295 Project 3 PCS Consulting

Philip Burke
Chandler Sims
Sean Campbell
Grader: Allison Farris

Table of Contents
2
Slide Title Page
Fast Phases Overview 14
Note to Grader 25
Overall Executive Summary 26
Overall WCA 27
Overall WCA Narrative 28
Overall Value Chain 29
Overall Value Chain Narrative 30
PCS Consulting Overall WCA 31
PCS Consulting WCA Narrative 32
PCS Consulting Value Chain 33
PCS Consulting Value Chain Narrative 34
Phase Sign-off Template 35
1.0 Survey Phase 36
Customized Fast Phases Overview 37
Survey Phase Executive Summary 38
Letter of Engagement 39
Negotiate Scope 40
Information Systems Framework Survey Phase View 41
Information Systems Framework Narrative 42

Table of Contents
3
Slide Title Page
Background Information 43
Service Request 44
1.1 Survey Problems and Opportunities 45
1.1.1 Collected Documentation 46
1.1.2 Initial Meeting 47
1.1.3 Survey Phase Problem Statement 48
1.1.3 Survey Phase Problem Statement Narrative 49
1.1.3 Survey Phase Objectives Statement 50
1.1.3 Survey Phase Objectives Statement Narrative 51
1.1.3 Survey Phase Constraints Statement 52
1.1.3 Survey Phase Constraints Statement Narrative 53
1.1.3 Survey Phase Cause-Effect Analysis 54
1.1.3 Survey Phase Cause-Effect Analysis Narrative 55
1.1.3 Survey Phase Matrix 56
1.2 Negotiate Project Scope 57
1.2.1 Data Gathering Technique 58
1.2.1 Data Gathering Results 59
1.2.1 Data Dictionary for Survey Phase 60
1.2.1 Data Flow Diagram Color Key 61

Table of Contents
4
Slide Title Page
1.2.1 To Be Context Level Data Flow Diagram 62
1.2.1 To Be Context Level Data Flow Narrative 63
1.2.1 To Be Level 0 Data Flow Diagram 64
1.2.1 To Be Level 0 Data Flow Diagram Narrative 65
1.2.1 Owner’s View of Data Model 67
1.2.1 Owner’s View of Data Model Narrative 68
1.2.1 Owner’s View of Process 69
1.2.1 Owner’s View of Process Narrative 70
1.2.1 Owners View of Interface 71
1.2.1 Owners View of Interface Narrative 72
1.2.1 Owners View of Geography 73
1.2.1 Owners View of Geography Narrative 74
1.2.2 Project Roles 75
1.2.3 Scope Statement 76
1.3 Plan the Project 77
1.3.1 Survey Phase Problem Statement Narrative 79
1.3.1 Negotiation of Scope 80
1.3.2 PCS Consulting Assigned Roles 81

Table of Contents
5
Slide Title Page
1.3.3 Survey Phase Gantt Chart 82
1.3.3 Survey Phase Gantt Chart Narrative 83
1.3.3 Project Plan for Survey Phase 84
1.3.3 FAST Phase Diagram 85
1.3.3 FAST Phase Diagram Narrative 86
1.3.3 Project Feasibility Report 87
1.3.3 Project Feasibility Report Narrative 88
1.3.4 Summary of Expectations 89
Detailed Recommendations 90
Survey Phase Grader Sign-Off 91
2.0 Study Phase 92
FAST Phases Overview 93
Study Phase Executive Summary 95
Information Systems Framework Study Phase View 96
Information Systems Framework Study Phase View
Narrative
97
2.1 Model the Current System 99
2.1.1 Review the Scope Statement 101

Table of Contents
6
Slide Title Page
2.1.2 Data Gathering Techniques 102
2.1.2 Results from Data Gathering 103
2.1.3 Owner’s View of Data 104
2.1.3 Owner’s View of Data Narrative 105
2.1.3 Owner’s View of Process 106
2.1.3 Owner’s View of Process Narrative 107
Owner’s View of Interface 108
Owner’s View of Interface Narrative 109
2.1.3 Owner’s View of Geography 110
2.1.3 Owner’s View of Geography Narrative 111
2.1.3 Data Dictionary for Study Phase 112
2.1.3 Data Flow Diagram Color Key 113
2.1.3 Current Context Level Data Flow Diagram 114
2.1.3 2.1.3 Current Context Level Data Flow Diagram
Narrative
115
2.1.3 Current Level 0 Data Flow Diagram 116
2.1.3 Current Level 0 Data Flow Diagram Narrative 117
2.1.3 Current Level 0 Data Flow Diagram Narrative 118
2.2 Analyze Problems and Opportunities 119
2.2.1 Business Problem Statement 120

Table of Contents
7
Slide Title Page
Number
2.2.2 Study Phase Problems and Opportunities Statement 122
2.2.2 Study Phase Problems and Opportunities Statement
Narrative
125
2.2.3 Explanation of PIECES 126
2.2.3 PIECES Framework 127
2.3 Establish Objectives and Constraints 128
2.3.1 Review Scope Statement 130
2.3.2 Study Phase Objectives Statement 131
2.3.2 Study Phase Objectives Statement Narrative 132
2.3.3 Study Phase Constraints Statement 133
2.3.3 Study Phase Constraints Statement Narrative 134
2.3.3 Study Phase Matrix 135
2.4 Modify Project Scope and Plan 136
2.4.3 Gantt Chart 140
2.4.3 Gantt Chart Narrative 141

Table of Contents
8
Slide Title Page
Study Phase Grader Sign-Off 142
3.0 Definition Phase 143
Customized FAST Phases Overview 144
Definition Phase Executive Summary 146
Information Systems Framework Definition Phase 147
Information Systems Framework Definition Phase
Narrative
148
Strategic Impact 149
3.1 Outline Business Requirements 150
3.1.1 Review Objectives Statement 151
3.1.1 Objectives Statement Narrative 152
3.1.2 Overall Business Requirements 153
3.1.2 Overall Business Requirements Narrative 154
3.1.3 Definition Phase Objectives Statement 155
3.1.3 Definition Phase Objectives Statement Narrative 156
3.1.3 GAP Analysis 157
3.1.3 GAP Analysis Narrative 158
3.2 Model Business Requirements 159
3.2.1 Review Business Requirements 160

Table of Contents
9
Slide Title Page
Number
3.2.2 Data Dictionary for Study Phase 161
3.2.2 Detailed To-Be DFD Context Level 162
3.2.2 Detailed To-Be DFD Context Level Narrative 163
3.2.2 To-Be DFD Level 0 164
3.2.2 Detailed To-Be DFD Level 0 Narrative 165
3.2.2 Detailed To-Be DFD Level 1 167
3.2.2 Detailed To-Be DFD Level 1 Narrative 168
3.2.2 Detailed To-Be DFD Level 2: Process 1.2 170
3.2.2 Detailed To-Be DFD Level 2: Narrative 171
3.2.4 Owner’s View of Geography 173
3.2.4 Owner’s View of Geography Narrative 174
3.3 Fashion Discovery Prototypes 175
3.3.3 Sorted List of Inputted Student Data Mock-up 177
3.3.3 Sorted List of Inputted Student Data Mock-up
Narrative
178
3.3.3 Point Allocation Mock-up 179
3.3.3 Point Allocation Mock-up Narrative 180
3.3.3 Formatted Student Involvement Mock-up 181
3.3.3 Formatted Student Involvement Mock-Up Narrative 182

Table of Contents
10
Slide Title Page
Number
3.3.4 Detail Recommendation for Definition Phase 183
3.4 Prioritize Business Requirements 184
3.4.1 Definition Phase Objectives Statement 185
3.4.4 Define System Versions 186
3.5 Modify Project Scope and Plan 187
3.5.1 Review of Scope Statement 189
3.5.2 Project Plan for Study Phase 191
3.5.2 Project Plan for Definition Phase 192
3.5.2 Project Plan for Configuration Phase 193
3.5.3 Gantt Chart for Definition Phase 194
Strategic Impact 196
Definition Phase Grader Sign-Off 197
4.0 Configuration Phase 198
Customized Configuration FAST Phase 199
Configuration Phase Executive Summary 200
Information Systems Framework Configuration Phase
View
201

Table of Contents
11
Slide Title Page
Number
Information Systems Framework Configuration Phase
View Narrative
202
4.1 Define The Candidate Solutions 204
4.1.1 Review Business Requirements
Narrative
206
Review Existing Technical Architecture 207
4.1.3 Identify Candidate Solutions 208
4.1.4 Technical Specifications 209
4.1.4 Solution Generated with Feasibility Analysis 210
4.1.5 Procurement Phase 211
4.1.5 Evaluate Vendors 212
4.1.5 Technology Proposal 213
4.2 Recommend a System Solution 214
4.2.1 System Proposal 215
4.2.1 Project Expense Breakdown 216
4.2.1 Project Expense Breakdown Narrative 217
4.3 Project Planning 218
4.3.1 Gantt Chart for Configuration Phase 219

Table of Contents
12
Slide Title Page
Number
4.3.1 Project Plan Design Phase 221
4.3.2 Project Proposal 223
4.3.2 Grader Sign-Off 224
4.4 Procurement Phase 225
4.41 Research of Technology in Marketplace 226
4.41 Research of Technology in Marketplace
Narrative
227
5.0 Design Phase 228
Customized FAST Phases 229
FAST Phases Overview 230
Information Systems Framework Design Phase View 231
Information Systems Framework Design Phase View
Narrative
232
5.5 Design Outline User Interface 233
5.5.4 Site Navigation Map 234
5.5.4 Site Navigation Map Narrative 235
5.5.4.1 Student Login Mock-Up 236
5.5.4.1 Student Login Mock-Up Narrative 237
5.5.4.2 Student Home Page Mock-Up 238

Table of Contents
13
Slide Title Page
Number
5.5.4.2 Student Home Page Mock-Up Narrative 239
5.5.4.3 Student Input Mock-Up 240
5.5.4.3 Student Input Mock-Up Narrative 241
5.5.4.4 Confirmation Page Mock-Up 242
5.5.4.4 Confirmation Page Mock-Up Narrative 243
Gantt Chart 244
Gantt Chart Narrative 247
Project Repository 246

