Assignment Specification
\nCourse\/Programme BSc (Hons) Computing
\nModule Code SWE5206
\nModule Name Systems Analysis and Design
\nAssessment Number 1
\nAssessment Type and weighting Case Study (20%)
\nAssessment Name Information Systems Analysis Design Project
\nIssue Date 09\/02\/2022
\nAssessment Submission Date 04\/03\/2022, 23:59
\nLearning Outcomes Assessed
\nLO2: Investigate, document and understand an information system
\nScenario
\nCase Study: Auto Repair Garages
\nAuto Repair Garages is a family run business of four brothers \u2013 Alan, Mario, Paul and Ian. The business
\nrepairs cars, carries out services, offer MOT certificates and specific parts can be purchased from some
\nof the garages by customers, not necessarily customers who have booked their car in for a job. There
\nare four garages:
\n\u2022 Auto Repair Leeds
\n\u2022 Auto Repair London
\n\u2022 Auto Repair Bolton
\n\u2022 Auto Repair Edinburgh
\nCustomer loyalty is important to Auto Repairs and the company work very hard to retain their existing
\ncustomers by offering competitive stock prices, labour costs as well as providing a good customer
\nsatisfaction level, and are hopeful by word of mouth, this will help to attract new customers. It is a
\ncompetitive business as some of the garage locations do have rival garages which are located relatively
\nclose by.
\nEach garage has a PC and printer and is responsible for their own bookings. Customers can ring or call
\nby in person to make a booking. Each garage has their own preferred way of recording the bookings
\nand keeping records relating to the bookings, such as customer details, description of what the car is
\nbooked in for and printing out invoices. There is no automated system for recording bookings as these
\nare done manually and recorded in a works diary\/book kept by each garage
\nA shared stock system is being used by all garages, however, after completing jobs and a physical
\naudit, it is clear the stock numbers being held by the system do not match to the actual stock on site
\nfor all garages. The recent stock take (6 months ago) revealed stock levels were 30% lower than what
\nwas stored within the stock system, all garages have felt the impact of this at some point, where a car
\nhas been booked in for a repair and the part is out of stock on the shelf but showing in the system.
\nThe current system is slow and occasionally crashes when more than one person accesses the system
\nat the same time. A job card is completed manually by the Technician for each booking, this is then
\npassed to the Admin Helpant once the job is complete. The job card will show details of the work
\ncarried and will show the parts that have been used. The Admin Helpant is responsible for updating
\nthe stock records for parts which have been used and prints out an invoice for the customer, the job
\ncard is then filed in a cabinet.
\nEach garage employs: four-six Technicians, one Admin Helpant and occasionally an Apprentice. Each
\ngarage is managed by one brother. Although the Technicians report they are happy within the
\nbusiness and are treated like family, staff turnover can be an issue, as the Technicians can get a better
\nrate of salary moving to a larger business and\/or well-known established groups i.e. BMW, VW and
\nKIA.
\nBateman Financial services keep ledgers and prepare accounts using a standard but outdated
\naccountancy package. They are also in charge of calculating the wages. All employees are paid weekly
\nusing a handwritten cheque. Each garage Admin Helpant must confirm the hours worked by each
\nemployee by email each week, this is sent to Batemans. Sometimes there is an issue, where some
\nTechnicians may have worked overtime, and this is sometimes not included in the email sent that
\nweek by the Administrator and is then paid in the next week\u2019s wage slip. The Admin Helpant at each
\ngarage total\u2019s the business takings each day per week using the job cards, this is sent by email to
\nBatemans, weekly.
\nAuto Repair Bolton was the first garage established by Harold (father of the brothers) founder of the
\nbusiness and is also the Group Director, Harold retired from the day to day running of the garage and
\nthis branch has been managed by the eldest brother Alan for over 10 years. The Bolton branch has a
\nwell-established list of customers and has six ramps meaning that six cars can be booked in at one
\ngiven time. It is reported that customer satisfaction has decreased over the last couple of years and
\nstaff retention has been quite high. Alan has reported that he has the capacity to employ six
\nTechnicians, however, due to a new VW group opening only down the road, two of the technicians
\nhave already left to work at the new company and is blaming the drop in customer satisfaction due to
\nlow staff levels and not being able to meet targets in relation to the booking of cars. It was also
\nreported that there has been double bookings or incidents where customers had phoned to book their
\ncar in for a job, but this was not recorded in the diary, some customers were angry at the fact they
\nturned up to be turned away.
