Feasibility Evidence Description (FED) Version 4.3
Feasibility Evidence Description (FED)
CRCD Management System
Team 11
Muzzammil Imam - Project Manager/Implementer
Jason Loewy - Implementer
Fan Xu - Implementer/Trainer/Tester
Adarsh Khare- Implementer / Trainer/Tester
Kathleen Barrera - IIV&V / QFP
04/27/2012
Version History
Date / Author / Version / Changes made / Rationale /09/30/11 / Project Team / 1.0 / · Filled section 3 / · Initial draft of FED document
10/11/11 / Erik / 2.0 / · Added Introduction, NDI Approach and Assessments / · Next step for Foundations Commitment
10/12/11 / Erik / 2.1 / · Elaboration and rewording / · Daniela made suggestions
09/30/11 / Project Team / 1.0 / · Filled section 3 / · Initial draft of FED document
10/11/11 / Erik / 2.0 / · Added Introduction, NDI Approach and Assessments / · Next step for Foundations Commitment
10/12/11 / Erik / 2.1 / · Elaboration and rewording / · Daniela made suggestions
10/18/11 / Erik, Yazeed / 3.0 / · Added Process Feasibility, Risk Assessment, and Business Case Analysis / · Draft for the ARB
10/19/11 / Erik / 3.1 / · Elaboration and rewording / · Suggestions from Daniela
10/24/11 / Erik / 3.2 / · Fixes and rewording / · Feedback from Daniela and professors/TAs
11/2/11 / Erik / 3.3 / · Fixes to ROI Rationales / · Clarity and consistency
11/14/11 / Erik / 3.4 / · Update to ROI, Note added to benefit analysis. / · Better info from client, changes to benefit chain diagram in the OCD
11/17/11 / Erik / 3.5 / · Footer filename changed from FCP to DCP / · Perfectionist
11/21/11 / Erik / 3.6 / · Risks updated / · New risks with handpunch device.
11/22/11 / Erik / 3.7 / · Elaborated new Risks / · Feedback from Daniela (IV&V)
12/2/11 / Erik / 3.8 / · Risks updated, changes to benefit and ROI / · Feedback from DCR
12/5/11 / Erik / 3.9 / · Changes to ROI / · Info from Shannon
12/8/11 / Erik / 3.10 / · Refine NDI evaluations, process feasibility. / · Feedback from Daniela
02/06/12 / Adarsh / 4.0 / · Updated Section 4.3.3 & Included risks related with evolutionary requirement after discussing with TA / · For Draft RDC Package
02/15/12 / Adarsh / 4.1 / · Revisited ROI and checked the section for any inconsistencies. / · Feedback from RDCR ARB and for RDC Package
03/26/12 / Adarsh / 4.2 / · Added new risk & dropped all handpunch related risk.
· Line Chart Graph Included
· Handpunch related benefits dropped.
· Updated Section 5.2.1
· Resolved Bugzilla Bug. / · Feedback from graded RDC Package and team meeting and for IOC Package
04/27/12 / Adarsh / 4.3 / · Removed Irrelevant Risk / · Updated for IOC #3 Package
Table of Contents
Feasibility Evidence Description (FED) i
Version History ii
Table of Contents iv
Table of Tables v
Table of Figures vi
1. Introduction 1
1.1 Purpose of the FED Document 1
1.2 Status of the FED Document 1
2. Process Feasibility 2
3. Risk Assessment 5
4. NDI/NCS Feasibility Analysis 6
4.1 Assessment Approach 6
4.2 Assessment Results 6
4.3 Feasibility Evidence 9
5. Business Case Analysis 12
5.1 Market Trend and Product Line Analysis 12
5.2 Cost Analysis 12
5.3 Benefit Analysis 13
5.4 ROI Analysis 14
Table of Tables
Table 1: Rationales for Selecting NDI-Intensive Model 2
Table 2: Requirement Prioritization 4
Table 3: Risk Assessment 5
Table 4: NDI/NCS Products Listing 6
Table 5: Evaluation Criteria – Time Card Management 7
Table 6: Evaluation Criteria – Inventory Management 7
Table 7: Evaluation Criteria – Handpunch Management 7
Table 8: Evaluation Results – Time Card Management 8
Table 9: Evaluation Results – Inventory Management 8
Table 10: Evaluation Results – Handpunch Management 8
Table 11: Level of Service Satisfiability Evidence 9
Table 12: Level of Service Implementation Strategy 9
Table 13: Capability Feasibility Evidence 9
Table 14: Evolutionary Feasibility Evidence 11
Table 15: Market Trend and Product Line Analysis 12
Table 16: Personnel Costs to CRCD 12
Table 17: Hardware and Software Costs 13
Table 18: Benefits of Timetrex System 13
Table 19: Benefits of Inventory Management System 14
Table 20: Benefits of Improved Employee Training/Efficiency 14
Table 21: ROI Analysis 15
FED_IOC2_S12b_T11_V4.33 v Version Date: 04/27/12
Feasibility Evidence Description (FED) Version 4.3
Table of Figures
Figure 1: ROI Analysis Graph 15
FED_IOC2_S12b_T11_V4.33 v Version Date: 04/27/12
Feasibility Evidence Description (FED) Version 4.3
1. Introduction
1.1 Purpose of the FED Document
The FED will be used to collect and analyze evidence about the feasibility of the CRCD Management System. Managers also want to be able to oversee and approve Timecards before sending them to the Payroll Manager.
