EgzonaFida (Ef26398 SWLcase I)

Egzona Fida / ID: 126398
Faculty of Business and Economics
Study Program: Master of Business Administration (MBA) – Master Studies
Course: Business Process Modeling
Project: “Capstone Case 1 - SoftWear, Limited”
Professor: Student:
Prof. Dr. Blerta Abazi Egzona Fida
December 2019
Chapter One Part I - SWL Team Tasks

Introduction to System Analysis and Design
Chapter Capstone Case: SoftWear, Limited
1. Write an employment advertisement for a new systems analyst position at SWL.

Perform Internet research to locate examples of advertisements for systems analysts
and consider SWL’s business profile when you write the advertisement.
Based on the facts in the case study, SWL is a medium-sized company that uses a
combination of centralized mainframe processing and networked PCs. SWL is growing
rapidly and will expand its IT operations to support business needs. In considering entry-
level systems analysts, SWL will be looking for people with strong communication,
interpersonal, and analytical skills. It is probably too early to identify specific technical skills,
which will depend on the systems solutions that are selected. Programming experience
certainly is desirable but might not be essential if the new systems analyst has some
experience in working with information systems. The ability to understand business
information needs and work effectively with users will be important and should be
mentioned. Other specific educational or experience requirements will vary. But I can
demonstrate an employment advertisement based on the above explanation. Let us start with:
Responsibilities and Qualification
The candidate should provide support to the current staff of SWL. Analyzes business
processes, working with functional managers to develop system requirements. Provides
technical expertise in identifying, evaluating and developing systems and procedures, divide
time between systems analysis and programming duties.
Duties and Requirements

- Understands business information needs and work effectively with users.
- Analyzes business problems to be solved with automated systems.
- Works with functional users to develop business cases and/or cost/benefit analyses for
proposed systems.
- Facilitates user discussions and analyses to develop and refine system requirements.
Analyzes system interface problems, data definitions and user interface design issues.
- Writes or updates software specifications.
- Creates logical data models based on functional requirements.
- Performs quality assurance review of specifications.
- Analyzes a variety of detailed systems factors, including input and output requirements,
information flow, hardware and software requirements, and reliability characteristics.
- Prepares or presents reports, formal briefings, business cases analyses and requirements
documents.
- Provides guidance to less experienced Systems Analysts.
- Performs additional duties and responsibilities as assigned.
Education and Experience

Bachelor’s degree in appropriate computer science or information systems field or equivalent
experience plus Minimum of 3 years of experience, of which at least 2 years in working with
information systems. Master’s degree preferred. In some cases, educational requirements
may be adjusted or waived for more than 5 years applicable work experience. Work
experience may be adjusted for highly specialized knowledge or uniquely applicable
experience for positions involving new technology or labor market shortages as reflected by
market survey data.
Knowledge, Skills, Abilities