\nAuto Repair Leeds is one of the newest established garages and is managed by brother Mario. This
\nbranch has benefited from the local competitor going out of business over the last year and has had a
\n40% increase in customer bookings. This garage has four ramps and four Technicians; however, due
\nto the increased number of new customers, four ramps is proving not enough therefore the
\nTechnicians are working overtime most weeks and the garage is having to operate for longer hours
\nthan previously before. The customer satisfaction has been reported to a good level, however, some
\nof the staff are feeling very tired and Mario reported at the last board meeting, he has concerns as to
\nwhether staff can carry on working these long hours. This garage is the second largest out of all
\ngarages and has quite a bit of land.
\nAuto Repair London is managed by the youngest brother Ian. The garage has four ramps but find that
\nmostly two ramps are mainly being used at one given time. There are three Technicians and one
\napprentice employed. Business is just ticking over, Ian has found that bookings have declined over
\nthe last couple of years, and this is blamed on the fact that London is an expensive area to drive in and
\nout of due congestion charges and therefore thinks customers are most likely ditching their cars and
\nusing public transport. The rates and overheads are a lot higher for this garage in comparison to the
\nother three, over the last three years, the rates have increased dramatically, mainly due to its location
\nas it is situated on the border of the city centre. Ibrahim who acts on behalf of the group\u2019s solicitor
\nhas suggested selling this property and re-locating, however, there would be a loss on how much the
\nproperty is worth now compared to how much it was purchased for as the area has become run down
\nand lots of other business have either moved or gone into liquidation.
\nAuto Repair Edinburgh is managed by Paul located quite a few miles away from the city centre. This
\ngarage is unique as it sells parts to customers as well as doing repairs, services and MOTs. At the last
\nboard meeting it was reported that over the last 6 months, this garage has made a good profit, but
\nthis relates more to parts being sold rather than bookings. There has also been reports that stock
\nreplenish is sometimes an issue when bookings are high as the Technicians often find that parts are
\nnot on the shelf, although the computerised stock system states they are. This can then have a knock\u0002on effect on a job taking longer as they are waiting for parts to be delivered, this also frustrates the
\ncustomers. This garage is the smallest and only has three ramps, but all ramps are mainly used at any
\none given time and bookings are steady. This garage is in a remote leafy suburb, there are no other
\ngarages for at least 20 miles and customers heavily rely on a car due to lack of public transport.
\nAlthough all garages will book a customer\u2019s car in for an MOT, none of the garages or staff are certified
\nin this area. Auto Repairs must rely on prepping the car and then taking this to their local MOT
\nprovider. This can be costly and time consuming as the MOT centre in some areas such as Edinburgh
\nand Leeds are a good 20-30 minutes\u2019 drive away and the price of the MOT does differ per centre, this
\nis a cost the company cannot pass on to the customer as they must be consistent with the price of an
\nMOT at all garages. The other issue is that one of the mechanics must take the car to the MOT
\nprovider, meaning they are away from the garage, sometimes for a period of 60-80 minutes.
\nAuto Repairs board of Directors is chaired by:
\nGroup Director:
\nHarold Higginbottom
\nThe directors are:
\nAlan Higginbottom for Bolton Auto Repairs
\nMario Higginbottom for Leeds Auto Repairs
\nIan Higginbottom for London Auto Repairs
\nPaul Higginbottom for Edinburgh Auto Repairs
\nTwo Professional advisors:
\nLucas Bateman (Accountant)
\nIbrahim Patel (representing the group\u2019s solicitor)
\nThe board meet up fortnightly via Zoom to discuss:
\nBookings
\nCustomer satisfaction
\nCompetitors
\nProfit and Loss for all garages
\nStock and Suppliers
\nThe board meetings can sometimes get a little heated, the professional advisors are sometime
\noutnumbered by family members. Ian can be outspoken at the meetings and feels that he has the
\nshort straw as he is the youngest brother and was the last brother to inherit his garage. Alan who has
\nbeen a company director and Manager longer than any of his brothers is set in his ways and does not
\nadapt well to changes or new suggestions.
