300585 - Systems Analysis & Design

Workshop 6
Workshops will run to cover the practical aspects of the topic each week via workshop case study
that runs across the whole semester and other examples via 2 parts

• Workshop Quiz
o Students to visit app.gosoapbox.com, click Join and use access code ‘wsquiz’ to
attempt the workshop quiz. Pls note this quiz is not assessable. Students must
attempt this quiz in the time allocated by the workshop facilitator/tutor, followed
by discussions on the student attempt and the topics
• Workshop questions
o This document contains 2 parts
o Part A contains Classwork case study and questions that are done in workshop
with the tutor in Groups of students. Task 1 would always refer to Workshop Case
study and some additional case studies in rest of the tasks and is NOT to be
submitted on vuws for marking.
o Part B contains questions and tasks related to case studies that individual
students need to answer in their own time and submit under link for Submission
for Workshop 5 answer, this will form part of as Portfolio exercises as per the
information given in Assessment 1 in the Learning guide.

Part A: To be done during the workshop

Task 1 Case Study - Willow brook School

Willow brook School is a small private school that has retained your services as a systems analyst
to assist in the development of a new information system for the school’s administrative needs.

Willowbrook School has decided to proceed to the systems analysis phase, based on the findings
and proposal you presented after the preliminary investigation. A summary of your fact-finding is
as follows:

Fact-Finding Summary

Registration for Willowbrook School has two components, regular daily students and children in
after-care. Regular daily students are divided into groups, dependent on whether the child is in pre-
school, kindergarten, or primary school. Children in after-care are divided into two groups, those
students who are pre-registered and those who use the service on a “drop-in” basis. Most of the
students who are pre-registered for after-care attend the school during the day but some are
bussed in from other schools. For a student to be registered, tuition payments must be in good
standing.

There are two payment options for tuition and the pre-registered component of after-care,
monthly or weekly. Regular daily tuition is based on the academic program in which the student is
enrolled. A discount of 5 percent is applied to fees for parents choosing the monthly payment
option. Parents who have more than one child enrolled at Willowbrook are eligible for an additional
5 percent multi-child discount on tuition for all enrolled children. Discounts are lost for any
payment that is overdue by more than seven days.

Charges for after-care used on a “drop-in” basis are based on an hourly rate, billed in fifteen minute
increments. Parents are billed monthly for regular students, and charges are added to the monthly
and weekly bills. New bills are generated weekly for “drop-in” care for children who are not pre-
registered for after-care or regular daily students. For parents who pay monthly, tuition bills and
after-care fees are due on the first of the month, and are distributed to parents one week prior to
their being due. For parents who pay weekly, payments are due on Mondays with bills generated
on Fridays. Parents who have more than one child enrolled in Willowbrook receive a separate bill
for each child. The student’s account must be in good standing for a student to be registered. For
the account to be considered to be in good standing, the tuition payment must not be over seven
days late. Tuition payments that are over seven days late may be overridden by the director; these
cases are handled on a case-by-case basis.

The current registration system is done using Microsoft Excel. Michelle Madrid, the administrative
assistant, sets up a new workbook for each academic year. Each month Michelle creates a new
worksheet in the workbook. The worksheet contains one line per student, and each line contains
the following registration and billing information for the student:

Student Name
Parent Name
Address
Academic program (pre-school, kindergarten, primary school grade 1-6)
After-Care (Yes/No)
Weekly tuition fee
Billing cycle (Monthly or Weekly)
Tuition discount
Multi-child discount
Amount of discount (calculated field)
Additional care, after-care “drop-in” fees
Total monthly fee (calculated field)
Payment received
Amount paid to date (calculated field)
Amount outstanding (calculated field)
The entry for each student is updated monthly when bills are prepared, each time a payment is
made, and when Michelle enters the data from the after-care reports detailing all “drop-in” hours
for each student. Michelle manually calculates the time and the spreadsheet calculates the charges.
Monthly statements are generated from the spreadsheets using the mail merge tool in Microsoft
Word.

A summary monthly report is generated for the Board of Directors from this spreadsheet
summarizing fee collections for tuition and after care. The financial committee, who provides
regular oversight for the Board, also receives separate monthly reports detailing payroll expenses
for all employees. Reports need to be ready for distribution at the financial committee meeting
that is scheduled for the second Tuesday of every month.

Michelle has indicated that the most useful new feature that could be added to the system would
be the ability to generate one bill per family, listing each student’s charges separately, and an
overall total. Also useful would be the ability to generate a receipt at the time payments are
recorded. This receipt should contain information required for reimbursement requests from
different types of dependent care and tuition accounts, including name, location, and federal tax
ID number of the school. In addition, parents have asked for a separate statement accompanying
their bill itemizing all drop-in after-care hours for that statement.