- Strong communication, interpersonal, and analytical skills.
- Advanced knowledge of the principles, practices, and procedures used in systems
analysis and design.
- Proficiency in the use of one or more specific technologies may be required, depending
on job assignment.
2. Should SWL consider any of the following systems: ERP, business support, or
knowledge management? Why or why not?
ERP systems: SWL probably would be a good candidate for an ERP strategy. The main
objective of enterprise computing is to integrate a company’s primary functions (such as
production, sales, services, inventory control, and accounting) to improve efficiency, reduce
costs, and help managers make key decisions. Enterprise computing also improves data
security and reliability by imposing a company-wide framework for data access and storage.
If SWL expands in the future, an ERP environment could provide a ready-made framework
for IT systems. ERP does have some risk, however. Some companies have been disappointed
in the time, money, and commitment necessary to implement ERP successfully.
Business support systems: SWL certainly could take advantage of business support systems
that provide job-related information support to users at all levels of a company. These
systems can analyze transactional data, generate information needed to manage and control
business processes, and provide information that leads to better decision making. This would
be very important in SWL’s sales, marketing, and manufacturing operations. For example,
when SWL sells merchandise to a customer, a transaction processing system records the sale,
updates the customer’s balance, and makes a deduction from inventory. A business support
system linked to the TP system could highlight slow- or fast-moving items, customers with
past due balances, and inventory levels that need adjustment. This information would be
extremely valuable to SWL users and managers.
Knowledge management systems: Compared to ERP and business support systems, it is not
as clear whether SWL could use a knowledge management system. These systems simulate
human reasoning by combining a knowledge base and inference rules that determine how the
knowledge is applied. Many firms use knowledge management systems to support consumers
and find answers to frequently asked questions. If SWL expands into a Web-based business,
a knowledge management system and related knowledge base might be a helpful tool, but the
company should carefully examine the costs and benefits to determine whether such a system
would be feasible.
3. What opportunities might SWL have for Web-based B2B transactions in the
future?
B2B enables a company to reach the global marketplace and is especially important to
suppliers and customers for instant information about market prices and availability. Many
B2B sites exist where buyers, sellers, distributors, and manufacturers can offer products,
submit specifications, and transact business. The SWL certainly should use B2B strategies as
a key to its relationship with its suppliers and wholesale customer. B2B enables a company to
access the global marketplace, obtain instant information about market prices and
availability, increase procurement efficiencies, reduce costs, and mitigate risks.
4. Should SWL consider ways to increase a sense of empowerment among its
employees? Why or why not? Could user productivity software play a role in that
effort? How?
SWL for sure should increase the sense of empowerment among its employees.
Empowerment gives employees more responsibility and accountability. Human resources
studies show that when employees feel empowered, they are more productive, more
effective, and more motivated.
Empowerment is directly linked to user productivity. If a user is more productive, he or she
feels empowered, and tries to be even more productive. Many companies provide employees
at all levels with technology that improves productivity, such as groupware, e-mail, voice
mail, fax, video conferencing, word processing, automated calendars, database management,
spreadsheets, desktop publishing, presentation graphics, company intranets, and high-speed
Internet access. SWL also can empower operational employees who use TP systems by
giving them better technology and tools that help reduce repetitive non-essential functions
and boost productivity.
Chapter Two Part I - SWL Team Tasks

Analyzing Business Case
1. You have been assigned to write a formal mission statement for SWL. Start by
reviewing SWL’s background in Chapter 1, then do Internet research to find
mission statements that seem clear, focused, and easy to understand. Pay special
attention to Web-based and cata- log retail firms to see how they approach the issue.
Mission Statement
SoftWear, Limited’s mission is to manufacture and sell high-quality casual and recreational
clothing for men and women at a competitive price.
2. Review the preliminary investigation report to see whether all four feasibility tests
were discussed in the report. Write a brief summary of your findings.
Operational feasibility
The report specifically mentions employee morale and suggests that a new system would
improve morale. The report does not mention any negative factors that would affect
operational feasibility and appears to find that the project is operationally feasible.
Technical feasibility
The report does not mention any specific factors that would affect technical feasibility. It is
reasonable to assume that SWL would either have the technical resources to develop a new
payroll system or would be able to manage the outsourcing of such a project.
Economic feasibility
It makes a clear case for economic feasibility, citing the sharp reduction in overtime and
other factors. Notice, however, that the report warns that total cost will depend on what
development strategy is followed.
Schedule feasibility
It suggests a feasible schedule that could be achieved without disruption.
3. Review the payroll department organization information on page nn. Using this
information, prepare an organization chart for this group. In Word 2010 and Word
2007, click the Insert tab on the Ribbon, then SmartArt, then Hierarchy.
Payroll Department Organization Chart
Director of Payroll
Department
Amy Calico
Administrative
Payroll Manager
Asisstant
Nelson White
Nancy Farmer
Payroll Technician Payroll Technician