CRCD also needs a system for tracking Inventory. Managers need to be able to measure the Paint, Trucks, and Tools being used by CRCD. Whatever an Employee takes at the start of the day to do their job, a Manager needs to keep a record of that transaction. And at the end of the day when the items are returned, Managers need to check whatever remains back into the system.
Throughout this document, multiple NDIs will be examined to determine which of them fits best with each of CRCDs needs. In order to determine if these tasks can be accomplished with appropriate NDI software, as well as document the alternatives and assessments, everything will be recorded here in the Feasibility Evidence Description.
1.2 Status of the FED Document
Ø This version 4.2 of the FED has been prepared for the Initial Operational Capability Package #1
Ø The purpose of the FED document has been elaborated.
Ø Risk Assessment has been refined.
Ø A selection of software components has been added as NDI candidates to be analyzed.
Ø A variety of evaluation criteria have been added to judge our NDI candidates and had evaluators rank them based on their impressions.
Ø The Process Feasibility and Risks have been assessed and a Business Case Analysis has been performed.
2. Process Feasibility
Table 1: Rationales for Selecting NDI-Intensive Model
Criteria / RationalesSize / CRCD believes their Employees could fluctuate between 50 to 100 people over the course of a year. Even if they underestimated by an order of magnitude, the amount of data generated will be trivial compared to the capacity of the databases used by the web applications we’re examining. While the NDIs will be able to handle a larger number of users than CRCD has, this will only provide more room for CRCD to grow.
Complexity / Neither Employee timecards nor Inventory tracking are novel or complex. There are several solutions on the market that provide web-based front-end interfaces and database storage for businesses. The two most complicated aspects are capturing data from the biometric handprint readers in the system and transferring the compiled timecard data in the proper format for ADP to perform payroll processing. Several NDIs exist which claim to export to ADP so the functionality is available.
Change Rate % /Month / The estimated change rate is 10% as CRCD. The needs for the timecard system are rigorous and stable. However, the Inventory system may grow as they discover the need to track additional materials. Or CRCD might expand the amount of information they want to record about each item in the database. As the web-interface is for internal use only, the aesthetics shouldn't change. It’s possible that CRCD may discover that additional functionality is needed, but the additional features that come standard with the NDIs should cover common business needs. Inventory tracking accounts for 50% of the system and changes to inventory transactions effect 20% of that functionality, therefore the entire project could experience a change rate around 10%.
Criticality / The Timecard Processing and Inventory Management systems will likely replace CRCDs current paper-based systems. When that happens, CRCD will be entirely dependent on the system for Payroll Processing as well as tracking Inventory. The data will need to be backed up on a regular basis. The interface must limit access to valid users. And the system has to be operational on a daily basis. As far as access is concerned, any Manager with an internet connection will be able to access the website.
NDI Support / The system will comprise a combination of two NDI products to handle the success critical capabilities. Tracking employees checking in and out of work and providing a web-based interface for managers to approve of timecards and check attendance will be provided by an NDI. Also, a separate NDI will provide Inventory Management and tracking.
Org/Personnel Capability / Most Employees at CRCD have low-level computer skills, though there are some that are computer literate. Management at CRCD is all computer literate and has access to the internet, but probably won’t have the time or expertise to provide support or troubleshooting for the system. It is imperative that the system is both stable and easy to use.
Key Stage I Activities : Incremental Definition / The system being developed will digitize two separate paper processes at CRCD. Since these processes don’t overlap, it makes sense that each could be best solved by a separate NDI component. The likelihood of an all-in-one solution is low since timecards and inventory are such different business functions.