\nIt is sometimes difficult to get a true picture of the discussion points as none of the brothers are
\ncomputer literature, they may jot a few figures down a sheet of paper to present at the meeting.
\nTask
\nYou have been tasked with undertaking a Systems Analysis with the aim of providing the board with
\nmore accurate management information which allow them to accurately assess the profitability of the
\ngroup.
\nBe aware that there may be other information which may inform your decision that you may need to
\nobtain. You will have the opportunity to put forward further questions to the board members for
\nfurther clarification.
\nDeliverables
\nTask 1: LO2 (20% weighting)
\nYou are to analyse the Case Study and produce a feasibility study for the proposed system which
\nshould include a justified conclusion.
\nThis should be presented as a word document and submitted to the relevant submission link in the
\nMoodle page.
\nSources\/Referencing
\nAt HE5, it is expected that the Reference List will contain between ten and fifteen sources. As a MINIMUM
\nthe Reference List should include two refereed academic journals and four academic books.
\nAvoid cutting and pasting phrases\/paragraphs, you are to paraphrase throughout your work, and this
\nshould be fully cited and referenced using Harvard.
\nGuidelines for the Preparation and Submission of Written Assessments
\n1. Written assessments should be word-processed in Arial or Calibri Light font size 12. There
\nshould be double-spacing and each page should be numbered.
\n2. There should be a title page identifying the programme name, module title, assessment title,
\nyour student number, your marking tutor and the date of submission.
\n3. You should include a word-count at the end of the assessment (excluding references, figures,
\ntables and appendices).
\nWhere a word limit is specified, the following penalty systems applies:
\n\u2022 Up to 10% over the specified word length = no penalty
\n\u2022 10 \u2013 20% over the specified indicative word length = 5 marks subtracted (but if the
\nassessment would normally gain a pass mark, then the final mark to be no lower than the
\npass mark for the assessment).
\n\u2022 More than 20% over the indicative word length = if the assessment would normally gain
\na pass mark or more, then the final mark will capped at the pass mark for the assessment.
\n4. All written work should be referenced using the standard University of Bolton referencing
\nstyle\u2013 see: https:\/\/libguides.bolton.ac.uk\/resources\/referencing\/
\n5. Unless otherwise notified by your Module Tutor, electronic copies of assignments should be
\nsaved as word documents and uploaded into Turnitin via the Moodle class area. If you
\nexperience problems in uploading your work, then you must send an electronic copy of your
\nassessment to your Module Tutor via email BEFORE the due date\/time.
\n6. Please note that when you submit your work to Moodle, it will automatically be checked for
\nmatches against other electronic information. The individual percentage text matches may be
\nused as evidence in an academic misconduct investigation (see Section 13).
\n7. Late work will be subject to the penalties:
\n\u2022 Up to 7 calendar days late = 10 marks subtracted but if the assignment would normally
\ngain a pass mark, then the final mark to be no lower than the pass mark for the
\nassignment.
\n\u2022 More than 7 calendar days late = This will be counted as non-submission and no marks
\nwill be recorded.
\nLate submission of assessments on refer and those which are graded Pass\/Fail only, is not
\npermitted. Students may request an extension to the original published deadline date as
\ndescribed below.
\n8. In the case of exceptional and unforeseen circumstances, an extension of up to 14 days after
\nthe assessment deadline may be granted. This must be agreed by your Programme Leader,
\nfollowing a discussion the Module Tutor. You should complete an Extension Request Form
\navailable from your Tutor and attach documentary evidence of your circumstances, prior to
\nthe published submission deadline.
\nExtensions over 14 calendar days should be requested using the Mitigating Circumstances
\nprocedure, with the exception of extensions for individual project ( help with nursing paper writing from experts with MSN & DNP degrees)s and artefacts which, at the
\ndiscretion of the Programme Leader, may be longer than 14 days.
\nRequests for extensions which take a submission date past the end of the module (normally week
\n15) must be made using the Mitigating Circumstances procedures.
\nSome students with registered disabilities will be eligible for revised submission deadlines. Revised
\nsubmission deadlines do not require the completion extension request paperwork.
