BNCC Information System - Problem Analysis

BNCC Information SystemProblem Analysis Report

April 14, 2002Sasmito Adibowo

Wiratna Sari WigunaYusri

Arcle Technologies

SIMPLE RELIABLE SOLUTIONS

Project Name: BNCC Information System Document Title: Problem Analysis Report

BNCC-study.wpd Page 2 of 25

Table of Contents

About This Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Project History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Project Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Report Contents and Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Investigation Procedures and Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Overview of Current Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8System Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8System Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Analysis of the Current System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Analysis Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Problem and Opportunity Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24System Improvement Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Recommendation and Proposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Schedule for Completion of Requirements Analysis Phase . . . . . . . . . . 25

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25



1 About This DocumentThis report presents the detailed findings of our team's investigation of yourcurrent BNCC system. The analysis were performed to provide a solidground on which to design the new computerized BNCC Information System,code-named Buncis. We also update our ideas for solutions (to be furtherinvestigated in the next phase). Finally, this report outlines our proposal ofthe procedures and schedule to be followed for the next two phases of theproject. If you find any discrepancies or misconceptions, please bring themto our immediate attention. We will schedule a formal meeting to discuss thecontents of this report.

1.1 Project HistoryBNCC is a Student Activity Unit which operates under the consent of BinaNusantara University. It is organized as a club that focuses on computer-related interest groups. It accepts approximately 300 new members yearly,most of which are first-year undergraduate students. Its activities includetutoring, member meetings, annual publications, visitations, contests,seminars, expositions, and research. Its major revenues come from theyearly members' fees and alumnus' donations.

At the core of BNCC lies a committee which organizes all of its activities. Thecommittee is divided categorically into several major divisions, and each ledby a Division Chair. Each of the chairs is organized horizontally andanswers directly to the General Chair.

The need for an information system was communicated in a meetingconducted by Faran Gunawan, the present coordinator of Fave Club. FaveClub recognizes that the increasing number activities performed by BNCCand likewise the number of members involved in it poses a growing load toits core committee. In order to provide a better service for its members,BNCC requires a strong information system to back its daily activities.

The current information system employed by BNCC is majorly a manualsystem. The uses of computers are limited in the creation and storage offree-form documents and tables. Those documents and tables are created asfiles by standard office applications – such as word processing, spreadsheet,and file-based database software. There are no provisions to imposestructure to those data, which creates difficulties in assessing informationfrom those data. This ad-hoc system – although has been used for asignificant amount of time – has impeded the performance of BNCC inservicing and maintaining its members.

While Fave Club has the necessary programmer human resource to performthe implementation of an information system, it lacks an analyst to complete



the system specification. That is why Sasmito Adibowo was directed byFaran Gunawan to assist in developing the system.

It is recognized that analysis and design of such system to be a nontrivialtask. This fact requires that a team should be formed in order to increase thequality and speed of the analysis and design processes. The team nowincludes Wiratna Sari Wiguna and Yusri which will participate in theanalysis and design to build the new Buncis system. These individuals havedemonstrated their trustworthiness and competence to Sasmito Adibowo ina previous project. In addition, they also expresses their interest in thisproject.

1.2 Project ScopeThe following is a definition on the scope of the project:

• The focus of the project is on core member and activity managementfunctions.

• The final specification and design should result in a system that can beminimally implemented and run, and then incrementally expanded as theneed arises.

• Several complex functions such as financial and asset management thattypically present in most ERP systems will be deliberately omitted fromthe project. The design and implementation of such systems will requirean additional problem domain expert and will demand a significantincrease of the expertise of the system analyst.

The following are the business functions that will be addressed by theproject. The list is ordered on the importance of the development of anautomated information system for the corresponding business function. Each item in the list is accompanied by a brief description on the aspect ofthe new system in correspondence with the associated business function.

1.2.1 Member ManagementBNCC possesses a large pool of members. Additionally it receives newmembers yearly, most of which are first-year Bina Nusantara undergraduatestudents. Each of the activities of BNCC revolves around, and for, this poolof members.

The member-management functionality of the new system will allow thestorage and retrieval of member data. It will also need to gather data whichwill aid in providing performance appraisal information of each member.

1.2.2 Document Storage and RetrievalMost of BNCC's activities are documented in some way. The form of thedocumentation varies and may range from inter-staff memos, proposals,correspondence, announcements, and other free-form documents.



