List three requirements for each of the areas shown in I and II. Then, create two diagrams

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Question:

List three requirements for each of the areas shown in I and II. Then, create two diagrams to illustrate the scope of the system: the context diagram and the use case diagram. Then, create the data flow diagram to illustrate the flow of the inputs and outputs listed as functional requirements in section I. You should then select a process or process step (from those listed in section I.b - processing requirements) that has some decision associated with it to create the three process models listed below. The same process/process step will be used for all three of the process models; they are just different ways to represent the process and the decision involved

How the requirements should be structured as an outline that each of them need to be more in depth:

Requirements Specification

Background: First, provide a brief description of your proposed system to establish the context for the Requirements Specification.

I. Functional Requirements. The input-processing-output requirements must relate to each other. Start with three outputs you expect from the system, then determine what inputs are needed to create each of those outputs, and finally specify what processing needs to occur for each input to create the output. At least one of your processing requirements must have a decision associated with it so it can be used for the Process Models below. You should have a complete statement for each requirement, and each requirement should be numbered within the category. Introductory paragraph and list of 9 inter-related requirement statement.

Another source of ideas and concepts is: http://www.slideshare.net/ALATechSource/sample-project-requirements-document-library-blog]

a. Output requirements. List three different reports, results of a calculation, or other outputs.

i. Output #1

ii. Output #2

iii. Output #3

b. Input requirements.

i. List the main data elements required to create output #1

ii. List the main data elements required to create output #2

iii. List the main data elements required to create output #3

c. Processing requirements (at least one must have a decision associated with it)

i. Processing required to create Output #1

ii. Processing required to create Output #2

iii. Processing required to create Output #3

II. Technical Requirements (introductory paragraph and 3 requirement statements listed for each area below)

a. Security requirements

b. System control requirements

c. Performance requirements

d. Business continuity requirements (backup, restart, recovery)

III. System Scope Diagrams (introductory/explanatory paragraph and 2 diagrams) [a good explanation and

example is at http://www.jamasoftware.com/blog/defining-project-scope-context-use-case-diagrams/

Context Diagram [explanation in Conger, p.228; use example in Conger, p.229. Figure 7.2 in the below link https://drive.google.com/file/d/1PUwJIf75zag1xv9LgCjxXCldEHltYeAI/view?usp=drive_link
Use Case Diagram [use example in weblink above]

IV. Data Flow Diagram (introductory/explanatory paragraph and diagram) [Week 4 Content module and weblinks]

Data Flow Diagram [explanation in Conger, p.228; use example in Conger, p.230, Figure 7.3; use the tips located in the assignment folder (DFD_Tips.pdf)]

V. Process Models (introductory/explanatory paragraph and 3 items below)

a. Structured English [use example in Systems Analysis Course Module, Process Description Tools]

b. Decision Table [use example in Systems Analysis Course Module, Process Description Tools]

c. Decision Tree [use example in Systems Analysis Course Module, Process Description Tools]

Case Study Below

Introduction
This case study will be used for a series of staged assignments. It should be thoroughly read and understood prior to working on any of the assignments.

Setting
Precision Electronic Parts (PEP), Inc., is a small private business that has retained you to assist in the development of a new billing and payment system and associated processes.

Background
PEP is a small, private specialized electronics company in Kansas. For the past 20 years, it has manufactured a wide range of precision electronic components and replacement parts for medical equipment used in hospitals, doctor's offices, and pharmacies. Last year, the company began building and delivering custom low voltage motors that reduced electricity costs and made older medical equipment more environmentally friendly. More recently, PEP has added a new line of more efficient low voltage motors that can be used in precision equipment outside the healthcare industry.

As a result, PEP is experiencing significant increases in orders for the motors. The manufacturing facility
has been expanded, and the sales and marketing teams have been enlarged. All of this is straining the Ordering & Shipping Department and the Inventory Management Department, which have received no increase in personnel. They are meeting the challenge, but the Executive Leadership Team (the CEO,
COO, CFO, and CIO) know that they are only treading water. The Finance Department, however, is getting further and further behind in their invoice, billing and payment processes. The Business Administration Department has stepped up to the task, but is at the breaking point.