1. Draw a context diagram for willow brook Information system

2. Draw a Mind Map that shows the main operations described in the fact-finding
summary.
3. Draw a Process flow diagram for the Student registration system
4. Can you suggest more non-functional requirements based on your knowledge of the
Case study?

Task 2 Sandia Medical Devices (SMD) – Running Case study

Medical monitoring technology has advanced significantly in the last decade. Monitoring that once
required a visit to a health-care facility can now be performed by devices located in a patient’s
home, or carried or worn at all times. Examples include measures of glucose level (blood sugar),
pulse, blood pressure, and electrocardiogram (EKG). Measurements can be transmitted via
telephone, Internet connection, and wireless data transmission standards, such as Bluetooth. A
particularly powerful technology combination is a wearable device that records data periodically
or continuously and transmits it via Bluetooth to a cell phone app. The cell phone app can inform
the patient of problems and can automatically transmit data and alerts to a central monitoring.

Health-care providers and patients incur significant costs when glucose levels are not maintained
within acceptable tolerances. Short-term episodes of very high or very low glucose often result in
expensive visits to urgent care clinics or hospitals. In addition, patients with frequent but less severe
episodes of high or low glucose are more susceptible to such expensive, long-term complications
as vision, circulatory, and kidney problems.

Sandia Medical Devices (SMD), an Albuquerque manufacturer of portable and wearable medical
monitoring devices, has developed a glucose monitor embedded in a wristband. The device is
powered by body heat and senses glucose levels from minute quantities of perspiration. SMD is
developing the Real-Time Glucose Monitoring (RTGM) device in partnership with New Mexico
Health Systems (NMHS), a comprehensive health delivery service with patients throughout New
Mexico.

SMD will develop the initial prototype software for smartphones with Bluetooth capability
running the Google Android operating system. If successful, NMHS and its patients will have free
use of the software and SMD will resell the software to other health systems worldwide.

1. Sandia Medical Devices (SMD) and New Mexico Health Systems (NMHS) are developing the
system jointly. Project staff will include analysts, designers, and programmers from both
organizations. Three technical staff members from each organization have been assigned
initially, and the budget includes sufficient funds to add other personnel for short-term
assignments as needed. In addition, NMHS will assign a physician and a physician’s assistant
to the project one day per week.

2. It is anticipated that SMD personnel assigned to the project will work primarily at NMHS
facilities in office space and with computer equipment dedicated to developing the Real-
Time Glucose Monitoring (RTGM) system.

3. NMHS anticipates recruiting a handful of its own diabetic employees to provide

requirements and to test the prototype RTGM software.

4. SMD and NMHS anticipate a six-month development schedule for an initial version of the
server software and Android-based client-side software. That will be followed by a three-
month period for evaluation and another three-month period for development of
improved software versions and support for a wider range of mobile phone operating
systems.

5. The Real-Time Glucose Monitoring (RTGM) software on the client (patient) side apart from
tracking glucose level and alerting physicians will have the following features

1.The ability for the patient to view alerts received on the phone and also respond back to
the alerts received from the physicians.

2. Enables the patient to view historical data pertaining to glucose levels and alert sent and
received by the patient along with annotations/ detailed description of glucose levels.
 3. Provides a messaging platform for the patient to interact with the physician by sending
and receiving messages with the ability of voice control to read out messages.

The Real-Time Glucose Monitoring (RTGM) software on the client (patient) side apart from tracking
glucose level and alerting physicians will have the following features

1.The ability for the physician to view alerts received on the phone and also respond back to the
alerts received from the patient.
2. Enables the physician to set alert conditions to send alerts automatically to the patients. Example
– Have a rule setting to send low glucose level alert if glucose level falls to 65 mg/dl.
3. Provides a messaging platform for the patient to interact with the physician by sending and
receiving messages along with the ability of voice control to read out messages.

As the project began, interviews with patients and physicians about potential RTGM capabilities
and interaction modes identified several areas of concern that will need to be incorporated into
the system requirements and design. The relevant patient concerns include:

• Viewing and interpreting data and trends. Patients want to be able to view more than their
current glucose level. They would like to see glucose levels over various time periods, with
a specific focus on time periods during which their glucose was within and outside of
acceptable ranges. A graphical view of the data is preferred, although some patients also
want to be able to see actual numbers.
• Entering additional data. Some patients want to be able to enter text notes or voice
messages to supplement glucose level data. For example, patients who see a high glucose
alert might record voice messages describing how they feel or what they had recently
eaten. Some patients thought that sharing such information with their health-care
providers might be valuable, but others only wanted such information for themselves.
Physicians expressed these concerns:

• They do not want to be the “first line of response” to all alerts. They prefer that nurses or
physician assistants be charged with that role and that physicians be notified only when
frontline personnel determine that an emergency situation exists.
• They want to be able to monitor and view past patient data and trends in much the same
way as described for patients.
• They want all their actions to be logged and for patient-specific responses to be stored as
part of the patient’s electronic medical record.