FAST Phases Overview
1. Survey Phase
1.1 Survey problems and opportunities.
1.1.1 Collect and review all documentation submitted to begin this project.
1.1.2 Schedule and conduct a meeting of the people tentatively assigned to the aforementioned
roles for this activity. (Alternative: Interview the people tentatively assigned to those roles.)
1.1.3 Document problems, opportunities, and constraints.
1.2 Negotiate Project Scope.
1.2.2 Schedule and plan a meeting of the people tentatively assigned to the aforementioned
roles for this activity. (Alternative: Interview the people tentatively assigned to those roles.) The
meeting or interview should focus on negotiating the scope in terms of the four building blocks of
information systems: DATA, PROCESSES, INTERFACES, and GEOGRAPHY.
1.2.3 Document scope.
1.3 Plan the project.
1.3.1 Review system problems, opportunities, and directives, as well as project scope.
1.3.2 Assign specific people to a role.
1.3.3 Estimate time required for each project activity, assign roles to activities, and construct a
schedule.
1.3.4 Negotiate expectations.
1.3.5 Negotiate the schedule with the system owners, adjusting resources, scope, and
expectations as necessary.
1.4 Present The Project.
1.4.1 Review the deliverables of all prior activities.
1.4.2 Reformat the project feasibility assessment report for presentation to the steering body.
1.4.3 Present the project feasibility assessment report (the charter) to the steering body.
1.4.3.1Be prepared to defend recommendations, address issues and controversies, and answer
questions as posed by the steering body.
1.4.4 Plan an event to communicate the approved project to all affected staff.
1.4.4.1 Develop and execute communication plan for project development team.
1.4.4.2 Develop and execute communication plan for operational staff that will use and
maintain the systems once finished.
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2. Study Phase
2.1 Model the Current System
2.1.1 Review the scope statement completed in the survey phase.
2.1.2 Collect facts and gather information about the current system. The preferred technique is
JAD, but JAD sessions may be preceded or followed by traditional fact-finding and information
gathering activity.
2.1.3 Draw system models. The recommended sequence of models is (1) Interface, (2) Data, (3)
Process, and (4) Geography. The interface model is first because it helps establish basic
business vocabulary and rules. The process model identifies high-level business functions. The
geography model identifies the potential operating locations to which data, processes, and
interfaces might eventually be distributed. Together, the models provide a solid foundation for
problem and opportunity analysis.
2.1.4 Verify the system models. The goal is to reach consensus on what the current system is all
about. If JAD techniques are used, steps 2, 3, and 4 are consolidated into the group sessions.
2.2 Analyze Problems and Opportunities
2.2.1 Review the problem statement completed in the survey phase.
2.2.2 Collect facts and gather information about the perceived problems and opportunities in the
current system. The preferred technique is JAD, but JAD sessions may be preceded or followed
by traditional fact-finding and information gathering activity.
2.2.3 Analyze and document each problem and opportunity. The PIECES framework is most
useful for cause-effect analysis. As you collect facts, note problems and limitations according to
the PIECES categories. Remember, a single problem may be recorded into more than one
category of PIECES. Also, don’t restrict yourself to only those problems and limitations noted by
end-users. As the analyst, you may also identify potential problems! Next, for each problem,
limitation, or opportunity, ask yourself the following questions and record answers to them.
2.2.3.1 What is causing the problem? What situation has led to this problem?
Understanding why is not as important. Many current systems were never designed; they
simply evolved. It is usually pointless to dwell on history. In fact, you should be careful
not to insult system owners and users who may have played a role in how things
evolved.
2.2.3.2 What are the negative effects of the problem or failure to exploit the opportunity?
Learn to be specific. Don’t just say, “Excessive costs.” How excessive? You don’t want
to spend $20,000 to solve a $1,000 problem.
2.2.3.3 The effect sometimes identifies another problem. If so, repeat steps 1 and 2.
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2.3 Establish System Improvement Objectives and Constraints
2.3.1 Review scope and problem analyses from the prior activities
2.3.2 Negotiate business-oriented objectives to solve each problem and exploit each
opportunity. Ideally, each objective should establish the way you will measure the improvement
over the current situation. Measures should be as tangible (measurable) as you can possibly
make them.
2.3.3 Brainstorm any constraints that may limit your ability to fully achieve objectives. Use the
four categories previously listed in this section (time, cost, technology, and policy) to organize
your discussion.
2.4 Modify Project Scope and Plan
2.4.1 Review the original plan.
2.4.2 Review the system models, problems and opportunities, cause-effect analysis, system
improvement objectives, and scope. Ask yourself two questions:
2.4.2.1 Has the scope of the project significantly expanded?
2.4.2.2 Are the problems, opportunities, or objectives more difficult to solve than
originally anticipated?
2.4.3 Estimate time required for each project activity in the next phase-the definition phase.
2.4.4 If necessary, refine baseline estimates for the overall project plan.
2.4.5 If the answer is yes, renegotiate scope, schedule, and/or budget with the system owner
group.
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3. Definition Phase
3.1 Outline Business Requirements
3.1.1 Review and refine the system improvement objectives
3.1.2 For each objective:
3.1.2.1 Identify and document any business events or inputs to which the system must respond.
Briefly define each event or input, but do not define the specific data content of any input.
3.1.2.2 Identify and document any special business policies, processing, or decisions that must be
made to adequately respond to each event or input.
3.1.2.3 Identify and document the normal business outputs or responses to the aforementioned
business events or inputs.
3.1.2.4 Identify and document any information that must be produced or made available.
3.1.3 Compare the system improvement objectives and requirements against the original problem
statements from the study phase. Are you still solving the original problems or is the scope of the project
growing? Increased scope is not necessarily wrong; however, an appropriate adjustment of expectations
(particularly schedule and budget) may eventually become necessary.
3.2 Model Business System Requirements
3.2.1 Review the system improvement objectives and requirements statement outline.
3.2.2 Collect or retrieve any system models that may have been developed in prior projects. High-level
system models may have been created as part of an information strategy planning project or business
process redesign project. Detail models may have been created as part of prior application development
projects. In either case, existing models are typically stored in the corporate repository. Many
organizations have formal checkout/check-in procedures for using and updating existing system models.
3.2.3 If the appropriate CASE technology is available, consider reverse engineering existing databases or
applications into physical system models. Then translate those physical models into more business-
friendly logical system models. The value of this step depends on the quality and value of the databases
and applications to be reverse engineered. Many systems are so old or poorly designed that the value of
reverse engineering is questionable.
3.2.4 Draw the interface model. The interface model establishes the scope and boundary for the entire
project.
3.2.5 Depending on your modeling strategy of choice:
3.2.5.1.1 If you practice structured analysis
3.2.5.1.1 Construct and verify the process models.
3.2.5.1.2 Construct and verify data models.
3.2.5.1.3 Synchronize process and data models. This synchronization ensures that the
models are consistent and compatible with one another.
3.3 Build Discovery Prototypes
3.3.1 Review the system improvement objectives and requirements statements outline.
3.3.2 Study any system models that may have been developed.
17

3.3.3 Working directly with the system users, construct a simple, single-user prototype for each business
event. Do not worry about input editing, system security, etc.; the focus is completely on business
requirements. Do not spend too much time on any one input since this stage does not develop the final
system.
3.3.4 Working directly with system users, construct output prototypes for each business output. Do not
worry about whether the data are real or whether or not they make sense. Focus on identifying the
columns, totals, and graphs the users are seeking. If you built a sample database in step 3 and used step
4 to collect data for that database, you can probably use that database prototype to quickly generate
sample reports.
3.3.5 Return to the system modeling activity to formalize the requirements that have been discovered
through the above prototyping steps.
3.4 Prioritize Business Requirements
3.4.1 For each system input and output, categorize it as mandatory, optional, or desirable.
3.4.2 For each desirable requirement above, rank it with respect to the other desirable requirements.
Make note of any dependencies that exist between requirements.
3.4.3 For each optional requirement, rank it with respect to the other optional requirements. Make note of
any dependencies that exist between requirements.
3.4.4 Define system versions. A recommended scheme follows:
3.4.4.1 Version one consists of all mandatory requirements
3.4.4.2 Versions two through x consist of logical groupings of desirable requirements
3.4.4.3 Optional requirements are usually added to versions as time permits or deferred to
maintenance releases of the system. Many such requirements are for new reports. Today, users
can be given relatively simple technology to fulfill such requirements on their own.
3.5 Modify the Project Plan and Scope
3.5.1 Review the original plan
3.5.2 Review the up-to-date business requirements outline, system models, discovery prototypes, and
business requirements’ priorities. Ask yourself two questions:
3.5.2.2 Are the requirements more substantial than originally anticipated?
3.5.3 Estimate the time required for each project activity in the next phase - the design phase.
3.5.5 If the answer is yes, then negotiate scope, schedule, and/or budget with the system owner group.
18

