UNIVERSIDAD PERUANA DE CIENCIAS APLICADAS

Final Project: Tiempo Libre

Erick Salazar Zegarra – u201420169

Carlos Molina Charaja – u201513168
Daniela Nuñovero Paiva – u201523752
Ernesto Rodríguez Acosta – u2014a651
Aaron Coyco Ordemar – u201414287
Jorge Gutiérrez Alayo – u201316541

PROFESSOR: FABIO LIVIA CAVALIÉ

INFORMATION SYSTEMS QUALITY – SECTION SXA1

Wednesday, 26 June 2019

 STRUCTURE

1. Company ................................................................................................................. 3
1.1. Description ....................................................................................................... 3
1.2. Mission, Vision, Objectives.............................................................................. 3
1.3. Strategies .......................................................................................................... 4
1.4. Organization Structure ...................................................................................... 4
1.5. Main Processes (AS-IS) ................................................................................... 5
2. Diagnostic Journey ................................................................................................. 6
2.1. Symptoms ......................................................................................................... 6
2.2. Theories ............................................................................................................ 6
2.3. Testing .............................................................................................................. 6
2.4. Root Causes ...................................................................................................... 8
3. Solution Alternatives .............................................................................................. 9
3.1. Information System Dimensions ...................................................................... 9
3.2. Pros and Cons ................................................................................................. 10
3.3. A rough magnitude estimation about: ............................................................ 11
3.3.1. Project duration ........................................................................................ 11
3.3.2. Project cost ............................................................................................... 11
3.4. Choose one alternative and justify it .............................................................. 11
4. Business Case ........................................................................................................ 12
4.1. Business Case ................................................................................................. 12
4.1.1. Main requirements .................................................................................... 12
4.1.2. Technical solution .................................................................................... 12
4.1.3. Indicators to be used for quality control ................................................... 15
4.1.3.1. Mock-up of a Dashboard ................................................................... 15
5. Conclusions ........................................................................................................... 16
1. Company

1.1. Description

Tiempo Libre is an organization dedicated to disseminating and accredit

the benefits of “Game and Leisure”. It is a company that is characterized
as a team of strategists in the management, development and training of
human talent, with the aim of improving the quality of life and create
pleasant environments to develop individual, family, organizational and
social skills.

Tiempo Libre is located on Calle Ricardo Rey Basadre 423, Magdalena

del Mar, Lima and his cellphone are (+51) 986 253 801 or (+51) 997 059
207. Also, it has a web page with this url: http://tiempolibre.pe/

1.2. Mission, Vision, Objectives

Mission:
"Disseminate and accredit the benefits of play and play in human
development, contributing with our clients to generate changes and
achieve their organizational goals. Providing them with innovative
services and solutions "

Vision:
"To be a reference in the contribution of new educational proposals
through play and play. Recognized for the human and professional quality
of our people and for our contribution to the community”

Objectives:
 Transform people and generate changes, promoting understanding
of the other's emotional state.
 Foster basic attitudes such as: authenticity, unconditional
acceptance and empathy.
 Promote observation, assertive communication and active
listening. To promote competences and fundamental values for
teamwork and achievement of goals: trust, planning, tolerance,
creativity, solidarity and respect.
 Generate experiences through play, culture, art and sport,
contributing to a healthy physical and emotional state promoting
the ideal life in community.
1.3. Strategies

a. Adaptive strategy
Tiempo Libre has great positioning power in the service sector. It has
few competitors, since not many companies dedicate themselves to
offering recreational activities of fun and leisure service. In addition,
many customers-companies that require this type of service correspond
to the public sector with 81%, customers loyal to Tiempo Libre.

b. Offensive strategy
A constant expansion of the distribution channels and search for new
markets is developed, depending on the specifications of the client-
company. In addition, the company constantly makes improvements in
personnel innovation and the quality of services it offers.

c. Defensive strategy
Tiempo Libre maintains the current domain in the established market.
It is associated with some competitors, since its sole objective is based
on full customer satisfaction, therefore, with alliances, Tiempo Libre
saves and exchanges quality of service for customer loyalty.