Britton Ellis Debra Williams
4. Rick asked you to investigate other firms that offer payroll processing services.
Perform an Internet search using the term “payroll processing services.” Try your
search both with and without placing quotes around the phrase and notice what
happens. Based on your search results, select an example of a payroll processing
firm and write a brief report to Rick. Include the firm’s name, Web address, and
services offered.
Based on my search results, I selected a payroll processing firm ADP - Payroll, HR and Tax
Services https://www.adp.com/ and https://www.cogneesol.com/payroll-processing-services.
Most people have heard of ADP, which means that you already know the strength of this
brand and why so many businesses rely on them to provide trustworthy, powerful HR tools
and payroll solutions. The starting price is a bit higher, however, owing to the strong
reputation of the brand and the significant influx of business they attract. And also, the
Cogneesol, who use the software for maintenance of payroll or the software you would prefer
them to use. PayCycle, PayChex, SAGE and Quickbooks are among the third- party web-
browsing tools that they can work with.
About ADP - Employers around the world rely on ADP® (NASDAQ: ADP) for cloud-based
solutions and services to help manage their most important asset - their people. From human
resources and payroll to talent management to benefits administration, ADP brings
unmatched depth and expertise in helping clients build a better workforce. A pioneer in
Human Capital Management (HCM) and business process outsourcing, ADP serves more
than 625,000 clients in more than 100 countries.
About Cogneesol - Why Choose Cogneesol as Your Payroll Service Provider?

- Reliability and continuity of service
- Opportunity for reduction of operating cost
- Accurate handling of legislative requirements
- Availability of more time for core business activities
- Flexible, accurate and timely delivery
- Improvement in management productivity and information
- Focus on continuous improvement of processes
- Substantial investment not required in software and IT.
Chapter Three Part I - SWL Team Tasks

Managing Systems Projects
1. Using the material in this chapter and other reference material if necessary, develop
a set of answers to the 10 questions that Ann presented to the team.
What is a project?
According to the PMBOK (Project Management Body of Knowledge) 3rd edition, A project
is defined as a “temporary endeavor with a beginning and an end and it must be used to
create a unique product, service or result”. Further, it is progressively elaborated. What this
definition of a project means is that projects are those activities that cannot go on indefinitely
and must have a defined purpose.
A project is an activity to meet the creation of a unique product or service and thus activities
that are undertaken to accomplish routine activities cannot be considered projects.
What are project characteristics, constraints, and risks?
Any project can be characterized by these characteristics:
Temporary - This key characteristic means that every project has a finite start and a
finite end. The start is the time when the project is initiated, and its concept is developed.
The end is reached when all objectives of the project have been met (or unmet if it’s
obvious that the project cannot be completed – then it’s terminated).
Unique Deliverable(s) - Any project aims to produce some deliverable(s) which can be a
product, service, or some another result. Deliverables should address a problem or need
analyzed before project start.
Progressive Elaboration - With the progress of a project, continuous investigation and
improvement become available, and all this allows producing more accurate and
comprehensive plans. This key characteristic means that the successive iterations of
planning processes result in developing more effective solutions to progress and develop
projects.
Constraints - Constraints are defined during the preliminary investigation. A constraint
is a condition, restriction, or requirement that the system must satisfy. For example, a
constraint might involve maximums for one or more resources, such as time, dollars, or
people.
Risks - Project risk is an uncertain event or condition that, if it occurs, influences at least
one project objective. A risk is an event that could affect the project negatively. Risk
management is the process of identifying, analyzing, anticipating, and monitoring risks to
minimize their impact on the project.
What is a project stakeholder?

According to the Project Management Institute (PMI), the term project stakeholder refers
to, "an individual, group, or organization, who may affect, be affected by, or perceive
itself to be affected by a decision, activity, or outcome of a project". Project stakeholders
are entities that have an interest in a given project.
These stakeholders may be inside or outside an organization which:

- sponsor a project, or
- have an interest or a gain upon a successful completion of a project;
- may have a positive or negative influence in the project completion.
The figure depicts a typical network of stakeholders both internal and external to the
project.
What is the role of a project manager?
Project managers typically perform four activities, or functions: planning, scheduling,

monitoring, and reporting.
What is project planning?
Project planning includes identifying all project tasks and estimating the completion time
and cost of each.
What is project scheduling?
Project scheduling involves the creation of a specific timetable, usually in the form of
charts that show tasks, task dependencies, and critical tasks that might delay the project.
Scheduling also involves selecting and staffing the project team and assigning specific
tasks to team members. Project scheduling uses Gantt charts and PERT/CPM charts,
which are explained in the following sections.
What is project monitoring and controlling?
Project monitoring requires guiding, supervising, and coordinating the project team’s
workload. The project manager must monitor the progress, evaluate the results, and take
corrective action when necessary to control the project and stay on target.
What is project reporting?
Project reporting includes regular progress reports to management, users, and the project
team itself. Effective reporting requires strong communication skills and a sense of what
others want and need to know about the project.
What is project risk management?
Risk management is the process of identifying, analyzing, anticipating, and monitoring