A method is required to provide a centralized repository for storage andretrieval of these documents. The documents will need to be categorized,and each document may belong to multiple categories. In the latter case,redundancy should be avoided.

1.2.3 External Contacts ManagementBNCC requires to maintain a close relationship to those people who came incontact with it. These people include BNCC’s own seniors, alumnus, andalso staffs and contact people from other organizations. Thus, an automatedinformation system is required to make this information available to all ofBNCC’s members, especially the core committee.

1.2.4 Class OrganizerBNCC provides tutoring services for its members. This service is referred toas PnP (an acronym for Pendalaman dan Penghayatan). Each semesterseveral topics are selected to tutor and instructors are obtained to providetuition. Additionally, the instructors are further trained by one or moregurus which specialize in the subject.

A comprehensive system is required to manage the interaction betweengurus and instructors, and also to manage classes, its instructor and itsparticipants.

1.2.5 Media ManagementBNCC provides annual publications for its members in the form ofmagazines and CD-ROMs. Since the member's fees include the cost of suchsubscriptions, it is essential that each member may obtain a copy uponrequest. But overproduction and unclaimed copies are not desirable, as itincurs losses to the organization.

The system will aid in production (replication) and distribution managementof those media. For each publication cycle, it will keep records on how manycopies of the media produced, how many distributed, and the number thatare still in stock. The data obtained are to be assessed to provide a heuristicon the number of copies that will need to be produced in the nextpublication cycle.

1.2.6 Event OrganizerWhat constitutes the lifeblood of BNCC are the events it organizes. Some ofthese events are held annually and others sporadically. For every event thatrequires an active participation of the members, he or she must register forthe event beforehand. For most events – especially for sporadic events – anad-hoc committee responsible for the event is formed from both a subset ofthe members and a subset of the core committee.



A system is required to schedule these events, publish them, organize theresources involved in each event – especially people, and records variousdata about the event for further performance analysis and evaluation.

1.2.7 Library ManagementBNCC operates a small library of reference materials provided for itsmembers. Occasionally, it also purchases additional books to extend itscollection.

The system should provide a functionality for the library to keep track whichbooks are lent to which members, its return date, and also the books thatare still available in the collection.

1.3 Report Contents and OrganizationThis report initially describes the methods and procedures used to conduct astudy of your current system. The next section summarizes the operation ofthe current system. This is followed by a detailed analysis of the currentsystem. We have identified and analyzed the current system for problems,opportunities, and constraints. The next section presents an update ofpossible solutions to be investigated in the next two phases. This sectionalso presents the tasks and schedule for the next two phases.

2 Investigation Procedures and MethodsThis section was designed to provide you with a brief summary of themethods and procedures used in our investigation. You should notify us ofany potential omissions or mistakes that may render our findings incompleteor inaccurate.

2.1 ProceduresInitially, we conducted a preliminary investigation of your system. Thepreliminary investigation consisted of an interview of our key contact, FaranGunawan. Our preliminary findings were documented in an earlier reportentitled Project Feasibility Assessment Report, dated March 5, 2002.

The following is a list of methods and procedures followed in the subsequentdetailed investigation of your system:

2.1.1 Forms and reports that were sampled• Notulen Rapat Majalah• Notulen Rapat Kerja Lomba Pemrograman Komputer, 5 Oktober 1997• Notulen Rapat Seminar, 1997• Form Penilaian Calon Aktivis BNCC 2001

2.1.2 Existing documentations that were studied• Program Kerja Divisi Workshop. 2001 – 2002• Program Kerja Divisi Humas. 2001 – 2002



id

Text

• Program Kerja Divisi Publikasi. 2001 – 2002• Program Kerja Divisi Eksternal. 2001 – 2002• Program Kerja Divisi Internet. 2001 – 2002• Program Kerja Kepengurusan periode 11• Program Kerja Kepengurusan periode 13• Program Kerja Fave Club. 2000 – 2001• Job Description Divisi Dokumentasi. 2001 – 2002• Job Description Divisi Event Organizer. 2001 – 2002• Job Description Divisi Kunjungan. 2001 – 2002• Job Description Divisi Dokumentasi. 2000 – 2001• Job Description Divisi Humas. 2000 – 2001• Job Description Divisi Eksternal. 2000 – 2001• Job Description Divisi Pemasaran. 2000 – 2001• Job Description Divisi Workshop. 2000 – 2001• Job Description Divisi Sekretaris. 2000 – 2001• Penawaran Kerjasama Kentucky Fried Chicken untuk seminar The World

of Digital Animation. 18 September 2000• Penawaran Kerjasama PT Datascrip untuk seminar The World of Digital