1.4. Organization Structure

Executive
Director

Administrative
manager

Commercial Communications
Manager Management

Creativity and
Logistic Design
Coordinator Coordinator

Commercial Network and

Coordinator Strategy
Coordinator
 This company is conformed about 8 employees and has 2 main areas,
which are:
 Commercial: Area in charge of contacting the client, the budget
and the reservation of the requested elements. The manager of this
area is the Commercial Manager
 Communications: Area responsible for providing and being in
direct contact with the services contracted by customers. The
service starts from the moment in which the granting of the
proposal is offered and then start to elaborate and / or acquire the
implements for the service; It ends when the event is carried out in
its entirety and the client grants the agreement of the service.

1.5. Main Processes (AS-IS)

The main process of the company "Tiempo Libre Perú" is the "Sales
Process". This process covers the areas that involve a communication with
the client and the interaction between the commercial area, production and
administration; In view of this, it is made clear that communication
between areas is carried out directly. In the case of communication with
the client, this is done only once in the execution of the entire process,
where there is communication of both areas with the client in different
phases of the event, thus creating an alternate flow of understanding of the
client's needs. The following image shows the sales process when a
quotation request is received.
2. Diagnostic Journey

2.1. Symptoms

 The response waiting time in certain activities of the process takes

longer than expected, therefore, generates user dissatisfaction.
 Quotes do not come out in the planned time, so potential customers
are lost.
 In the company there is no map of which people are the people who
perform specific tasks.
 The company has delays in sending essential documents for the
business because of a bad comunication.

2.2. Theories

2.3. Testing

Waiting Time
Activities Goal
(per hour)

Make a quote 6 2
Send quote 5 2
Analyze quote 24 10
Make documentation 24 8

Send documentation to the client 3 2

Make purchase order/service 2 2

Carry out a work plan 2 1
Request detailed information 1 1
 Average waiting time activities (per hour)

Request detailed information

Carry out a work plan

Make purchase order/service

Send documentation to the client

Make documentation

Analyze quote

Send quote

Make a quote

0 5 10 15 20 25 30

Goal Waiting Time (per hour)

Project Quote made on time Quote delivered on time Elapsed Hours

Project 1 09:52:41 18:15:20 8

Project 2 15:52:33 21:13:37 5

Project 3 15:25:05 20:07:52 4

Project 4 15:35:48 18:03:44 2

Project 5 09:09:39 18:03:49 8

Project 6 09:41:45 15:04:46 5

Project 7 12:21:17 19:55:12 7

Project 8 09:46:38 19:03:02 9

Project 9 13:20:06 21:34:58 8

Project
16:02:38 19:46:14 3
10
Project
14:30:44 19:39:43 5
11
Project
09:23:47 18:09:29 8
12
Project
11:59:27 15:12:50 3
13
Project
11:31:31 17:25:13 5
14
Project
10:40:18 14:50:20 4
15
Project
13:43:58 20:45:04 7
16
Project
11:23:20 17:53:46 6
17
Project
12:29:28 20:21:50 7
18
Project
14:03:01 21:49:25 7
19
Project
12:27:55 19:17:25 6
20
Project
12:20:44 16:05:33 3
21
Project
11:40:33 19:14:53 7
22
Project
16:00:39 21:00:55 5
23
Project
09:26:25 19:10:54 9
24
Project
14:55:24 20:15:09 5
25
Project
15:20:10 19:18:43 3
26
Project
12:53:13 18:00:00 5
27
Project
11:17:52 17:13:35 5
28
Project
13:03:49 21:15:08 8
29

2.4. Root Causes

POSSIBLE ROOT CAUSES TYPE

Bad requirement definition PLANNING

Innacurate project selection PLANNING
Lack of communication between departments OPERATIONS
Poor role definition OPERATIONS
No KPIs (analytics) for workers OPERATIONS
Bad communication with customers POST – SALE
No KPIs for customer satisfaction POST – SALE
Not enough Good providers BUDGET
3. Solution Alternatives

3.1. Information System Dimensions

Information System N°1

Information System N°2

3.2. Pros and Cons

Information System N°1: HANDY

Pros

 Provides History and automatic reports of all operations.