\nPlease note that the failure of data storage systems is not considered to be a valid reason for an
\nextension. It is therefore important that you keep multiple copies of your work on different
\nstorage devices before submitting it.
\nAcademic Misconduct
\nAcademic misconduct may be defined as any attempt by a student to gain an unfair advantage in any
\nassessment. This includes plagiarism, collusion, commissioning (contract cheating) amongst other
\noffences. In order to avoid these types of academic misconduct, you should ensure that all your work
\nis your own and that sources are attributed using the correct referencing techniques. You can also
\ncheck originality through Turnitin.
\nPlease note that penalties apply if academic misconduct is proven. See the following link for further
\ndetails: https:\/\/www.bolton.ac.uk\/student-policy-zone\/student-policy-zone-2021-2022
\nMark Scheme
\n0-39 40-49 50-59 60-69 70+
\nFeasibility Study Inadequate\/not
\npresent\/no arguments
\npresent
\nSome Evidence of
\nanalysis
\nAnalysis against
\nrelevant domains
\nAnalysis clearly
\nreferences all domains
\nAnalysis clearly
\nreferences all domains
\nand decision is based
\non analysis
\nReferencing Incorrect or not
\npresent when
\nrequired
\nReferencing
\ncorrect where
\nrequired, some
\nunsupported
\nassertions
\nReferencing correct
\nwhere required most
\nassertions supported
\nReferencing correct
\nwhere required all
\nassertions supported
\nAll required
\nreferencing
\nis correct.
\nPresentation Spelling
\nerrors\/grammar
\nerrors\/ lack of
\npage numbers\/ not
\nin appropriate
\nformat
\nBasic level of
\npresentation\/
\nsome errors
\nAcceptable
\npresentation\/includes
\npage numbers\/
\nheadings
\nGood Standard of
\npresentation\/
\nappendices\/table of
\nfigs
\nProfessional Standard
\nof
\npresentation
\n—
\nSample Answer:
\nThe Feasibility Study For Implementing An Information System At Auto Repair Garages<\/p>\n
Introduction
\nIn the automotive industry, there are immense pressures on organizations to implement information management systems due to the demons of the modern world (Molneryd, 2007, 12). Therefore, as these organizations look to implement the systems, the process will entail a System Development Life Cycle. One important part of this process is conducting a system analysis after collecting and analysing the requirements (Tilley and Rosenblatt, 2016). This system analysis phase would have different kinds of analysis conducted, with one of the major ones being a feasibility analysis.
\nThe feasibility analysis is focused on measuring how beneficial or practical the information system will be in an organization. In this case, the feasibility study will look into the viability of having an integrated information system at Auto Repair Garages with the emphasis on identifying the potential challenges and the attempts to obtain answers to one primary question. Notably, the organization is focused on attaining customer loyalty and retaining their existing customers due to competitive garages found within their proximity. Apart from quality services, it aims at providing competitive stock prices, labour costs and a good customer satisfaction level. They hope that through word of mouth, they can be in a position to attract new customers. The question is whether this project ( help with nursing paper writing from experts with MSN & DNP degrees) idea will work and whether the organisation should proceed with its implementation.
\nThe Current Systems Operations At Auto Repair Garage
\nAuto Repair Garages are currently operating through a manual system being operated differently in the four business branches that make this entire entity. Generally, each garage will record its client’s booking manually in a works diary or book kept in the garage. Each garage prefers following their preferred way of recording customer bookings and maintaining respective records such as client details, car descriptions, and printed invoices.
\nThe company has a shared stock system used by all garages. However, there are mismatches between the large stock numbers and the actual stock on-site, with the last stock audit indicating a 30% lower amount stored than what it input in the stock system. These mismatches affect the garage’s operations, especially when a car is booked to be repaired. Still, the needed items youtube of stock is discovered yet not reflected on the system. The stock system is slow and crashes regularly, especially when two users use it simultaneously. Also, not all operations are automated, including the manual completion of a job card by a Technician for every booking before it is passed to the Admin Helpant after completing a job. The latter will update the stock records fr parts users and print the invoice to the customer before the job card is stored in the cabinet.