4. Configuration Phase
4.1 Define Candidate Solutions
4.1.1 Review the business requirements outlined in the definition phase of systems.
4.1.2 Review the technology architecture to determine any hardware or software standards required for
any candidate solution.
4.1.3 Brainstorm alternative solutions that fulfill the business requirements. Identify solutions that were
suggested before the design phase.
4.1.4 Research technical specifications detailing the characteristics of each candidate solution.
4.2 Recommend a System Solution
4.2.1 Prepare a formal written system proposal containing your analysis and recommendations.
4.2.2 Prepare and present an oral recommendation to management (Project Proposal).
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5. Design Phase
5.1 Analyze and Distribute Data
5.1.1 Collect existing data and process models constructed during systems analysis.
5.1.2 Perform data analysis and normalize on the data models. Involving the users.
5.1.3 Determine how the data will be distributed across locations if necessary.
5.1.4 Perform event analysis on each data item on the data model.
5.1.5 Revise any previously completed process models to reflect new business events and conditions.
5.2 Analyze and Distribute Processes
5.2.1 Collect and review existing data and process models
5.2.2 Determine which essential processes will be implemented as computer processes and which as
manual.
5.2.3 Based on response time requirements, establish batch versus on-line computer processes.
5.2.4 Factor the new system into separate design units. Group processes that are related because they
are involved in the processing of a particular business transaction or because they are triggered by
common business process cycles, or events (daily, weekly, monthly, etc.).
5.2.5 Develop network topology diagram to document the locations or geography of the system.
5.2.6 Distribute data and processes to these locations. Document these decisions in design unit data flow
diagrams.
5.2.7 Assign technology to design units. Using the technology approved on the earlier design phase,
assign appropriate technology to the different design units.
5.3 Design Database
5.3.1 Collect and review requirements for database design units.
5.3.2 Design the logical schema for the database.
5.3.3 Prototype the database. Prototype databases should be quickly created, loaded with test data, and
tested.
5.4 Design Computer Outputs and Inputs
5.4.1 Collect and review input and output design requirements
5.4.2 Determine methods and medium for each input and output.
5.4.3 Prototype inputs and outputs.
5.5 Design On-line User Interface
5.5.1 Collect and review input and output design specifications.
5.5.2 Study the users’ behavior characteristics.
5.5.3 Review interface design standards.
5.5.4 Prototype the user interface. This is an iterative process of building the model, getting user feedback,
and making revisions.
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5.6 Present and Review Design
5.6.1 Prepare an implementation plan that presents a proposal schedule for the construction and delivery
phases.
5.6.2 Prepare a final cost-benefit analysis that determines if the design is still feasible.
5.6.3 Prepare a written technical design statement. The final technical design statement specifications are
typically organized into a workbook or technical report. Technical design specifications that were prepared
during systems analysis will eventually become the design specifications document.
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FAST Phase Overview
*Due to Time Constraints we did not progress beyond the Design Phase*
6. Construction Phase
6.1 Build & Test Networks
6.1.1 Review the network design requirements outlined in the technical design statement developed
during systems design.
6.1.2 Make any appropriate modifications to existing networks and/or construct and test new networks.
6.1.3 Revise network specifications for future reference.
6.2 Build & Test Databases
6.2.1 Review the technical design statement for database design requirements.
6.2.2 Locate production databases that contain representative data for testing database tables or generate
test data for database tables.
6.2.3 Build/modify databases per design specifications.
6.2.4 Load tables with sample data.
Revise database schema and store as necessary for future reference.
6.3 Install & Test New Software Packages
6.3.1 Obtain the software package and review this activity.
6.3.2 Install the software package.
6.3.3 Conduct tests on the software package to ensure that it works properly, making the necessary
revisions.
6.3.4 Revise software specifications to reflect modifications.
6.3.5 Add the software to the information systems shop’s software library.
6.4 Write & Test the New Programs
6.4.1 Review the design specifications
6.4.1.1 Concerning changes - If changes are proposed tentatively freeze the document and
answer the question: Is this change critical, meaning is it going to make or break the system or is
it an enhancement that could be added later?
6.4.1.1.1 Critical changes require modifying the specifications document, otherwise then
log the change as a future enhancement.
6.4.2 Develop a detailed programming plan. Construct event-processing programs first, implementing
these programs in the same sequence that they would be run. Then implement management reporting
decision support programs according to their relative importance. General file maintenance and backup
and recovery programs are written last.
6.4.2.1 Formulate the project team and assign responsibilities.
6.4.2.2 Write and document programs and perform unit testing.
6.4.2.3 Review program documentation for quality standards.
6.4.2.4 Conduct system testing to ensure all program work properly together.
6.4.2.5 Update the project repository with revised program documentation for future referencing.
6.4.2.6 Place new programs and reusable components in the software library.
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FAST Phase Overview
7. Delivery Phase
7.1 Conduct System Test
7.1.1 Obtain system data.
7.1.2 Ensure that all software packages, custom built programs, and existing program have been installed
and that unit testing has been completed.
7.1.3 Perform tests to check that all programs work properly together, making appropriate revisions as
needed and testing again.
7.1.4 Record any required modifications to programs in the project repository.
7.2 Prepare Conversion Plan
7.2.1 Collect and review design specifications for the new system to identify databases to be installed and
user training needs.
7.2.2 Establish a schedule for installation of databases.
7.2.3 Identify a training program and schedule for the system users.
7.2.4 Develop a detailed installation strategy to follow for converting from the existing to the new
production information system.
7.2.4.1 Abrupt cut-over.
7.2.4.2 Parallel conversion.
7.2.4.3 Location conversion.
7.2.4.4 Staged conversion.
7.2.5 Develop a systems acceptance test plan (using real end-users for an extended time).
7.2.5.1 Verification testing.
7.2.5.2 Validation testing.
7.2.5.3 Audit testing.
7.3 Install Databases
7.3.1 Review the database structures for new databases.
7.3.2 Identify existing data currently in production databases and other sources to be used to populate the
databases for the new system.
7.3.3 Obtain additional manual resources to do on-time keying of data not obtained from existing
production databases.
7.3.4 Write programs to extract data from production databases.
7.3.5 Write programs to load new databases.
7.3.6 Conduct another system test to ensure that new system is unaffected. This ensures that no task
accomplished in this activity adversely affects the new system.
7.3.7 If necessary, revise the database schema and update the project repository.
7.4 Train the System User
7.4.1 Collect documentation that may prove useful in developing user documentation and training guides.
7.4.2 Write user documentation manuals.
7.4.3 Referring to the conversion plan, review the training needs of the system users.
23

FAST Phase Overview
7.4.4 Schedule training sessions.
7.4.5 Conduct training session and distribute user documentation.
7.5 Convert to the New System
7.5.1 Review the conversion plan.
7.5.2 Complete the detailed steps outlined in the conversion plan.
7.5.3 Schedule meeting with project team to evaluate the development project and the production system.
7.5.4 Conduct review meeting.
7.5.5 Record enhancements/fix requirements that are identified in the review meeting.
24

Note to Grader
We have included the following phases in our project:
● Survey
● Study
● Definition
● Configuration/ Procurement
● Design
PCS Consulting confirmed with graders Danielle and
Allison that the agreed upon scope for the Design Phase
involved deleting all of design and only including the user
interface mock-ups from 5.5.4 in the FAST Methodology.
Initially, PCS Consulting considered including a process
for validation of student inputs by the MIS faculty, but was
encouraged by our grader, Allison, to keep the focus on the
student input of data process.
Throughout this project we have denoted all added
information to the project with BLUE and RED to denote
deleted information.
The project expenses breakdown was calculated based on
average salary for business analysts from glassdoor.com. All
calculations for cost are focused on the time budgeted for PCS
to complete the project.
25

Overall Executive Summary
The University of Alabama MIS Department Student
Involvement Tracking system is currently comprised of a
multitude of different processes for acquiring student
involvement information. The current system contains good
qualities. However, these qualities need to be standardized
across all MIS and other organizations and events. Also, the
student information needs to be easily viewable by the MIS
student body and the faculty. Our team recommends that the
MIS Department complete a renovation of the student
involvement tracking system to better serve the MIS faculty,
staff, and student body.
PCS Consulting recommends that the MIS Department
standardize the method for acquiring student participation by
having students swipe in at every meeting/event. This will store
their CWID into an excel document. Our team then suggests
that this stored information be sent to an online interface - like
the Auxiliary Applications webpage used for tracking AIMS
attendance. This webpage will be viewable to each student,
which will help boost incentive for each student to be more
involved. Involvement in outside organizations can be entered
manually by the student on his/her account and the faculty will
need to confirm.
PCS Consulting believes these changes to the current
student involvement tracking system would greatly improve
usability and convenience for system users. Because of this,
we recommend that the MIS Department contract the
completion of these renovations to PCS Consulting.
26

Overall WCA
27
Research:
Discover the
problems,
opportunities,
and
constraints of
the MIS
student
involvement
tracking
system
Produce:
Develop a
feasible plan
for creating a
MIS student
involvement
tracker
Sell:
Discuss the
proposed plan
with system
owners
Service:
Update plan
based on
obtained
owner
feedback
Deliver:
Present
finalized
system to
system
owners for
validation &
approval to
begin
designing and
implementing
solution
Goal:
To delineate a
functioning and
sustainable
system that
gathers and
tracks MIS
student
involvement
Value:
By defining a
functioning
system to gather
and track student
involvement, MIS
faculty will be able
to make educated
decisions
regarding
scholarship
recipients
Product:
MIS Student
Involvement
Tracker
(MISSIT)
Customer:
The University of
Alabama MIS Faculty
People:
PCS Consulting, 295
grader, UAMIS faculty,
MIS students
Technology:
Internet, Microsoft
Office, Google Drive
Data:
Past projects, grader
meetings, FAST
methodology, research,
295 class notes

Overall WCA Narrative
Goal:
To delineate a functioning and sustainable system that gathers and tracks MIS
student involvement
Value:
By defining a functioning system to gather and track student involvement, MIS
faculty will be able to make educated decisions regarding scholarship recipients
Customer:
The University of Alabama MIS Faculty
Product:
MIS Student Involvement Tracker (MISSIT)
Work Practices:
● Research: Discover the problems, opportunities, and constraints of the MIS
student involvement tracking system
● Produce: Develop a feasible plan for creating a MIS student involvement
tracker
● Sell: Discuss the proposed plan with system owners
● Service: Update plan based on obtained owner feedback
● Deliver: Present finalized system to system owners for validation &
approval to begin designing and implementing solution
People:
PCS Consulting, 295 grader, UAMIS faculty, MIS students
Data:
Past projects, grader meetings, FAST methodology, research, 295 class notes
Technology:
Internet, Microsoft Office, Google Drive
28

Overall Value Chain
29
Research
Produce
Sell
Service
Deliver
List of problems and
opportunities
Plan for student
involvement tracking
Project plan
proposal
Applied owner
feedback
By defining a
functioning system
to gather and
track student
involvement, MIS
faculty will be able
to make educated
decisions
regarding
scholarship
recipients
VALUE ADDED:

Overall Value Chain Narrative
Research:
List of problems and opportunities
Produce:
Plan for developing a system for tracking student involvement
Sell:
Project plan proposal
Service:
Proposal incorporating applied owner feedback
Deliver:
Value Added:
By defining a functioning system to gather and track student
involvement, MIS faculty will be able to make educated
decisions regarding scholarship recipients
30