Animation. 18 September 2000• Penawaran Kerjasama Apkomindo untuk seminar The World of Digital

Animation. 15 Agustus 2000• Perjanjian Kerjasama Sponsorship Pemasangan Booth pada Seminar

Sehari Creating Multimedia Application with Digital Imaging.31 Maret 2001

• Permintaan Maaf kepada Peserta Seminar Web Teknologi. 12 Juni 2001• Pendidikan dan Pelatihan C/C++ RINGNET• Proposal Temu Informasi BNCC 2000-2001. 22 Juni 2000• Proposal Public Meeting BNCC Web Technology. 10 Mei 2001• Proposal Seminar Dua Hari Digital Animation. 22 Juli 2000• Penawaran Pemasangan Iklan pada BNCC Magazine. 25 Juli 2000• Penawaran Pemasangan Iklan pada BNCC Magazine. 14 Juli 2000• Proposal BNCC 2001 – 2002 Launching.

2.2 MethodsThis report contains high-level pictures that diagram the flow of documentsand data through your system. In the interest of brevity, this report onlycontains high-level pictures of the current system. The pictures use thefollowing special symbols:

A square represents a person, department, organization, or systemthat is beyond the scope of the system that we studied, but whichprovides input to or receives outputs from the system being studied.



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In other words, the squares define where the system begins and ends.

A rounded rectangle represents work that is performed in, by, or forthe system. This includes work performed by people and machines.

An open-ended box represents data storage, either temporaryor permanent. This includes in/out boxes, log sheets,

reference books, manual files, and computer files.

An arrow represents the actual flow of documents, messages(possibly verbal), and reports through the system. Each arrow canbe thought of as a pipeline through which one or more occurrencesof the named flow travel.

3 Overview of Current OperationsIn this section of the report, we present our understanding of your currentsystem operations.

3.1 System ParticipantsTo date, we have identified the following list of participants for this system. Please inform us of any potential omissions.

3.1.1 Management – Managers of the System• Fransiska

General Chair• Faran Filbert Gunawan

Fave Club Coordinator• Carolina Cellestine Chandra

PnP Coordinator• Felicia Lie

Magazine• Lukas Hendri

External

3.1.2 Non-Management – Direct Users of the System• Benny Yogisaputra

e-bulletin• Chandra Jaya

Internet• Defi

Workshop• Frenky Yuliko

Publication



• Ichen Financial Services

• Jefri Hendrawan Humas

• Yessy Sutana Documentation

• PnP instructors• Members of BNCC

3.2 System EnvironmentThe system we studied can be conveniently broken down into the followingsubsystems:• Administrative Services• Internet Services• Educational Services• Publication Services• Event Organizer• Financial Services• Public Relations

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PnPDivision

CurrentMembers

class registration

available instructors PnPInstructors

class schedule

participant data

class database

class data

PublicationServices

HumanResources

3.2.1 System Interfaces ContextThe following diagrams depicts the interfaces between the subsystems(divisions) in the current BNCC system. It also describes the interfacesbetween BNCC with various external entities. The diagrams emphasizes onthe flow of data and information between the components depicted.

3.2.1.1 PnP Division

The PnP division is in charge in providing tutorials to members. Therefore, itorganizes classes for the members, each class provide a particular subject. To run the class it requires an instructor for each class, which are obtainedfrom human resources. It then provides the classes' schedule to thePublication Services to make it available to the members.



CurrentMembers

EventOrganizer

event registration

ExternalParticipants event registration

OtherOrganizations event request

BNCC (anydivision)

event request

event notifications

resources request

funding request

HumanResources

FinancialServices

PublicationServices

3.2.1.2 Event Organizer

The event organizer is responsible for the management and operations of thevarious events held by BNCC. It manages the registration, humanresources, and also the funding spent in the event. In addition, it providespublication materials of the event to the Publication Services.