risks to minimize their impact on the project. The first step in risk management is to
develop a specific plan. Although project management experts differ regarding the
number of steps or phases, a basic list would include the following tasks:
- Develop a risk management plan
- Identify the risks
- Analyze the risks
- A risk response plan
- Monitor risks
What are the indications of project success or failure?
A successful project must be completed on time, within budget, and deliver a quality
product that satisfies users and meets requirements. If everything is in balance, the
project will be successful. If the project has no plan, staff, organize, supervise,
communicate, motivate, evaluate, direct, and control properly, then the project is certain
to fail.
2. Suppose that Ann asked you to create an outline for her two-hour demo session.
You can use Microsoft Project if it is available to you, or you can download a free
demo version from the Microsoft Web site. In your outline, try to mention the basic
information that a user would need to get started with a simple project.
Let me start with the Planning Steps, which includes three key steps in project planning:
- Create a work breakdown structure.
- Identify task patterns.
- Calculate the critical path.
1st Step - A work breakdown structure (WBS) involves breaking a project down into a series
of smaller tasks. I will try to create with one of the two primary chart types: Gantt charts and
PERT/CPM charts. And then I will Identify tasks in a WBS, List the Tasks and estimate the
duration, after displaying the WBS, extend in the 2 nd step, to Identify Task Patterns by
looking carefully at the wording of the task statement. Words like then, when, or and are
action words that signal a sequence of events. And then, 3 rd Step to calculate the Critical
Path.
3. Visit the Web site for Open Workbench and write a description of the product. Try
to include as many features as possible and list the pros and cons of the program.
Determine whether the program can exchange information with Microsoft Project,
and whether any special techniques are necessary to accomplish the transfer.
Open WorkBench Description
Summary
Open WorkBench is a project management and scheduling application. Open WorkBench is
easily integrated with Project Portfolio Management (PPM) software. This offering is helpful
for companies that need to improve process efficiency. Tasks may be identified, assigned and
milestones set with this software. Resource allocation, value analysis and baselines are each
tool within the software designed to reduce duplication and increase revenue.
Complex projects may be managed with Open WorkBench. The software is based upon a
traditional project management style. By breaking large projects into manageable tasks,
managers can assign topics to team members and complete projects in a reduced amount of
time. Currently, over 100,000 project managers all over the world use Open WorkBench to
manage projects and schedule tasks.
Technology
In 2009 CA Technologies partnered with it design GmbH to update Open Workbench. The
new version was due to feature a Windows 7 look and feel UI along with other added
functions. By the end of 2010 a beta, unsupported version 2.0 was released on the it designs
website. A beta version 2.1 appeared later. However, no supported version was released, and
the program appears to be no longer actively developed.
The openworkbench.org website, created by Niku in 2000 to promote the free version, has
been not working since January 2011.
However, version 1.1.4 hosted on SourceForge is still downloaded around 270 times per
week (as of 10/2017).
Features
Open Workbench offers all the features that define a modern Project Management software.
In addition, the data exchange between CA Clarity PPM and Open Workbench allows for
parallel work on the internet and on the desktop. The most important features are:
Project Planning
- Project structure plans with activities, phases, tasks, and milestones
- Representation of dependencies in the project
- Create sub-projects and links to the main project
- Manage dependencies between projects
- Resource Allocation
- Calendar management for special holidays and absences
Project Process-Plan
- Schedule and optimize tasks with the Auto-plan function

- Tasks in the time plan automatically adjust the available resources
- Automatic calculation of the critical path
- General and individual calendar views
Resource Management
- Definition of resources, such as employees, equipment, materials, or costs

- Allocation of resources to each task

- Matching resources to tasks and processes
Project Controlling
- Review of the project status in percentages and estimates