PCS Consulting Overall WCA
31
Research:
Develop
project idea to
provide a
means of
tracking MIS
student
involvement
for faculty use
Produce:
Create project
plan to fulfill
MIS
Department
representative
requirements
Sell:
Obtain grader
approval for
progress on
project and
suggestions
for revisions
Service:
Update plan
based on
obtained
grader
feedback
Deliver:
Conclude
project and
turn into
graders
Goal:
To exceed the
project
expectations of
the grader by
producing a well-
organized
document
developing our
system
Value:
By producing a
professional, well-
organized document,
the MIS
representative/ grader
will be able to
interpret our project
easily & MIS faculty
will be presented with
a sustainable
involvement tracker
Product:
Sustainable
Student
Involvement
Tracker
Customer:
MIS Department
Representative
People:
Project group (Philip
Burke, Chandler Sims,
Sean Campbell), MIS
Representative/Grader
Technology:
Internet, Microsoft
Office, Google Drive,
Trello
Data:
Past projects, grader
meetings, FAST
methodology, project
requirements

PCS Consulting WCA Narrative
Goal:
To exceed the project expectations of the grader by producing a well-organized
document developing our system
Value:
By producing a professional, well-organized document, the MIS representative/
grader will be able to interpret our project easily & MIS faculty will be presented
with a sustainable involvement tracker
Customer:
MIS Department Representative
Product:
Sustainable Student Involvement Tracker
Work Practices:
● Research: Develop project idea to provide a means of tracking MIS student
involvement for faculty use
● Produce: Create project plan to fulfill MIS Department representative
requirements
● Sell: Obtain grader approval for progress on project and suggestions for
revisions
● Service: Update plan based on obtained grader feedback
● Deliver: Conclude project and turn into graders
People:
Project group (Philip Burke, Chandler Sims, Sean Campbell), MIS
Representative/Grader
Data:
Past projects, grader meetings, FAST methodology, project requirements
Technology:
Internet, Microsoft Office, Google Drive, Trello
32

PCS Consulting Value Chain
33
Research
Produce
Sell
Service
Deliver
Project Idea
Project Content
Grader/
Representative
Approval
Project
Revisions
By producing a
professional, well-
organized document,
the MIS
representative/
grader will be able to
interpret our project
easily & MIS faculty
will be presented with
a sustainable
involvement tracker
VALUE ADDED:
Final Project

PCS Consulting Value Chain
Narrative
Research:
project idea to provide a means of tracking MIS student
involvement for faculty use
Produce:
Project plan to fulfill MIS Department representative
requirements
Sell:
Grader approval for progress on project and suggestions for
revisions
Service:
Revised plan based on obtained grader feedback
Deliver:
Finished project
Value Added:
By producing a professional, well-organized document, the MIS
representative/ grader will be able to interpret our project easily
& MIS faculty will be presented with a sustainable involvement
tracker
34

Phase Sign-Off Template
By signing this document, PCS Consulting and
___________(MIS Representative) certify that the reviewed
and approved content in this binder pertaining to
the___________ Phase of the FAST methodology is sufficient,
and distinctly meets criteria for the project. Allowing PCS
Consulting to progress to the ___________Phase is hereby
acknowledged.
________________________________________
Sean Campbell
________________________________________
Philip Burke
________________________________________
Chandler Sims
________________________________________
MIS Representative (Grader)
35

Customized FAST Phases
Overview
1. Survey Phase
1.1 Survey problems and opportunities.
1.1.2 Schedule and conduct a meeting of the people tentatively assigned to the aforementioned
roles for this activity. (Alternative: Interview the people tentatively assigned to those roles.)
1.1.3 Document problems, opportunities, and constraints.
1.2 Negotiate Project Scope.
1.2.2 Schedule and plan a meeting of the people tentatively assigned to the aforementioned
roles for this activity. (Alternative: Interview the people tentatively assigned to those roles.) The
meeting or interview should focus on negotiating the scope in terms of the four building blocks of
information systems: DATA, PROCESSES, INTERFACES, and GEOGRAPHY.
1.2.3 Document scope.
1.3 Plan the project.
1.3.1 Review system problems, opportunities, and directives, as well as project scope.
1.3.2 Assign specific people to a role.
1.3.3 Estimate time required for each project activity, assign roles to activities, and construct a
schedule.
1.3.4 Negotiate expectations.
*The schedule cannot be adjusted. It is a hard deadline.*
1.3.5 Negotiate the schedule with the system owners, adjusting resources, scope, and
expectations as necessary.
*We have no client for this project. So, we will not present*
1.4 Present The Project.
1.4.1 Review the deliverables of all prior activities.
1.4.2 Reformat the project feasibility assessment report for presentation to the steering body.
1.4.3 Present the project feasibility assessment report (the charter) to the steering body.
1.4.3.1Be prepared to defend recommendations, address issues and controversies, and answer
questions as posed by the steering body.
1.4.4 Plan an event to communicate the approved project to all affected staff.
1.4.4.1 Develop and execute communication plan for project development team.
1.4.4.2 Develop and execute communication plan for operational staff that will use and
maintain the systems once finished.
37

Survey Phase Executive
Summary
PCS Consulting recommends that the MIS Department
Representative, Allison Farris, sign off on the Survey phase,
allowing our team to progress to the Study Phase of the
project. This will enable our team to research and observe - in
more detail - the current methods used for tracking and
compiling student involvement information. With more
information, our team will be able to better assess the
problems and opportunities associated with modifying the
current system.
PCS Consulting believes the Survey phase was carried
out to gain a better understanding of the underlying problem
that the MIS Department has identified. Our team has
examined - on a general scale - the methods and practices
currently used for acquiring and compiling student involvement
information through interviews and meetings with our system
owners, MIS Representative Allison Farris and Dr. David Hale,
and current system users, other MIS students. PCS Consulting
has defined the system owners’ view of Data, Process,
Interface, and Geography which were used to comprehend the
scope as well as develop the plan for this project.
PCS Consulting obtained necessary information and
reached a consensus with the MIS Department on the terms
for this project through the creation of a letter of engagement.
Then our team began developing a problem and opportunity
statement and, finally, a feasibility assessment.
38

Letter of Engagement
The following stipulations, conditions, and provisions apply to the relationship
between the University of Alabama MIS Department and PCS Consulting:
PCS Consulting will complete all requests from the UA MIS Department
regarding this project that are reasonable and financially viable. PCS Consulting
has agreed to complete the project within the predetermined deadline, April 24,
2015. Delays will not be tolerated unless due to an unforeseen circumstance that
has been approved by the MIS Department Representative.
PCS Consulting will continuously present all findings and ideas to the MIS
Department Representative. The MIS Department expects to be kept informed
throughout the development and implementation processes.
Should PCS Consulting fail to complete all directives designated by the MIS
Department and those necessary for the definition of an improved Student
Involvement Tracking System, the MIS Department will have no further obligation
to PCS Consulting for their services.
PCS Consulting is not responsible for any evaluation data security breaches that
could possibly occur upon the implementation of the proposed system. It is PCS
Consulting’s hope that all data remains confidential, but we can not ensure this
unless the MIS Department employs PCS to complete the Configuration Phase
through the Delivery Phase of this project, which will require an extension of the
agreed scope of the project. This increase in scope will require renegotiation
between the MIS Department Representative and PCS Consulting on the
schedule and budget of this project.
39

Negotiate Scope
To negotiate the project scope, PCS Consulting will meet
with Allison Farris, representative of the MIS Program and the
system owner. Based upon the information gathered at this
meeting, PCS Consulting will produce an Overall WCA, WCA
Narrative, Value Chain, and Value Chain Narrative to aid in the
projection of our project scope. Before completing our final
scope statement, PCS Consulting will examine all survey
phase problems, opportunities, constraints, and directives to
form a feasibility assessment.
PCS Consulting will limit its scope to focus on the process
for inputting and displaying student involvement information.
This will not include the process for validating user input into
the application.
40

Information Systems Framework-
Survey Phase View
41

Information Systems Framework
Narrative
42
A system contains many components and, when broken
down, can be viewed in terms of processes, data, interface,
and geography. The Information Systems Framework Diagram
visually shows the breakdown of these components and their
concepts. Every phase addresses the question of how each
position, owner, user, designer, and builder relates to the
system.
As previously mentioned, PCS Consulting will only be
focused on surveying, studying, defining, configuring, and
designing the system. We will therefore be concerned with the
owner’s view in the first phase and the users’ perspective in the
following two phases.
The areas outlined in red illustrate the concentration
focuses within the current phase.

Background Information
The MIS Department places a large emphasis on being
successful in the classroom. However, they place an even
greater emphasis on being active on campus in both MIS and
outside organizations. They even use student involvement as
criteria for selecting the students that receive scholarships.
Currently, there is a problem with documenting
student involvement in MIS organizations. There is no
standardized method for recording involvement and there is no
objective system for determining the value one receives for
participating in certain events/organizations. The most effective
method at this time is the use of swiping people’s ACT cards
when they enter into AIMS meetings or at ToastMasters.
Currently, information recorded regarding student involvement
is stored in Excel files - if they swipe their ACT cards - and
word documents and on the MIS Sharepoint site, the MIS
webpage, and the Auxiliary Applications site.
Additionally, there is no system/process in place for
tracking MIS student involvement in organizations outside the
MIS program - something that is highly valued by the MIS
Department.
Along with the faculty, students are aware of the
problems with the current process, which can cause a lack of
motivation and incentive for accepting new roles in both MIS
and outside organizations. Students feel as though their efforts
may not be recognized.
43

Service Request
44
Date of Request: April
Service Requested For Departments: University of Alabama MIS Department
Submitted by: Executive Sponsor:
Name: Dr. Hale Name: Allison Farris
Title: Project Initiator Title: MIS Department Representative
Email: dhale@cba.ua.edu Email: akfarris1@crimson.ua.edu
Type of Service Requested:
☐Information Strategy Planning Existing Application Enhancement
☐Business Process Analysis and Redesign ☐Existing Application Maint.
☐New Application Development ☐Not Sure ☐Other (please specify)
Brief Statement of Problem, Opportunity, or Directive:
College tuition costs are rising every year. It is difficult to find external
scholarships due to limited options that are not student nor university specific.
The MIS Dept. requests that PCS Consulting analyzes the current method and
develop an efficient system to provide students an easier way to log and
compile involvement on campus.
Brief Statement of Expected Solution:
The solution is to create an application accessible by current UA students
through their smart phone, to compile their on and off campus involvement. This
solution should be able to be completed within the time and monetary
constraints of this project.