 Provides information at the moment, to give quick and reliable
answers to customers
 Allows you to configure who receives in your email a statistical
summary of the operation of the sales team, on a daily, weekly and
monthly basis.
 All the relevant operational information can be instantly integrated
into other systems.
 It allows to visualize a transactional data history of the new and old
clients.
 Allows a reliable and immediate digital record of all activities.
 Allows access from the web and mobile devices

Cons

 Additional costs for maintenance

 Additional costs for more than 10 users

Information System N°2: CRM OSMOS Cloud

Pros

 Create and send a quote in seconds

 Automatic alert samples if the quote was accepted, rejected or
signed
 Allows you to filter and identify the status of your quotes for better
tracking.
  Allows you to manage quotations, estimates, customers and sales
representatives from one place.

Cons

 Unfriendly interface
 Shows too much information to the client, which makes it difficult
to view the quote
 Does not allow the customer to respond after the client approves
the quote
 Language in English by default

3.3. A rough magnitude estimation about:

3.3.1. Project duration

Project Name Time

HANDLY 2 months
OSMOS 3 months

3.3.2. Project cost

Project Name Cost

HANDLY $3,500.00
OSMOS $4,150.00

3.4. Choose one alternative and justify it

We chose HANDLY because of its user-friendly interface and low

implementation costs. In the same way for the promptness it will take to
put it into production as it provides an agile response to the queries of
reports, quotes and transactions made daily. The speed of observation of
dashboards in real time and easy access through web streams and allows
integration with other applications in a simple and reliable way so
compared to OSMOS, it provides a more user-friendly and simplified view
of the important data of the quotes.
 4. Business Case

4.1. Business Case

4.1.1. Main requirements

REQUIREMENTS
I want to have my project So that I could focus in other
As a
completed in the least amount of important projects for me and
Customer
time possible could have more revenues.
As a I want to receive the most So that I can make better
General important information about all decisions to improve the activities
Manager the projects in the company of the company
I want to receive capacitation in So that I can provide a quality and
As an
conjunction with my coworkers efficiently service, knowing how
Employee
about the new information system to act in complex situations.
I want to work with a centralized So that I don’t waste time on do it
As an platform that help the team with manually and can accelerate the
Employee the management of all the projects general process by using that
in the company employees in another activities
I want to visualize all the details So that I can know the status
As an
of the project of the projects and if we need to
Employee
in which we are currently working work more on an specific activity.

4.1.2. Technical solution

As part of our solution, we are implementing the HANDY as an application that will
provide reports and dashboards in real time on the quotes that the company makes daily.
In the same way it allows us to track the orders as well as the creation and modification
of them.
4.1.3. Indicators to be used for quality control

Indicators

 Number of Quotes Delivered on Time

 Monthly Evolution of Quotes
 Time Dedicated to Defining Requirements
 Analyzing Time for Number of Quotes
 Quantity of Data Status of Quotations by Month
 Ratio of the Customer Satisfaction
 Quantity of New Providers
 Time Dedicated to the Communication between
Departments
 Response Time of the System
 Time Dedicated to the Communication with Customers
 Generation of New Business Roles
 Ratio of Availability of Dashboards per Day

4.1.3.1. Mock-up of a Dashboard

5. Conclusions
The company Tiempo Libre was analyzed to detect problems in the organization
and then give it a possible solution. One of the key points was to review, analyze
and understand the main business process as it allowed us to give a different view
of the problem and the starting point of our project. In addition, a diagnosis was
made which was classified among symptoms, possible theories, testing and we
identified the root causes. Likewise, after this process, two solutions were
proposed supported by the dimensions of the information systems considering
their advantages and disadvantages and costs. Finally, a business case was
elaborated that allowed to support our solution detailing the main requirements,
the technical solution, certain indicators and a dashboard mock-up. We believe
that our solution proposal is the most effective because Handy allows a friendly
interface and the implementation costs are low and the most important thing is
that it covers the main problem with the agile response of reports, quotes and
transactions.