- Representation in Gantt diagrams and the critical path
- Definition, comparison, and adjustment of the project baseline
- User-defined project views
There are differences between Open Workbench and Microsoft Project. Chief among them is that
Open Workbench schedules based on effort whereas MS Project's default scheduling method is
based on duration, although the user can change the method to work (effort). In other words, in
an Open Workbench plan, task schedule is driven by the number of hours each resource will
work per week to cover the total number of hours required for the tasks, whereas Microsoft
Project does the reverse by generating estimates for the resources based on the task duration
rather than their work availability. For this reason, resource leveling is also different: Open
Workbench will do it based on resource availability whereas MS Project will do it based on the
next available block of time that fits the task.
Open Workbench cannot open .mpp files produced by Microsoft Project. Transfer of project data
between MS Project and Open Workbench must take place using an XML file.
Open Workbench runs under Microsoft Windows 2000, XP, Vista, and 7. It requires Java
Runtime Environment version 1.3.1 or later. Although Open Workbench is provided as free
software, users require the CA Clarity PPM suite if they want to use a central database to manage
enterprise collaboration. Clarity’s Schedule Connect module adds database access to Open
Workbench’s screens; it must be installed on both the central server and the desktops.
The “Open Source” controversy
Open Workbench claims to be open source. However, the source code available through
SourceForge does not include “scheduling algorithms [which] are currently not open sourced and
will be maintained by CA Technologies (Computer Associates)”.
Furthermore, the available source code is old, dating back to version 1.1.4 of 2005. The source
code for Open Workbench 1.1.6 is not available.
4. Microsoft has launched MPUG, which stands for Microsoft Project User Group.
MPUG’s stated mission is to deliver Microsoft Office Project content, resources,
opportunities, and community networking worldwide. Explore the site at mpug.com
and note the various levels of membership. Should SWL encourage IT staff
members to join this group? Write up a recommendation with your reasons.
Membership Benefits and Pricing (https://www.mpug.com/membership/types-and-pricing/)
Group Membership
Many companies provide Microsoft Project training for all of their employees with an MPUG
group membership. SWL could get group together and join MPUG at lowest prices – the bigger
the group, the bigger the discount. Discounts for teams of 4+. MPUG also provide a free, no-
commitment 30-day trial for team.
So, what is MPUG?

MPUG is the official Microsoft Project User Group providing Microsoft Project training to
individual users and corporate teams of all sizes through live and on-demand training webinars,
articles and other great resources. SWL should encourage IT staff members to join this group, so
they can benefits from: live weekly training on project management using Microsoft
applications, 75 new expert articles on the way for this year, new Essentials Certificate series for
each release of Microsoft Project and Project Online, brand new sessions on project management
with Excel, get the Project Management news they need to know, Complete certificate series on
the essentials of managing projects with Microsoft Project and SharePoint, Special offers,
invitations and events, the latest information about add-ons and new technologies related to
Microsoft Project. Where to get the hottest add-ons. Check out the MPUG store, etc.
Chapter One Part II – Manage SWL Project
Manage the SWL Project

You have been asked to manage SWL’s new information system project. One of your most
important activities will be to identify project tasks and determine when they will be performed.
Before you begin, you should review the SWL case in this chapter. Then list and analyze the
tasks, as follows:
LIST THE TASKS Start by listing and numbering at least 10 tasks that the SWL team needs to
perform to fulfill the objectives of this chapter. Your list can include SWL Team Tasks and any
other tasks that are described in this chapter. For example, Task 3 might be to Draw an SWL
organization chart, and Task 6 might be to Identify the various levels of SWL management.
ANALYZE THE TASKS Now study the tasks to determine the order in which they should be
performed. First identify all concurrent tasks, which are not dependent on other tasks. In the
example shown in Figure 1-40, Tasks 1, 2, 3, 4, and 5 are concurrent tasks, and could begin at
the same time if resources were available. Other tasks are called dependent tasks, because they
cannot be performed until one or more earlier tasks have been completed. For each dependent
task, you must identify specific tasks that need to be completed before this task can begin. For
example, you would want an organization chart to help you identify the management levels, so
Task 6 cannot begin until Task 3 is completed.
In order to prepare these requirements, first, we should list the 10 tasks, separate them concurrent
versus dependent tasks. I will list them in a table here, and then I will prepare the diagram using
Microsoft Project!
Task List
- Learn about business information systems and business models
- Describe various types of business information systems and their characteristics
- Find out more about different types of companies and the information systems that users
need
- List the SDLC phases, and describe alternative systems development methods
- Explain the role of the systems analyst, and describe the tools and techniques that
analysts use
- Review SWL’s overall business operation