\nAnother system issue arises from the staff turnover rates, which arise from the better remuneration offered by the company’s competition. The technicians have no problem being satisfied with the job as they receive family-like treatment. Its ledgers and accounts managed by Batman Financial Services are still following a standard but outdated accountancy package. Sometimes, the organization misses out on recording the working hours for the technicians properly such that overtime hours fail to be captured in the email sent by the Admin Helpant.
\nThe garages have no certified staff, nor are they certified, forcing them to take cars to the moval MOT providers, which is very costly and time-consuming. The customer’s cost cannot be added since its prices need to be consistent in all garages. Another issue is that the board meetings rarely have amicable conclusions as the family members normally outnumber the professionals. The Brothers running the garages are computer illiterate, which normally hampers the discussions.
\nRegarding the challenges faced by each business branch, Auto repair Bolton has seen a decline in customer satisfaction level and a decrease in its staff retention. Its booking processes are not streamlined such that double bookings are on the rise, and some bookings fail to be recorded when the clients call the garage for booking purposes. Auto Repair London is experiencing a decline in bookings, higher rates, and higher overheads than the three units. Auto repair Leeds is dealing with insufficient capital resources, specifically its ramps. The garage has seen an increase in customer numbers. Still, the limited number of ramps is inadequate to serve the clients. Workers are forced to work overtime, and the garage has to operate longer hours which affects the productivity and efficiency levels of the workers and the garage as a whole. Auto Repair Edinburgh is dealing with stock replenishing issues such that technicians will find that they have no parts for cars already booked for repair, which can be frustrating for the clients and technicians.
\nFeasibility Analysis for an Information system At Auto Repair Garage
\nImplementing an effective information system at the organization requires a feasibility analysis to determine how viable this solution will be in handling the challenges the organization and its units are currently facing. This analysis considers its operational feasibility, technical feasibility, economic feasibility and schedule feasibility (Oh and Ha, 2006, 305).
\nOperational Feasibility
\nAccording to Hardcastle (2008), for an information system to be operationally feasible, the system needs to be in a position to perform in the required speeds, volume, usability and reliability parameters (29). This would also mean running as part of the work patterns in the organization. Implementing an information system at the Garage will bring instant automation to the normal daily routines to give the company a competitive edge due to the efficiency levels that it can obtain (Molneryd, 2007, 35). The information systems will automate customer bookings, stock keeping, employee attendance and working hours, and accounting services with the contracted financial consultant. An information system will automatically manage the stock inventory such that any stock that comes in and out of the inventory is pointed out. Thus the process keeps tabs on the parts available in their storage units such that it ensures they can purchase anything that is needed. The technicians could check whether particular parts are available and call for their replenishment before clients arrive to repair their cars. Ultimately, the technicians will promptly repair the cars, which is beneficial to customers who do not waste time repairing their cars.
\nThe end-users, the company’s management, specifically the admin Helpant, the technicians, the financial consultant, and even the clients who could book garage services online will most likely like the move to automating the services. Avoiding conflict towards the change to an automated system will be done by carrying out awareness programs (Karimi et al., 2007, 225). Carrying out training sessions for the company’s management and employees will be necessary for each of them to understand why this system is necessary. The awareness is especially necessary for family leaders who are not tech-savvy. They will be equipped with the basic skills and knowledge needed to interact with the information systems and see how they are run (Tiwana et al., 2003, 248). Ultimately, the information system is an operationally feasible option as it will handle the operational challenges currently faced with manual operations.
\nTechnical Feasibility
\nThis measures the practicality of implementing an information system in auto repair garages and the availability of technical resources and expertise (Jeddi et al., 2016). The successful implementation of their information system will depend on how familiar the users are with the technology. Currently, each garage does have a PC and a printer for their bookings. The users do understand the possibility of automating some activities. This makes the project ( help with nursing paper writing from experts with MSN & DNP degrees) less risky since the development team uses a standard development tool and hardware environments. The development process will need to incorporate the users, specifically the technicians, to be more familiar with the process, which increases their involvement levels.
\nIn this case, the technicians understand how burdensome manual operations can be, especially in their line of work. Providing them with a solution that will not require them to manually record the bookings, repairs working hours, and even the requirements will concentrate on their core functions at the garage. The streamlined services will increase customer satisfaction, bringing in their loyalty and a competitive edge over their competition (Peppard and Ward, 2004). Regarding resources, the company will need to invest in a better software system for their business that can be integrated even into personal devices before purchasing more digital devices. The investment in secure software systems that technicians could also use in their devices will help make it practical to have it in the organization.