IT Steering Committee
The IT Steering Committee (ITSC) at PEP is comprised of the Executive Leadership Team, the Senior Vice President and Vice President.

• Carolyn West is the Chief Executive Officer (CEO). She has been at the company for 11 years. Carolyn
has a background working for and managing electronics companies. Like most CEOs, Carolyn is focused on the strategic and long-term business health of PEP. She chairs the IT Steering Committee. Carolyn and the committee members jointly make decisions about IT systems and major organizational business process changes.

• Tim Uduak, Jr. is the Chief Operating Officer (COO) and the son of founding partner Tim Uduak, Sr. Tim has been around the company since its inception in one capacity or another, except for four years of college and a 3-year break to startup his own company. When his startup failed, Tim came back to PEP as the SVP, Engineering & Manufacturing Operations. Last year, he was promoted to COO. While Tim has a strategic focus and is not technology averse, he prefers to solve business challenges with processes rather than information technology.

• Karl Manley is the Chief Financial Officer (CFO). He has been with the company for 9 years. Karl has a background in accounting and finance, and is a certified public accountant (CPA). He tends to focus on the company's financial health to the exclusion of all other business concerns.

While Karl is technology fluent, he resists new IT purchases unless there is a clear and direct connection made between the technology investment and improving the company's financial profile. The Director, Accounts Receivable (Mary Winston) and the Director, Accounts Payable (Amy Dole) report to the CFO, and together are responsible for the financial operations of the business.

• Mark Temple is the Chief Information Officer (CIO) and head of the IT Department. He provides all IT services to PEP. Prior to being hired as the CIO, Mark was an IT manager at a large multi-national corporation responsible for providing IT services to their offices from the headquarters in Lincoln, Nebraska. While in that position, Mark participated in very structured IT processes, and developed an appreciation for working with the operational and management divisions to ensure success of IT projects. When he arrived at PEP, he advised the CEO, COO and CFO that an IT Steering Committee could help ensure they pursued the most beneficial IT projects. He is your primary point of contact for dealing with PEP in analyzing their processes and systems.

• Susan Black is the Senior Vice President (SVP), Engineering & Manufacturing Operations and is Tim's replacement. Susan has worked for the company for 13 years. She started as a Senior Engineer, and after six years was promoted to Director, Engineering, where she spearheaded the successful research and development of the low voltage motors.

Susan is a champion of information technology as long as it is clearly focused on the core business.

• Jason Udo is the Vice President (VP), Business Administration. He oversees all departments, except Engineering & Manufacturing, Finance, and IT. His responsibilities include key support functions such as Sales, Marketing, Ordering & Shipping, Inventory, and Human Resources.

The ITSC has adopted the IT governance processes recommended by the CIO. They review proposals for IT investments and determine where to invest their limited funds. Each of the members has particular areas of interest, but all of them are focused on reducing the overall cost of running the business, increasing sales, and managing the cost of IT for the company. The ITSC has established a series of checkpoints at which they make go/no-go decisions on IT projects. At these decision points the following documents are reviewed by the ITSC:

 Preliminary Investigation Report - describes the problem/opportunity, identifies benefits of a new system, and reports on various aspects of feasibility of the proposed project.

 Requirements Specification - documents the requirements to be fulfilled by the proposed system. This is the one I need assistance on.

 Systems Design Specification - translates the requirements into a logical design for the proposed system.

 Final System Report - compiles previous documents and lays out the way ahead if the project is approved and funded.

As each report is approved, work on the following step begins. This controls the amount of time and effort put into a request for a system. For example, if the Preliminary Investigation Report is not accepted by the ITSC, no further work is performed on the system proposal.

Overall Task of this Case Study
You are an independent Business and IT Systems Analyst, specializing in developing IT solutions for small business needs. You have been contracted by the CIO to prepare the documentation required for the ITSC as they consider replacing the information systems associated with operations, business administration, and finance. Due to the backlog in the billing and payment processes, the ITSC wants to start by replacing the current customer billing and payment system and processes.

However, the ITSC requires assurance that a new billing and payment system and processes can be interfaced with other
new IT systems and updated business processes as needed. While there is currently no money in the budget allocated to replacing or upgrading these systems, the executives are committed to moving the company forward and improving PEP's ability to manage its growing business efficiently and effectively.