1.1 Survey Problems and
Opportunities
45

1.1.1 Collected Documentation
46

1.1.2 Initial Meeting
Before initiating the project, PCS Consulting held a
preliminary team meeting where team member strengths and
weaknesses were discussed along with what we did and did
not like about our past two projects.
47
Team Member Strength Weakness Assigned Role
Sean Campbell Organization,
Planning
Delegation of
Tasks
Philip Burke Versatile Availability
Chandler Sims Computer
Technology
Never held non-
leader position

1.1.3 Survey Phase Problem
Statement
48
Brief
Statement of
Problem:
Urgency Visibility Benefits Priority/
Rank
Proposed
Solution
Problem/
Opportunity
MIS Faculty
cannot gauge
student
involvement in
order to fairly
deliver
scholarships
High Low Standardize
the measure
of student
involvement
1 Create a
system to
track student
involvement
Problem
Students are
not being
recognized for
their
involvement
outside of the
MIS program
High High Faculty have
a clearer
picture of
how involved
the students
are at the
University of
Alabama
2 Consolidated
system that
incorporates
both MIS and
outside
organization
participation
Problem
MIS Faculty
struggle to
encourage MIS
Student
Involvement in
MIS and other
organizations
High High By creating a
system for
tracking
Student
Involvement
1 Provide
Incentive for
Student
Involvement
through a
systematic
tracking
application
Opportunity
PROJECT: MIS Project 3 PROJECT MANAGER: Sean Campbell
CREATED BY: PCS Consulting LAST UPDATED BY: Philip Burke
DATE CREATED: April 10, 2015 DATE LAST UPDATED: April 23, 2015

Statement Narrative
The current method of tracking Student Involvement by
MIS Faculty is inefficient and disorganized and can be
improved in the implementation of the new proposed MIS
Student Involvement Tracker system.
The MIS program stresses that their students be involved
on campus in both MIS and other organizations. However,
there is no standardized method for collecting student
attendance at these meetings. PCS Consulting has determined
that the top priority for the new Student Involvement Tracking
system is to provide MIS faculty a more standardized view of
each student in order to more fairly deliver scholarships.
In addition to the problems previously discussed, there are
several opportunities for the new Student Involvement Tracking
system to increase student involvement by ensuring that their
involvement is being tracked and rewarded through
scholarships.
Currently, there is not a standard method for recording
involvement and there is certainly no centralized interface for
current UAMIS students and faculty to track student
involvement. By creating a centralized system, which would
compile the different organizations and events that student’s
are involved in, students would have an added incentive to
actively participate in MIS and outside organizations.
49

1.1.3 Survey Phase Objectives
Statement
50
Objective Urgency Visibility Priority/
Rank
Deliver a centralized
system that compiles
all student
involvement
High High 1
Develop a point
system to help
standardize and
objectify involvement
High High 2

1.1.3 Survey Phase Objectives
Statement Narrative
The objectives of the new Student Involvement Tracking
system are to compile all student involvement into one
centralized interface and to incorporate a standardized point
system that will be applied to all ranges and categories of
organizations and events. The Student Involvement Tracking
system will display all the organizations - both MIS and outside
organizations. The system will attribute points to participation in
specific events and organizations, as well as being an officer in
an organization. These points as well as a breakdown of each
organization will be displayed on the student’s home page.
51

1.1.3 Survey Phase Constraints
Statement
52
Constraint Urgency Visibility Priority/
Rank
The system must
accurately keep
track of student
involvement
High High 1
The point system
must be fair and
easy to
understand by
users
High High 2
CREATED BY: PCS Consulting LAST UPDATED BY: Chandler Sims

1.1.3 Survey Phase Constraints
Statement Narrative
PCS Consulting has identified several constraints to be
handled throughout the duration of the project. There is a time
constraint that requires the configuration phase of the project to
be completed by April 24, 2015. A technology constraint has
been imposed due to the necessity requiring the system to
accurately track each student’s involvement in organizations.
Also, when applying the point system, it must be an
understandable and fair depiction of what each activity should
be worth for each student. It will have to follow a strict guideline
of point allocations and be able to be further edited by MIS
faculty to keep it up to date and applicable. The system must
allow user input to track participation in organizations outside
the MIS program, which means that faculty will appropriate
points for those organizations based on their own discretion.
53

1.1.3 Survey Phase Cause-Effect
Analysis
54
Problem or Opportunity Cause or Effect
MIS Faculty can not gauge
student involvement in order to
fairly deliver scholarships
Students are not properly
compared when judging for the
most deserving scholarship
recipients
MIS faculty have no way to
encourage MIS student
involvement in MIS and other
organizations
MIS students participate less in
activities outside of MIS and
limit their opportunities for
furthering themselves and
learning beyond the scope of
the MIS curriculum
Students are not being
recognized for their involvement
outside of the MIS program
Faculty are not fully aware of
student involvement in
organizations outside of the
MIS Program

1.1.3 Survey Phase Cause-Effect
Analysis Narrative
After determining the underlying problems and
opportunities associated with the current system for tracking
student involvement, PCS Consulting has detailed the causes
and effects correlated with each major problem or opportunity.
Currently, the MIS Faculty can not gauge student
involvement in order to fairly deliver scholarships. This results
in MIS Students not being systematically compared and ranked
with one another, ultimately resulting in an unreliable
distribution of scholarships. In addition, MIS faculty struggle to
encourage MIS student involvement in MIS and other
organizations. This causes MIS students to participate less in
activities outside of MIS and limit their opportunities for
furthering themselves and learning beyond the scope of the
MIS curriculum. Finally, MIS Students are not being recognized
for their involvement outside of the MIS program. This is
caused by Faculty are not fully aware of student involvement in
organizations outside of the MIS Program.
55

1.1.3 Survey Phase Matrix
56
CREATED BY: PCS Consulting LAST UPDATED BY: Sean Campbell
Cause-and-Effect Analysis System Improvement
Objectives
Problem or
Opportunity
Cause/Effect Objective Constraint
MIS Faculty cannot
gauge student
involvement in order
to fairly deliver
scholarships
Students are not
properly compared
when judging for the
most deserving
scholarship
recipients
Deliver a centralized
system that compiles
all student
involvement
The system must
accurately keep track
of student
involvement
MIS faculty have no
way to encourage
MIS student
involvement in MIS
and other
organizations
MIS students
participate less in
activities outside of
MIS and limit their
opportunities for
furthering
themselves and
learning beyond the
scope of the MIS
curriculum
Develop a method for
consolidating
involvement in MIS
and non-MIS
Organizations
Tracking of
involvement is not
standardized and
must be confirmed
by the MIS Faculty
Students are not
being recognized for
their involvement
outside of the MIS
program
Faculty are not
sufficiently tracking
student involvement
in organizations
outside of the MIS
Program
Develop a point
system to help
standardize and
objectify involvement
The point system
must be consistent
and easy to
understand

1.2 Negotiate Project Scope
57

1.2.1 Data Gathering Techniques
PCS Consulting gathered information regarding the
criteria of the assignment from MIS classes with Dr.
Hale. During those classes, we also ensured that we
were following the FAST methodology from Whitten and
Bentley’s Systems Analysis and Design Methods. In
addition, our group met with our grader, Allison Farris,
multiple times throughout the duration of the project to
ensure our understanding of the requirements of the
project and to receive adequate feedback on our
progress.
58

1.2.1 Data Gathering Results
PCS gathered the following data:
● Basic Information about FAST Methodology
● Problems and Opportunities in the current method
● Answers given by the MIS Representative
● Project Requirements
59

1.2.1 Data Dictionary for Survey
Phase
60
Attribute: Data: Example:
Student Involvement Info Struct
Name
Organization Name
Date Joined
Date Left
CWID
Role Held
String
String
String
String
Int
String
John Q. Sample
Toastmasters/ WIT/ ITS/ LGBT++
August 2014
May 2015/ Current
12345678
President/ VP/ Treasurer
Username
Password
String
String
jqsample2
password1

1.2.1 Data Flow Diagram Color
Key
61

1.2.1 To Be Context Level
Data Flow Diagrams
62

1.2.1 To Be Context Level
Data Flow Diagram Narrative
63
PCS Consulting proposes the implementation of the
MIS Student Involvement Tracking System that will take input
from MIS Students. Students will log into the MISSIT system to
access their account. Then, they will input their involvement in
MIS and Non-MIS Organizations. The inputted information has
a pre-determined point system applied to it. The information is
then time-stamped with the date that it was entered. After the
information is time-stamped, it is formatted and then displayed
to the student’s account main page, where it is viewable by
both the MIS Student and MIS Faculty.

1.2.1 To Be Level 0
Data Flow Diagram
64

1.2.1 To Be Level 0
65
PCS Consulting proposes the implementation of the MIS
Student Involvement Tracking System that will take input from
MIS Students. Students will log into the MISSIT system to
access their account. Then, they will input their Involvement in
MIS and Non-MIS Organizations. This information is stored in
the MISSIT Student Involvement Log. The inputted information
has a pre-determined point system applied to it and is then
time-stamped with the date that it was entered. After the
information is time-stamped, it is stored back in the MISSIT
Student Involvement Log. The information is then formatted
and displayed to the student’s account main page, where it is
viewable by both the MIS Student and MIS Faculty.