\nThe Economic Feasibility
\nThis analysis considers how cost-effective this project ( help with nursing paper writing from experts with MSN & DNP degrees) will be for the company. The focus is whether it will pay for itself and the profits to be obtained from the project ( help with nursing paper writing from experts with MSN & DNP degrees). As indicated earlier, this company has been seeing an increase in its overheads while its profits have been declining as clients in many of the garages to their competitors. Nevertheless, it would be economically feasible to implement an effective information system for running its operations (Richardson and Johnson, 2015). This is because the benefits will violently outweigh the costs incurred. In this case, implementing the information system will incur the purchasing costs and its maintenance. Its initial cost is normally costly, especially when looking for a quality system. Its maintenance can be expensive, considering that the company needs to keep running seamlessly.
\nThe cost-saving benefits that the garage will obtain from the system will come from the less-paper work done, proper stock management of their inventories, streamlined communication between the clients and the garages and also with the financial consultant and the administrative running costs will reduce remarkably, through the system, the organization will avoid purchasing any inventories that are no longer required in the company, and avoid telephone calls with clients as bookings are made online with an Helpant able to guide them. The information system will provide improved service-level benefits through streamlined operation, especially with the customers being satisfied with how fast and efficient the operations have become. The organization will also have improved information benefits since the system provides information needed to make better-informed decisions (Tarafdar and Qrunfleh, 2017, 7). This information will guide the garage to understand where the repair services are profitable and where the parts sales are profitable such as at the Edinburgh unit. Subsequently, the company will invest accordingly, which entails ensuring a garage that excels in repair service has all the capital resources such as ramps and spare parts required. The garage excelling in sales should have a stock inventory that satisfies the demands of its clients. These benefits will outweigh the costs incurred during implementation, making this solution a feasible approach for their challenges.
\nThe Schedule Feasibility
\nThe information system needs to be measured to align with the work patterns of the garage. Considering that the organization already has simple hardware systems, it only needs to purchase the software systems and train its users. The seamless integration may take 60 days to be fully installed and users well versed with the system\u2019s operations. Notably, this cannot impede the garage since the implementation process could be done in real-time. The development must include all staff from the top management to the junior technicians to ensure everyone understands the system’s running and can learn how it is used.<\/p>\n
Reference List
\nHardcastle, E., 2011. Business information systems. Bookboon.
\nJeddi, F.R., Hajbaghery, M.A., Akbari, H. and Esmaili, S., 2016. Technological feasibility of a nursing clinical information system. Electronic Physician, 8(9), p.2942.
\nKarimi, J., Somers, T.M. and Bhattacherjee, A., 2007. The role of information systems resources in ERP capability building and business process outcomes. Journal of Management Information Systems, 24(2), pp.221-260.
\nMolneryd, S., 2007. A Feasibility Study for Implementing an Information Management System in Electrical & Electronics Systems Engineering at Volvo Car Corporation. KTH Industrial Engineering and Management.
\nOh, S.Y. and Ha, D.Y., 2006. A case study on feasibility analysis of business information systems investment using AHP. Journal of information technology applications and management, 13(4), pp.303-319.
\nPeppard, J. and Ward, J., 2004. Beyond strategic information systems: towards an IS capability. The Journal of Strategic Information Systems, 13(2), pp.167-194.
\nRichardson, J.W. and Johnson, M.D., 2015. Financial feasibility analysis of NAABB developed technologies. Algal research, 10, pp.16-24.
\nTarafdar, M. and Qrunfleh, S., 2017. Agile supply chain strategy and supply chain performance: complementary roles of supply chain practices and information systems capability for agility. International Journal of Production Research, 55(4), pp.925-938.
\nTilley, S. and Rosenblatt, H.J., 2016. Systems analysis and design. Cengage Learning.
\nTiwana, A., Bharadwaj, A. and Sambamurthy, V., 2003. The antecedents of information systems development capability in firms: a knowledge integration perspective. ICIS 2003 Proceedings, p.21.<\/p>\n","protected":false},"excerpt":{"rendered":"
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