness program and training in place that all employees are required to attend. 5. Audit Tracking - QuickBooks Online service offers a 24/7 activity log and audit trail monitoring for the BIS eCommerce solution. monitors log checking, open port detection and

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The implementation of an eCommerce solution for BIS will utilize encryption technology to address the need for web based commerce security measures. ProStores uses Secure Socket Layer (SSL) digital certificate to encrypt and transmit electronic information between web servers across the Internet. Beehive’s QuickBooks Merchant Services account will use SSL technology from Verisign to provide encrypted transaction data between the ProStores web server and the QuickBooks Merchant Services web server.

Backup/Recovery Beehive will utilize the automated offsite backup service offered with the QuickBooks Online service. QuickBooks Online is a monthly subscription that offers the following with the automated backup service:

All Data is written to mirrored discs (two). All data is written to a third hard drive. Nightly backups to tape.

The monthly fee for QuickBooks Online is 19.95 per month.

Beehive’s system administrator will schedule daily automated backups to local servers. The local backup servers will be located in a secure area and run on an uninterruptible power supply. Disaster recovery simulations to test data recovery from both off-site and local servers will be exercised twice a year.

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References

Agile. (Feb, 2007). Software Development Process. Retrieved on February 14, 2007 http://en.wikipedia.org/wiki/Software_development_life_cycle

Method 1-2-3. (Feb, 2007). Project Life Cycle. Retrieved on February 14, 2007 from http://www.method123.com/project-lifecycle.php

ProStores. (Feb, 2007). ProStores Enterprise. Retrieved on February 14, 2007 from http://www.prostores.com/enterprise-store.shtml

RAD. (Feb, 2007). Rapid Application Development. Retrieved on February 14, 2007 from http://en.wikipedia.org/wiki/Rapid_application_development

Usability. (2006). Rapid Prototyping. Retrieved on February 26, 2007 from http://www.usabilitynet.org/tools/rapid.htm

Verisign. (Feb, 2007). Secure Sockets Layer. Retrieved on February 14, 2007 from http://www.verisign.com/ssl/ssl-information-center/how-sslsecurity-works/index.html

Wiki. (Feb, 2007). Business Rules. Retrieved on February 14, 2007 from http://en.wikipedia.org/wiki/Business_rules

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