Key Stage II Activities: Incremental Development, Operations / The development of the system will focus on timecard processing first, since that is the most important workflow. Once that has been developed to CRCD satisfaction, the Inventory System will be created. Once both are up and running an integrated front end will be developed to allow access to both systems.
Time per Build;
Time per Increment / The timeline for deployment, customization, and testing is twelve weeks. This can be broken down into 4 3-week increments. Each increment can focus on implementing the functionality and ensuring the compatibility of one of the NDI components. Any customizations or glue code necessary for an NDI component will be created during the increment where that component is deployed. Changes to glue code from integrating new components may take place over several increments, but should be stable before the third increment is finished.
Table 2: Requirement Prioritization
ER-1: Employees clock in and out each day. Data captured from ADP Handpunch LE (attached to a local workstation) / WC_307
Must / CR-2: Interface: must pass the payroll data to ADP for payroll processing / WC_291 / 1
Should / CR-3: Upload timecard data to the
time cards system. / WC_1002 / 3
Could / CR-4: An interface for entering employee information: Name, Contact Info, Performance History/Reviews, Pay increase history / WC_317 / 2
Must / CR-5: Track inventory as employees check them in and outreach day. Track who checked them out, and the amount of materials consumed. / WC_299 / 2
Must / CR-6: Only Managerial access to the timecard and inventory data. / WC_321 / 2
Must / CR-7: Administrator is allowed to set user permission level and change passwords. Mangers allowed to access data. / WC_998 / 2
Must / CR-8: Data available over the web / WC_310 / 1
Must / CR-9: Compatible functionality on Internet Explorer and Firefox / WC_324 / 3
Must / CR-10:System must run on the existing CRCD windows server / WC_308 / 1
Want / CR-11: Interface: consist with brand colors (functionality more important) / WC_323 / 3
Could / CR-12: Inventory system starts with one month history. / WC_1001 / 3
Must / CR-13: Inventory Management System pulls user login and employee information from the Timetrex database. / WC_1152 / 1
3. Risk Assessment
Table 3: Risk Assessment
Risks / Risk Exposure / Risk MitigationsPotential Magnitude / Probability Loss / Risk Exposure
Client coordination / 9 / 9 / 81 / Plan meeting in advance as much as possible. Hold meetings over the phone. Keep the teaching staff in loop.
Information Security / 7 / 2 / 14 / Limit data access to Managers and Administrators. Makes users log in with passwords (require upper-case letter and number in password). Scrub user inputs to prevent SQL insertion.
Data Storage and Security / 2 / 2 / 4 / The data is going to be very secure since it would be accessible onlythroughtheir serversatthe port which they are going to make public. So first of all it won’t be a searchable address. Secondly, we have this authorization and authentication mechanism in place.
4. NDI/NCS Feasibility Analysis
4.1 Assessment Approach
After compiling a list of NDI component candidates and deciding on the evaluation criteria, a decision matrix will be built and additive weighting will be applied to determine the best alternative.
4.2 Assessment Results
4.2.1 NDI/NCS Candidate Components (Combinations)
These are the critical functions that might be provided by NDI software. Timecard data needs to be captured and stored and Managers need the ability to approve and run reports. At the end of the week the Timecard data for all the employees needs to be transferred to ADP, who processes the Payroll for CRCD. So a compatible export to ADP will be a critical component. Lastly, inventory management for the Paint, Tools, and Trucks could probably be handled by a web-based database system.
Table 4: NDI/NCS Products Listing
NDI/NCS Products / PurposesPacific Timesheet / Record Timecard data, allow Managerial oversight, export to ADP. Per user fees
Replicon Web Timesheet / Record Timecard data, allow Managerial oversight, export to ADP. Per user fees
Tenrox Time Tracking / Record Timecard data, allow Managerial oversight, export to ADP. Per user fees
Timetrex
www.timetrex.com / Record Timecard data, allow Managerial oversight, export to ADP. Free
ADP TotalSource / Allow Managerial oversight (no need to export to ADP). Already paid for by CRCD
Inventory Management Software
http://linux.softpedia.com/get/Information-Management/Inventory-Management-Software-2821.shtml / Inventory Management.
4.2.2 Evaluation Criteria
All of the NDI components will be judged based on 4 criteria: Price, Compatibility, Ease of Use, and Functionality. These are all very important, with price being the biggest constraint for a non-profit organization.