1. Develop a context diagram

2. Briefly describe some possible nonfunctional requirements for RTGM.
3. Identify all the Roles that will use RTGM.
4. Using the roles that you identified in question 5, develop a list of user stories.

Task 3:

Develop a process flow diagram based on the following narrative. Note any ambiguities or
questions that you have as you develop the model. If you need to make assumptions, also note
them.
The purchasing department handles purchase requests from other departments in the
company. People in the company who initiate the original purchase request are the
"customers" of the purchasing department. A case worker within the purchasing department
receives that request and monitors it until it is ordered and received.
 Requests for the purchase of products under $1,500 are processed and a purchase order is
written and sent to the to the approved vendor. Purchase requests over $1,500 must first be
sent out for bid from the vendor who supplies the product. When the bids return, one bid is
selected. Then a purchase order is written and sent to the vendor.

Part B: Answers to these questions to be submitted on vUWS – will form part of

Portfolio

Task 1

On the Spot Courier Services, As an employee of a large international courier and shipping service,
Bill Wiley met almost every day with many companies that shipped and received packages. He was
frequently asked if his company could deliver local packages on the same day. Over several months,
he observed that there appeared to be a substantial need for courier services in the city in which
he lived. He decided that he would form his own courier delivery company called On the Spot to fill
this need.

Bill began by listing his mobile telephone number in the Yellow Pages. He also sent letters to all
those companies that had requested same-day courier service that his prior company had not been
able to serve. He hoped that, through good service and word-of-mouth advertising, his business
would grow. He also began other advertising and marketing activities to promote his services.

At first, Bill received delivery requests on his business mobile phone. However, it was not long
before his customers were asking if he had a Web site where they could place orders for shipments.
He knew that if he could get a Web presence he could increase his exposure and help his business
grow.

After he had been in business only a few short months, Bill discovered he needed to have additional
help. He hired another person to help with the delivery and pickup of packages. It was good to see
the business grow, but another person added to the complexity of coordinating pickups and
deliveries. With the addition of a new person, he could no longer “warehouse” the packages out of
his delivery van. He now needed a central warehouse where he could organize and distribute
packages for delivery. He thought that if his business grew enough to add one more delivery person
he would also need someone at the warehouse to coordinate the arrival and distribution of all the
packages.

When Bill got an order, only on his phone at first, he recorded when he received the call and when
the shipment would be ready for pickup. Sometimes, customers wanted immediate pickup;
sometimes, they were calling to schedule a later time in the day for pickup.

Once he arrived at the pickup location, Bill collected the packages. It was not uncommon for the
customer to have several packages for delivery. In addition to the name and address of the delivery
location, he also recorded the time of pickup. He noted the desired delivery time, the location of
the delivery, and the weight of the package to determine the courier cost. When he picked up the
package, he printed out a label with his portable printer that he kept in the delivery van.

At first, Bill required customers to pay at the time of pickup, but he soon discovered that there
were some regular customers who preferred to receive a monthly bill for all their shipments. He
wanted to be able to accommodate those customers. Bills were due and payable upon receipt.
To help keep track of all the packages, Bill decided that he needed to scan each package as it was
sorted in the warehouse. This would enable him to keep good control of his packages and avoid
loss or delays.

The delivery of a package was fairly simple. Upon delivery, he would record information about
when the delivery was made and who received it. Because some of the packages were valuable, it
was necessary in those instances to have someone sign for the package upon delivery.

1. Develop a context diagram for On the Spot courier service website IS. Use Gane and
Sarson symbols as shown in lecture 5.
2. From this description, identify all the roles that will be using the system.
3. Using the roles that you identified in question 2, develop a list of user stories.

Task 2

Personal Trainer, Inc.

Personal Trainer, Inc. owns and operates fitness centres in a dozen Midwestern cities. The centres
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.

Background

During requirements modelling for the new system, Susan Park met with fitness centre managers
at several Personal Trainer locations. She conducted a series of interviews, reviewed company
records, observed business operations, analysed the Bumblebee accounting software, and studied
a sample of sales and billing transactions. Susan’s objective was to develop a list of system
requirements for the proposed system.

Fact-Finding Summary

• A typical centre 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 profit-
and-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 centres, 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 scan able ID cards to capture data

1. Develop a context diagram

2. Identify 6 potential system requirements as user stories for various roles.

Task 3

Develop a process flow diagram based on the following narrative. Note any ambiguities or
questions that you have as you develop the model. If you need to make assumptions, also note
them.
The purpose of the Open Access Insurance System is to provide automotive insurance to car
owners. Initially, prospective customers fill out an insurance application, which provides
information about the customer and his or her vehicles. This information is sent to an agent,
who sends it to various insurance companies to get quotes for insurance. When the responses
return, the agent then determines the best policy for the type and level of coverage desired
and gives the customer a copy of the insurance policy proposal and quote.