- Review the SWL organization chart
- Review the IT department organization chart
- Review the information systems currently in use at SWL
- Analyze SWL’s opportunity to use B2B systems
A sample list of concurrent and dependent tasks follows:
Concurrent Tasks Dependent Tasks

1. Learn about business information systems 6. Review SWL’s overall business
and business models operation
2. Describe various types of business 7. Review the SWL organization chart
information systems and their characteristics
3. Find out more about different types of 8. Review the IT department organization
companies and the information systems that chart
users need
4. List the SDLC phases, and describe 9. Review the information systems
alternative systems development methods currently in use at SWL
5. Explain the role of the systems analyst, and 10. Analyze SWL’s opportunity to use B2B
describe the tools and techniques that analysts systems
use
For each dependent task, a sample list of predecessor tasks follows:
Dependent Tasks Predecessor Tasks

6. Review SWL’s overall business 1,2,3,4,5
operation
7. Review the SWL organization chart 6
8. Review the IT department organization 7
chart
9. Review the information systems 6,7
currently in use at SWL
10. Analyze SWL’s opportunity to use B2B 8,9
systems
Chapter Two Part II – Manage SWL Project
Manage the SWL Project

You have been asked to manage SWL’s new information system project. One of your most
important activities will be to identify project tasks and determine when they will be performed.
Before you begin, you should review the SWL case in this chapter. Then list and analyze the
tasks, as follows:
other tasks that are described in this chapter. For example, Task 3 might be to Prepare a payroll
department organization chart, and Task 6 might be to Review payroll department job
descriptions.
the same time if resources were available. Other tasks are called dependent tasks, because they
cannot be performed until one or more earlier tasks have been completed. For each dependent
task, you must identify specific tasks that need to be completed before this task can begin. For
example, you would want an organization chart to help you identify the payroll department
positions, so Task 6 cannot begin until Task 3 is completed, as Figure 2-30 shows.
The payroll Department Organization Chart follows:
Director of Payroll
Department
Amy Calico
Administrative
Payroll Manager
Asisstant
Nelson White
Nancy Farmer
Payroll Technician Payroll Technician

Britton Ellis Debra Williams
List of tasks:
- Request for a payroll system from the IT department

- In October 8, the preliminary payroll system was investigated by the IT department
- Prepare a payroll department organization chart
- Interviews with the HR department in order to overview the problems and errors (2 days)
- Review current documentation and step-by-step procedures for preparing the payroll
- Review payroll department job descriptions
- Presentation of the preliminary investigation report (1 day)
- A question-and-answer session regarding the report
- Recommendations
- Time and Cost Estimates

1. Request for a payroll system from the IT 6. Review payroll department job
department descriptions
2. In October 8, the preliminary payroll 7. Presentation of the preliminary

system was investigated by the IT investigation report (1 day)
department
3. Prepare a payroll department 8. A question-and-answer session
organization chart regarding the report
4. Interviews with the HR department in 9. Recommendations
order to overview the problems and errors
(2 days)
5. Review current documentation and step- 10. Time and Cost Estimates
by-step procedures for preparing the
payroll

6. Review payroll department job 1,2,3,4,5
descriptions
7. Presentation of the preliminary 6
investigation report (1 day)
8. A question-and-answer session 7
regarding the report
9. Recommendations 6,7,8
10. Time and Cost Estimates 9
Chapter Three Part II – Manage SWL Project
Manage the SWL Project You have been asked to manage SWL’s new information system
project. One of your most important activities will be to identify project tasks and determine
when they will be performed. Before you begin, you should review the SWL case in this chapter.
Then list and analyze the tasks, as follows:
other tasks that are described in this chapter. For example, Task 3 might be to Identify the project
tasks and Task 6 might be to Analyze task relationships.
the same time if resources are available. Other tasks are dependent tasks, because they cannot be
performed until one or more earlier tasks have been completed. For each dependent task, you
must identify specific tasks that need to be completed before these tasks can begin. For example,
you need to identify the project tasks before you can analyze the task relationships, so Task 6
cannot begin until Task 3 is completed, as Figure 3-37 shows. This chapter describes project
management tools, techniques, and software.
List of the Tasks:

- Create a final draft of interview questions
- Create a final draft of satisfaction survey
- Identify the project tasks
- Identify people to interview and people to survey
- Arrange project management software
- Conduct interviews and surveys
- Analyze the task relationships
- Identify who will conduct and analyze the interviews and surveys
- Provide results of interviews and surveys in an easily understandable representation
- Project investigation and presentation

1. Create a final draft of interview 6. Conduct interviews and surveys
questions
2. Create a final draft of satisfaction survey 7. Analyze the task relationships

3. Identify the project tasks 8. Identify who will conduct and analyze
the interviews and surveys
4. Identify people to interview and people 9. Provide results of interviews and
to survey surveys in an easily understandable
representation
5. Arrange project management software 10. Project investigation and presentation


6. Conduct interviews and surveys 1,2,3,4,5
7. Analyze the task relationships 6
8. Identify who will conduct and analyze 7
the interviews and surveys
9. Provide results of interviews and 6,7,8
surveys in an easily understandable
representation
10. Project investigation and presentation 9
Now I will take some screenshots from the Microsoft Project, where I completed all the
tasks.
Appendixes - Project Overview

Appendixes – Project Milestones

Here the things are not so clear, so I will upload the Microsoft Project Doc as well, so you can
check it better there!

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Egzona Fida / ID: 126398

Faculty of Business and Economics

Study Program: Master of Business Administration (MBA) – Master Studies

Course: Business Process Modeling

Project: “Capstone Case 1 - SoftWear, Limited”

Chapter One Part I - SWL Team Tasks

Chapter Capstone Case: SoftWear, Limited

1. Write an employment advertisement for a new systems analyst position at SWL.

Duties and Requirements

Education and Experience

Knowledge, Skills, Abilities

Chapter Two Part I - SWL Team Tasks

Chapter Capstone Case: SoftWear, Limited

It suggests a feasible schedule that could be achieved without disruption.

Payroll Technician Payroll Technician

About Cogneesol - Why Choose Cogneesol as Your Payroll Service Provider?

Chapter Three Part I - SWL Team Tasks

Chapter Capstone Case: SoftWear, Limited

What is a project stakeholder?

These stakeholders may be inside or outside an organization which:

What is the role of a project manager?

Project managers typically perform four activities, or functions: planning, scheduling,

What is project planning?

What is project scheduling?

What is project monitoring and controlling?

What is project reporting?

What is project risk management?

Risk management is the process of identifying, analyzing, anticipating, and monitoring

- Develop a risk management plan

- Identify the risks

- Analyze the risks

- A risk response plan

What are the indications of project success or failure?

- Schedule and optimize tasks with the Auto-plan function

- Definition of resources, such as employees, equipment, materials, or costs

- Allocation of resources to each task

- Review of the project status in percentages and estimates

The “Open Source” controversy

So, what is MPUG?

Chapter One Part II – Manage SWL Project

Manage the SWL Project

- Review SWL’s overall business operation

A sample list of concurrent and dependent tasks follows:

Concurrent Tasks Dependent Tasks

For each dependent task, a sample list of predecessor tasks follows:

Dependent Tasks Predecessor Tasks

Chapter Two Part II – Manage SWL Project

Manage the SWL Project

Payroll Technician Payroll Technician

- Request for a payroll system from the IT department

A sample list of concurrent and dependent tasks follows:

Concurrent Tasks Dependent Tasks

2. In October 8, the preliminary payroll 7. Presentation of the preliminary

For each dependent task, a sample list of predecessor tasks follows:

Dependent Tasks Predecessor Tasks

Chapter Three Part II – Manage SWL Project

List of the Tasks:

A sample list of concurrent and dependent tasks follows:

Concurrent Tasks Dependent Tasks

2. Create a final draft of satisfaction survey 7. Analyze the task relationships

For each dependent task, a sample list of predecessor tasks follows:

Dependent Tasks Predecessor Tasks

Appendixes - Project Overview

Appendixes – Project Milestones