1.2.1 To Be Level 0
66
Event Trigger Response
1.0 Input Student
Involvement
MIS Organization
Involvement,Non-MIS
Organization
Involvement, Roles,
Time Active
&
Username/Password
Raw student
Involvement Data
2.0 Apply Points to Raw
Data
Raw Student
Involvement Info Data &
Point Values for Activity
Student
Involvement Info
3.0 Validate Time Active
with Current data
Student Involvement
Info
&
Current Date
Time-Stamped
Student
Involvement Info
4.0 Display Consolidated
Student Involvement
Report
Time-Stamped Student
Involvement Info
Student
Involvement Report

1.2.1 Owner’s View of Data Model
67
MIS Faculty
MIS Leadership
Roles
MIS Event
Participation
MIS Students
Non-MIS Event
Participation
Non-MIS
Leadership Roles
Involvement
Tracker

1.2.1 Owner’s View of Data
Narrative
The MIS students use the system by inputting their
activities involved and not involved with MIS, which are then
processed by the system. This information can be accessed by
the faculty and students at any moment.
This project intends to analyze and improve the
overall system and at least one of the processes involved with
the MIS students as data participants.
68

69
Student
3.0
Updated
Student
Involvement
Available for
Viewing
1.0
Input Activities
2.0
Activities
Translated with
point system
Faculty
1.2.1 Owner’s View of Process

1.2.1 Owner’s View of Processes
Narrative
The system exists to provide the students and MIS faculty
with a source for student involvement. This seeks to
incorporate all activities and organizations by allowing the
student to input their own involvement. This data is then able to
be stored and translated into a more digestible form for the MIS
faculty to retrieve.
The focus of this project serves to improve and detail
out the process of entering in data by the MIS students,
indicated by the shaded circle behind this process on the
diagram.
70

1.2.1 Owner’s View of Interface
71
System Owner
MIS Student
Involvement
Tracker (MISSIT)
Student User

1.2.1 Owner’s View of Interface
Narrative
In the system, the system owners, the MIS faculty, will
be able to access all student activity information in one
centralized location. This data is entered solely by the
students, the system users. The only interaction the MIS
faculty will encounter is extracting information from the MIS
Student Involvement Tracker.
72

1.2.1 Owner’s View of Geography
73
State of Alabama Tuscaloosa County
University of Alabama Campus

Narrative
The owner’s view of Geography encompasses the campus
of The University of Alabama. Here, the system is used by the
faculty and staff of the MIS Department as well as Students in
the MIS Program. The UA campus is located in the city of
Tuscaloosa, inside Tuscaloosa County. Tuscaloosa County is
located in the state of Alabama.
Although the new system implementation alters the
process by which student involvement information is gathered,
the geography is consistent throughout both systems.
74

1.2.2 Project Roles
weaknesses were discussed and roles were assigned
accordingly.
75
Planning
Delegation of
Tasks
Project Manager
Philip Burke Versatile Availability Team Member/
Task Organizer
Technology
Never held non-
leader position
Team Member/
Meeting Scribe

1.2.3 Scope Statement
The scope of a project defines which aspects of a system will be examined and
potentially redefined during the course of the project. We have determined the
scope by examining the problems and opportunities associated with the
preliminary research performed. The overall scope is broken down into four
aspects: data, processes, interfaces, and geography.
Data:
● Interviews with MIS 295 Grader/Representative
● Whitten & Bentley textbook
● MIS 295 PowerPoints
● MIS 295 Class Notes
● Interviews with Organizational Leaders and MIS TAs
● FAST Methodology
Processes:
● Research the current system for recording attendance at AIMS Meetings,
MIS Organizations, and other organizations
● Produce an outline of the overall problems, opportunities, and constraints of
the implementation of the proposed MIS Student Involvement Tracking
System
● Sell the enhanced Student Tracking System Proof of Concept to MIS
Representatives
● Service plan for MIS Student Involvement Tracking System based on
feedback
● Deliver an updated plan including prototypes for the MIS Student
Involvement Tracking System
Interface:
● The MIS Student Involvement Tracking (MISSIT) System will interact with
currently enrolled UA students and MIS Faculty.
Geography:
● University of Alabama in Tuscaloosa, AL
● Users can access the system through the website or mobile application
anywhere
76

Statement
78
Brief
Statement
of Problem:
Rank
Proposed
Solution
MIS Faculty
cannot
gauge
student
involvement
in order to
fairly deliver
scholarships
the measure
of student
involvement
1 Create a
system to
track student
involvement
Students are
not being
recognized
for their
involvement
outside of the
MIS program
a clearer
picture of
how involved
the students
are at the
University of
Alabama
2 Consolidated
system that
incorporates
both MIS and
outside
organization
participation

Narrative
The current method of tracking Student Involvement by
MIS Faculty is inefficient and disorganized and can be
improved in the implementation of the new proposed MIS
Student Involvement Tracker system. The MIS program
stresses that their students be involved on campus in both MIS
and other organizations. However, there is no standardized
method for collecting student attendance at these meetings.
PCS Consulting has determined that the top priority for the new
Student Involvement Tracking system is to provide MIS faculty
a more standardized view of each student in order to more
fairly deliver scholarships.
79

1.3.1 Negotiation of Scope
To negotiate the project scope, PCS Consulting will meet
with our MIS 295 grader and MIS Department representative,
Allison Farris. PCS Consulting will research all current ways
the MIS Department tracks and records student involvement,
as well as the different organizations that students can be
involved in.
Based upon the information gathered at these meetings,
PCS Consulting will produce an Overall WCA,WCA Narrative,
Value Chain, and Value Chain Narrative to aid in the projection
of our project scope. Before completing our final scope
statement, PCS Consulting will examine all survey phase
problems, opportunities, and constraints to form a feasibility
assessment. Furthermore, PCS Consulting will use data,
processes, interfaces, and geography models to further define
the scope. PCS Consulting has decided to implement a
centralized system to organize and track student involvement
in MIS and outside organizations.
80

1.3.2 PCS Consulting Assigned
Roles
weaknesses were discussed and roles were assigned
accordingly.
81
Planning
Delegation of
tasks
Project Manager
Philip Burke Versatility Availability Team Member/
Task Organizer
Technology
Never held non-
leader position
Team Member/
Meeting Scribe

1.3.3 Survey Phase Gantt Chart
82

1.3.3 Survey Phase Gantt Chart
Narrative
PCS Consulting was given the time frame of March 30th to
April 24th to complete this project.
PCS plans to split the work evenly throughout the time
frame given so that the workload does not become too
overwhelming. However, we realize that we must continue to
work independently in between group meetings. PCS was able
to complete the survey phase before our first meeting with an
MIS representative on the 14th. We plan to complete the study
phase by April 17th in order to leave ourselves with ample time
for the Definitions phase.
Using the FAST phases with respect to the core
processes, we plan to complete the project according to its
deadline.
83

1.3.3 Project Plan for Survey
Phase
84

1.3.3 FAST Phase Diagram
Narrative
The diagram shows a visual representation of the
complete FAST phase methodology. The phases
included in this methodology are survey, study,
definition, configuration, design, construction, and
delivery.
Abiding by our scope and projections, PCS
Consulting has decided that it will only continue through
the first six phases: survey, study, definition,
configuration, procurement, and design. We believe that
through the completion of only these four phases we can
maximize our time and the quality of our work while still
abiding by our time frame.
86

1.3.3 Project Feasibility Report
87
Aspect of
Feasibility
Decision Description
Economic Yes The time required by
PCS Consulting to
complete a project of the
determined scope is
deemed to be
reasonable and
achievable.
Schedule Yes PCS Consulting deems
it possible to complete
this project by April 24th.
Technical Yes The MISSIT Application
concept created by PCS
Consulting will be built
by a third-party of
system builders
provided by the MIS
Department. MISSIT
Application will
incorporate aspects of
existing technology like
SL Pro and Aux Apps.
Operational Yes MIS Students will be
able to access their
account on the
application to enter their
own Student
Involvement, which can
be viewed by the MIS
Faculty.

1.3.3 Project Feasibility Report
Narrative
88
Throughout the Survey Phase, PCS Consulting has
performed research on the project required to solve the problem of
improving the current University of Alabama MIS Department
system for tracking student involvement. PCS Consulting
assessed the feasibility of each facet of the project to determine
what can be accomplished with the given budget, technology,
operations, and schedule provided.
In terms of budget, there is no exchange of money for any
services provided. Instead, PCS Consulting deemed that the time
required by the PCS project team to complete a project of the
determined scope is deemed to be reasonable and achievable.
This is the time required of each member of the team on a
personal level. This has nothing to do with the project schedule.
In terms of the schedule for this project, PCS Consulting
deemed it possible--using the FAST Methodology--to complete
into the Design Phase of this project by April 24th.
Regarding the technical requirements of this project,
PCS Consulting will be responsible for designing a system called
the MISSIT application. This application will be built by a third-
party of system builders provided by the MIS Department. MISSIT
Application will incorporate aspects of existing technology like SL
Pro and Aux Apps.
Regarding the operations for this project, PCS
Consulting determined that MIS Students will be able to access
their account on the application to enter their own Student
Involvement, which can be viewed by the MIS Faculty on each
student’s MISSIT account page.

1.3.4 Summary of Expectations
The following stipulations, conditions, and provisions apply to the relationship
between the University of Alabama MIS Department and PCS Consulting.
PCS will complete the project to fulfill all requirements of the MIS Department
Representative that fall within the project scope, to be described in a future
document. The deadline for the completion of this project will be April 24th, 2015.
PCS Consulting will regularly and continuously present all findings, ideas, and
progress reports to the MIS Department Representative. The MIS Department
expects to be kept informed throughout the development and implementation
processes. This means that each phase must receive the signature of a MIS
Representative before progression to the next phase.
Should PCS Consulting fail to complete all directives designated by the MIS
Department Representative that have been approved in the project plan, the MIS
Department will have no further obligation to PCS Consulting for their services.
PCS Consulting is not responsible for any evaluation data security breaches that
could possibly occur upon the implementation of the proposed system. It is the
hope of PCS Consulting that all data remains confidential, but we cannot ensure
this unless the MIS Department employs PCS to complete the Configuration
Phase through the Delivery Phase of this project, which will require an extension
of the agreed scope of the project. This increase in scope will require
renegotiation between the MIS Department Representative and PCS Consulting
on the schedule and budget of this project.
89

Detailed Recommendation
In conclusion of the Survey phase, PCS Consulting
recommends that The University of Alabama MIS program
continue to use the FAST methodology for application
development and begin completing the Study phase.
This project is to remedy the fact that the current system
for gathering information from students is disorganized and
spread out.
Having student information among various databases is
less efficient than the MISSIT application that PCS Consulting
wishes to implement for the MIS Program. Students must
either access Auxillary Applications, the MIS webpage, the
Excel Spreadsheet, or the Universities Gmail account in order
to receive different student information. PCS Consulting would
like to create an application that will give Students access to all
of their information via a Student Profile.
90

Survey Phase Grader Sign-Off
By signing this document, PCS Consulting and the MIS 295
Grader certify that the reviewed and approved content in
this binder pertaining to the Survey Phase of the FAST
methodology is sufficient, and distinctly meets criteria for
the project. Allowing PCS Consulting to progress to the
Study Phase is hereby acknowledged.
________________________________________
Sean Campbell
________________________________________
Philip Burke
________________________________________
Chandler Sims
________________________________________
Allison Farris (Grader)
91

2. Study Phase
2.1.1 Review the scope statement completed in the survey phase.
*PCS will not be using JAD*
2.1.2 Collect facts and gather information about the current system. The preferred technique is
JAD, but JAD sessions may be preceded or followed by traditional fact-finding and information
gathering activity.
2.1.3 Draw system models. The recommended sequence of models is (1) Interface, (2) Data, (3)
Process, and (4) Geography. The interface model is first because it helps establish basic
business vocabulary and rules. The process model identifies high-level business functions. The
geography model identifies the potential operating locations to which data, processes, and
interfaces might eventually be distributed. Together, the models provide a solid foundation for
problem and opportunity analysis.
2.1.4 Verify the system models. The goal is to reach consensus on what the current system is all
about. If JAD techniques are used, steps 2, 3, and 4 are consolidated into the group sessions.
2.2 Analyze Problems and Opportunities
2.2.1 Review the problem statement completed in the survey phase.
*PCS will not be using JAD*
2.2.2 Collect facts and gather information about the perceived problems and opportunities in the
current system. The preferred technique is JAD, but JAD sessions may be preceded or followed
by traditional fact-finding and information gathering activity.
2.2.3 Analyze and document each problem and opportunity. The PIECES framework is most
useful for cause-effect analysis. As you collect facts, note problems and limitations according to
the PIECES categories. Remember, a single problem may be recorded into more than one
category of PIECES. Also, don’t restrict yourself to only those problems and limitations noted by
end-users. As the analyst, you may also identify potential problems! Next, for each problem,
limitation, or opportunity, ask yourself the following questions and record answers to them.
2.2.3.1 What is causing the problem? What situation has led to this problem?
Understanding why is not as important. Many current systems were never designed; they
simply evolved. It is usually pointless to dwell on history. In fact, you should be careful
not to insult system owners and users who may have played a role in how things
evolved.
2.2.3.2 What are the negative effects of the problem or failure to exploit the opportunity?
Learn to be specific. Don’t just say, “Excessive costs.” How excessive? You don’t want
to spend $20,000 to solve a $1,000 problem.
2.2.3.3 The effect sometimes identifies another problem. If so, repeat steps 1 and 2.
93

2.3 Establish System Improvement Objectives and Constraints
2.3.1 Review scope and problem analyses from the prior activities
2.3.2 Negotiate business-oriented objectives to solve each problem and exploit each
opportunity. Ideally, each objective should establish the way you will measure the improvement
over the current situation. Measures should be as tangible (measurable) as you can possibly
make them.
2.3.3 Brainstorm any constraints that may limit your ability to fully achieve objectives. Use the
four categories previously listed in this section (time, cost, technology, and policy) to organize
your discussion.
2.4 Modify Project Scope and Plan
2.4.1 Review the original plan.
2.4.2 Review the system models, problems and opportunities, cause-effect analysis, system
improvement objectives, and scope. Ask yourself two questions:
2.4.2.2 Are the problems, opportunities, or objectives more difficult to solve than
originally anticipated?
2.4.3 Estimate time required for each project activity in the next phase-the definition phase.
2.4.5 If the answer is yes, renegotiate scope, schedule, and/or budget with the system owner
group.
94

Study Phase Executive Summary
Upon completion of the Study Phase, PCS Consulting
recommends proceeding on to the Definitions Phase. In the
Definitions Phase, PCS Consulting will define the business
requirements needed to remedy the identified problems and
opportunities as well as accomplish the objectives defined in
throughout the Survey and Study Phases.
PCS Consulting believes the Study Phase was carried out
to gain a better understanding of the process in practice by the
MIS Department to track student involvement. Our team has
analyzed the methods and practices currently used for
acquiring and compiling student involvement information
through interviews and meetings with our system owners, MIS
Representative Allison Farris and Dr. David Hale, as well as
current system users, MIS Representative Allison Farris and
Stetson Dubberly. PCS Consulting has defined the system
users’ view of Data, Process, and Geography which were used
to further identify problems and opportunities in the current
system model.
95

Information Systems Framework-
Study Phase View
96

Information Systems Framework
Narrative
A system contains many components and, when broken
down, can be viewed in terms of processes, data, interface,
and geography. The Information Systems Framework Diagram
visually shows the breakdown of these components and their
concepts. Every phase addresses the question of how each
position, owner, user, designer, and builder relates to the
system.
As previously mentioned, PCS Consulting will only be
focused on surveying, studying, defining, configuring, and
designing the system. We will therefore be concerned with the
owner’s view in the first phase and the users’ perspective in the
following two phases.
The areas outlined in red illustrate the concentration
focuses within the current phase.
97

Background Information
UA MIS Department Tracking Process
The current system for tracking student involvement in the MIS Program is
scattered and inefficient. Students’ organizational involvement comes mainly from
their resume’s that are in the MIS Resume Book.
The process currently in place for recording student attendance in MIS
Organizations is as follows:
1. ACT card swiping
a. This is collected into an Excel document that is then translated
through SQL Server and is viewable by Students and Faculty through
the Aux Apps Interface
2. Paper Documents
a. Officers in different organizations inconsistently record attendance on
loose sheets of paper that may or may not be dated
3. Flash Drives
a. Attendance may be recorded on an individual officer’s or
Organizational group member’s word/ excel document in a non-
standardized format
4. Word-of-mouth/ Informal Messaging
a. Attendance and officer participation in organizations may not be
recorded and may rely solely on discussion between Office Staff and
known organizational members
There is currently no process for recording/ validating student involvement in non-
MIS Organizations. There is also no standardized process for recording and
tracking student leadership/ officer roles in MIS/non-MIS Organizations.
98

99

2.1.1 Scope Statement
The scope of a project defines which aspects of a system will be examined and
potentially redefined during the course of the project. We have determined the
scope by examining the problems and opportunities associated with the
preliminary research performed. The overall scope is broken down into four
aspects: data, processes, interfaces, and geography.
Data:
● Interviews with MIS 295 Grader/Representative
● Whitten & Bentley textbook
● MIS 295 PowerPoints
● MIS 295 Class Notes
● Interviews with Organizational Leaders and MIS TAs
● FAST Methodology
Processes:
● Research the current system for recording attendance at AIMS Meetings,
MIS Organizations, and other organizations
● Produce an outline of the overall problems, opportunities, and constraints of
the implementation of the proposed MIS Student Involvement Tracking
System
● Sell the enhanced Student Tracking System Proof of Concept to MIS
Representatives
● Service plan for MIS Student Involvement Tracking System based on
feedback
● Deliver an updated plan including prototypes for the MIS Student
Involvement Tracking System
Interface:
● The MIS Student Involvement Tracking (MISSIT) System will interact with
currently enrolled UA students and MIS Faculty.
Geography:
● University of Alabama in Tuscaloosa, AL
● Users can access the system through the website or mobile application
anywhere
100

2.1.1 Review of Scope Statement
101
The scope of the study phase is to determine and diagram
the current system for tracking student involvement by the MIS
Department in order to find the problems and opportunities
associated with the current system. This study provides current
system users a chance to give feedback regarding how the
new system should function.
*The current scope statement adequately addresses the
expectations and requirements of this project.

2.1.2 Data Gathering Techniques
PCS Consulting conducted meetings with MIS
Representative Allison Farris to gain an understanding of the
objective of this student involvement tracking system using the
William and Bentley FAST Methodology. PCS Consulting also
gathered information regarding expectations for the FAST
Methodology from previously graded projects.
PCS Consulting used interviews with MIS Representatives
Allison Farris and Stetson Dubberly to gain a better
understanding of the processes currently in place for tracking
student involvement. These interviews as well as class
discussion with Dr. Hale identified requirements and
expectations from the MIS Department. These steps enabled
PCS Solutions to create a complete Project Feasibility
Assessment Report.
102

2.1.2 Results from Data
Gathering
MIS Representative Results:
● PCS Consulting collected notes from Chandler Sims from
our bi-weekly meetings
● PCS Consulting gathered an overall concept of the
processes involved in the current student tracking system
MIS Class Results:
● PCS Consulting gathered that it is necessary to complete
the Survey, Study, Definition, and Configuration Phases as
well as beginning the Design Phase by completing
Mockups and Prototypes of our MISSIT Interface
103

104
MIS Faculty
MIS Students
MIS Leadership
Roles
Non-MIS Event
Attendance
MIS Event
Attendance AIMS Attendance
Auxiliary
Applications
Non-MIS
Leadership Roles
Excel Spreadsheet

Narrative
The MIS students use the system by inputting their
activities involved and not involved with MIS, which are then
processed by the system. This information can be accessed by
the faculty and students at any moment.
The current system relies on both input from the MIS
faculty and MIS students. Not all of the data is accessible from
both entities and there is no system in place to hold all of the
information (attendance, leadership roles, etc.) in one location.
This project intends to analyze and improve the
overall system and at least one of the processes involved with
the MIS students as data participants.
105

106
Faculty
2.0
Save
Attendance on
Paper/Excel
3.0
Upload .CSV
file to Aux Apps
1.0
Swipe Student
Act Card
2.0
Upload Swipe
Data to Excel
Sheet
1.0
Sign In for
Event
1.0
Take
Attendance
StudentFaculty
1.0
Provide Act
Card for
Swiping
Student
2.1.3 Owner’s View of Process

2.1.3 Owner’s View of Processes
Narrative
The system exists to provide the students and MIS faculty
with a source for student involvement. This seeks to
incorporate all activities and organizations by allowing the
student to input their own involvement. This data is then able to
be stored and translated into a more digestible form for the MIS
faculty to retrieve.
Currently, the processes for gathering student involvement
only exist for MIS events. Students either provide their act card
for swiping or sign in to gain credit for their attendance. If the
card swiping method is used, the MIS faculty uploads these
swipes directly to an Excel sheet and later uploads it to the
Auxiliary Apps website. If they do not use the swiping method,
the records for attendance/roles are in various forms and in
various locations, from sheets of paper to email
correspondence to text messaging.
The focus of this project serves to improve and detail
out the process of entering in data by the MIS students,
indicated by the shaded circle behind this process on the
diagram.
107

Owner’s View of Interface
10
8
System Owner
Excel
Spreadsheets
Emails, Text, etc.
Correspondence
Card Swiper
Paper Documents
Resume Book

Owner’s View of Interface
Narrative
In the system, the system owners, the MIS
faculty, will be able to access all student activity information in
one centralized location. This data is entered solely by the
students, the system users. The only interaction the MIS
faculty will encounter is extracting information from the MIS
Student Involvement Tracker.
Currently, the System Owner’s view of the system
interface is spread out between the ability to interact with Excel
spreadsheets, paper documents, card swiping, the MIS resume
book, and email, text, and other correspondence. These are
not linked together in any way.
109

110
State of Alabama Tuscaloosa County
University of Alabama Campus

Narrative
The current owner’s view of Geography currently
encompasses the campus of The University of Alabama. Here,
the system is used by the faculty and staff of the MIS
Department as well as Students in the MIS Program. The UA
campus is located in the city of Tuscaloosa, inside Tuscaloosa
County. Tuscaloosa County is located in the state of Alabama.
Although the new system implementation alters the
process by which student involvement information is gathered,
the geography is consistent throughout both systems.
111

2.1.3 Data Dictionary for Study
Phase
112
COLOR KEY:
New System Terms
Current System Terms
Attribute: Data: Example:
CWID Int 12345678
Misc. Attendance Record
Officers/ Roles
Misc. Event Attendance
(name on sheet)
String
String
President
John Q. Sample
Aux Apps Attendance
Event Name
Event Date/Time
String
String
AIMS: Slalom
2/13/15 6:30:00 PM
Organization Name String Toastmasters/ WIT/ ITS/ LGBT++
Student Involvement Info Struct
Name
Organization Name
Date Joined
Date Left
CWID
Role Held
String
String
String
String
Int
String
John Q. Sample
Toastmasters/ WIT/ ITS/ LGBT++
August 2014
May 2015/ Current
12345678
President/ VP/ Treasurer
Username
Password
String
String
jqsample2
password1

2.1.3 Data Flow Diagram Color
Key
113

2.1.3 Current Context Level Data
Flow Diagram
114

2.1.3 Current Context Level Data
Flow Diagram Narrative
115
Currently, the MIS Department uses several different methods
for collecting and tracking student involvement information.
They are:
● Swiping action cards at AIMS Meetings and Toastmasters
● Writing down on paper the people attending each meeting
● Typing student attendance into a Word Document
● Viewing the organizations listed on Student’s resumes in
the Resume Book
All of these methods comprise the current system for tracking
student involvement.

2.1.3 Current Level 0 Data Flow
Diagram
116

Diagram Narrative
117
The current system for tracking has very little student
input. Students only swipe their action cards at AIMS Meetings.
That information is collected on Excel spreadsheets by the
Office Staff, who also are responsible for writing down
attendance for other meetings on word documents or loose
sheets of paper. The Excel spreadsheets, word documents,
and loose sheets of paper are stored in a Document
Repository. Then the Excel spreadsheets are uploaded to a
SQL Server and then displayed on the Auxiliary Applications
Interface. The word documents and loose sheets of paper are
collected and interpreted and given to the MIS Faculty.
Additionally, the Resume Book is used by MIS Faculty for any
extra involvement information needed.

Diagram Narrative
118
Event Trigger Response
1.0 Collect
Attendance
Information
CWID Collected CWID
2.0 Upload CSV file
to SQL Server
List of CWID Uploaded List of
CWIDs
3.0 Display SQL
Server Information
on Aux Apps
Interface
Uploaded List of
CWIDs
Aux Apps
Attendance
4.0 Read Student
Resumes
Listed Organizations Viewed List of
Organizations
5.0 Collect and
Interpret
Miscellaneous
Documents
Officers/ Roles
&
AIMS Attendance
&
Misc. Event
Attendance
Collected Officers/
Roles
&
Attendance

2.2 Analyze Problems and
Opportunities
119

2.2.1 Business Problem
Statement
The PCS Consulting Group made use of the PIECES
framework when determining and organizing problems of The
University of Alabama’s MIS Department. The problems with
the current order processing identified by the team are listed
below.
● The MIS Faculty can not accurately gauge student
involvement because there is currently no way to track
student involvement in events outside of the MIS
Department
● There is no accountability with information being
transported, leading to data death and extended wait times
for current data
● Current number of card swipers is insufficient, often
leading to long wait times for students and unrecorded
data
120

Statement
121
Brief
Statement
of Problem:
Rank
Proposed
Solution
Problem/
Opportunity
MIS Faculty
cannot
gauge
student
involvement
in order to
fairly deliver
scholarships
the measure
of student
involvement
1 Create a
system to
track student
involvement
Problem
Students are
not being
recognized
for their
involvement
outside of
the MIS
program
a clearer
picture of
how involved
the students
are at the
University of
Alabama
3 Consolidated
system that
incorporates
both MIS and
outside
organization
participation
Problem
MIS Faculty
struggle to
encourage
MIS Student
Involvement
in MIS and
other
organizations
High High By creating
a system for
tracking
Student
Involvement
7 Provide
Incentive for
Student
Involvement
through a
systematic
tracking
application
Opportunity
DATE CREATED: April 10, 2015 DATE LAST UPDATED: April 23. 2015

2.2.2 Study Phase Problems and
Opportunities Statement
122
Brief
Statement
of Problem:
Rank
Proposed
Solution
Problem/
Opportunity
MIS Faculty
cannot
gauge
student
involvement
in order to
fairly deliver
scholarships
the measure
of student
involvement
1 Create a
system to
track student
involvement
Problem
Students are
not being
recognized
for their
involvement
outside of
the MIS
program
a clearer
picture of
how involved
the students
are at the
University of
Alabama
3 Consolidated
system that
incorporates
both MIS and
outside
organization
participation
Problem
MIS Faculty
struggle to
encourage
MIS Student
Involvement
in MIS and
other
organizations
High High By creating
a system for
tracking
Student
Involvement
7 Provide
Incentive for
Student
Involvement
through a
systematic
tracking
application
Opportunity

123
Brief
Statement of
Problem:
Rank
Proposed
Solution
Problem/
Opportunity
No
standardized
method for
time-stamping
organization
meetings
Medium Low More detailed
picture of
Student time
commitment
and
dedication to
Organization
5 Provide a
system that
records the
date when the
information
was entered
and reports
that as well as
the Time
Active entered
by Student
Problem
No
accountability
for
maintaining a
current record
of
involvement
High High More
accurate and
current record
of Student
Involvement
3 Allow Student
to enter their
involvement
through a web
interface
Problem
Insufficient
number of
card swipers
for all MIS
Organizations
and Events
High High Standardize
the system in
place by not
relying on an
insufficient
resource
6 Force
Students to
enter their
own
attendance in
meetings
through the
MISSIT
Interface
Problem
CREATED BY: PCS Consulting LAST UPDATED BY: Chandler Sims.
Philip Burke

124
Brief
Statement of
Problem:
Rank
Proposed
Solution
Problem/
Opportunity
Event
Attendance
and Officer
Roles are
only available
to the person
who recorded
the Event
information
until they are
uploaded
High Low Process
becomes
easier on the
MIS Faculty;
Elimination of
Data Death
due to lack of
uploading
information
2 Automate the
process of
translating
student
entered
involvement
to the MISSIT
web interface
Problem
No Interface
for displaying
Organization
Officers
High High More
complete
report of
Student
Involvement
is displayed
4 Allow the
student to
enter in their
official
organizational
roles
Problem
CREATED BY: PCS Consulting LAST UPDATED BY: Chandler Sims.
Philip Burke

2.2.2 Study Phase Problem and
Opportunity Statement Narrative
PCS Consulting made use of the PIECES framework
when determining and organizing problems and opportunities
of the MIS Department current systems model. While moving
forward in this process, PCS Consulting will strive to acquire
the proper balance between achieving the objectives and
incurring the constraints.
Throughout the research of the current system in the
Study Phase, PCS Consulting found additional problems
needing to be addressed by the implementation of a new
system. These problems are:
● No standardized method for time-stamping Organizational
Meetings
● Event Attendance and Officer Roles are only available to
the person who recorded the Event information until they
are uploaded
● No Interface for displaying Organization Officers
● Insufficient number of card swipers for all MIS
Organizations and Events
The existence of these additional problems along with the initial
problems listed in the survey phase make evident the need of a
system that will shift responsibility from the current system
owners and users, the MIS Department, to the MIS Students,
the new system users.
125

2.2.3 Explanation of PIECES
In addition to the FAST methodology, PCS Consulting also makes use of the PIECES framework to
individually examine and solve issues with the current operating system. PIECES breaks down these
problems to create a clearer perspective, helping to uncover possible opportunities and define future
objectives along with their associated constraints. The acronym is defined as follows:
P – The need to improve performance.
➢ Throughput
➢ Response Time
I – The need to improve information.
➢ Outputs
➢ Inputs
➢ Stored Data
E - The need to improve economics.
➢ Costs
➢ Profits
C – The need to improve control/security.
➢ Too little security/ control
➢ Too much security/ control
E – The need to improve efficiency.
➢ People, machines, or computers waste time
➢ People, machines, or computers waste materials and supplies
➢ Effort required for tasks is excessive
➢ Materials required for tasks are excessive
S – The need to improve service.
➢ The system produces inaccurate results
➢ The system produces inconsistent results
➢ The system produces unreliable results
➢ The system is not easy to learn
➢ The system is not easy to use
➢ The system is awkward to use
➢ The system is inflexible to new or exceptional situations
126

295 Project 3 PCS Consulting

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