PublicationServices

CurrentMembers

Media

external notifications

Media contentevent notifications

class schedule

member data

media files

media content

PnPDivision

EventOrganizer

AdministrativeServices Public

Relations

InternetServices

FinancialServices

funding request

AdministrativeServices

CandidateMember

Member registration member data

member dataCurrentMember re-registration

member database

member data

PublicationServices

HumanResources

3.2.1.3 Publication Services

The Publication Services is responsible for the various publications of BNCC,including Magazine, CD-ROM, and Bulletin. It receives various data fromother divisions, process them into publishable information, and produce themedia delivering that information. It also provides the materials to theInternet Services division for publication on the Internet.

3.2.1.4 Administrative Services

The Administrative Services is responsible for the office day-to-day tasks. Itmanages internal and external correspondence, along with the varioushousehold tasks required to maintain the administrative office.



PnPDivision

available instructorsHuman

Resources

EventOrganizer

resources request

AdministrativeServices

member data

candidatePnP

Instructorsinstructor application

Instructor database

instructor data

EventOrganizer

funding request

FinancialServices

financial data

financialstatusPublication

Servicesfunding request

InternetServices funding request

CurrentMembers

member fee

ExternalParticipants

Marketingdivisionrevenue

BNCCExecutive

financial report

incomedata

3.2.1.5 Human Resources

The Human Resources division is responsible for managing the BNCC staff,including keeping track of members, the core committee, and also keepstrack information about PnP instructors.

3.2.1.6 Financial Services

The Financial Services division is responsible in keeping track of thefinancial status of BNCC. It manages the flow of money to/from the variousdivisions, and provide a report to BNCC executives (primarily the GeneralChair) about the financial status.



PublicationServices

Media content

InternetServices

Web Sitesystem

E-mailsystem

Internet data files

publications

notifications

internetdata

FinancialServices

funding request

PublicationServices

external notifications

PublicRelations

OtherOrganizations

various BNCCinformation

OtherOrganizations feedback

3.2.1.7 Internet Services

The Internet Services division performs Internet-related tasks. It primarilypublishes information obtained from Publication Services to the Internet.

3.2.1.8 Public Relations

The Public Relations division is responsible for managing the interaction ofBNCC and other organization.

3.2.2 System Data ContextThe following diagrams describe the data that are stored in some of thesubsystems previously referred. Those diagrams only depicts a high levelview of the data entities and their relations, not including the attributes ofthose entities. These diagrams will assist in capturing the types of datastored and processed by the current system.



Guru

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3.2.2.1 PnP Division

Each guru taught several instructors and is specialized in at least onesubject. At a given semester, a guru may not be currently traininginstructors. When selected, each subject is taught in several classes. Theclasses are enrolled by several participants. The participants must be aregistered member of BNCC.

3.2.2.2 Administrative Services

The Administrative Services division manages the member and staff data. Each staff is also a member of BNCC.

3.2.2.3 Human Resources

The Human Resources division obtains data from the Administrative servicesdivision. It also keep track of the allocated instructors and staff that areallocated in an event.

4 Analysis of the Current SystemThis is the most important section of this report. It analyzes the currentsystem, describing and analyzing problems, opportunities, and constraints.



Problems, opportunities, and constraints include those identified by you andthose perceived by our own team. Keep in mind, we are analyzing "thesystem," not the people in the system.

A problem is a situation that results in an undesirable side effect. Allproblems will be defined in the following way: problem statement cause(s),and net effect(s).

Sometimes confused for solutions to problems, opportunities are actuallysituations that we have identified as possible areas for improvement, despitenot being specific problems. Computer automation is not an opportunity(only a way to exploit an opportunity). Opportunities are stated as follows:statement and business benefit that can be derived by exploiting theopportunity.

A constraint is an existing or anticipated situation that may constrain anyimproved system that we may recommend in the subsequent phases of thisproject. In other words, a constraint is something which cannot or shouldnot be changed (e.g. policies, regulations, equipment, deadlines, budget,etc.). All constraints are stated along with the rationale for not being able tochange the constraint.

4.1 Analysis FrameworkProblems, opportunities, and constraints are presented within a frameworkcalled PIECES (developed by James Wetherbe and refined by Whitten/Bentley). The letters in the acronym classify the problems, opportunities,and constraints:

• Performance• Information and Data• Economy (costs)• Control and Security• Efficiency• Service and overall usefulness

A single problem, opportunity, or constraint may show up in more than onecategory; however, there would be different implications. For example, asingle problem may have performance, economic, control, efficiency, et al,implications.

4.1.1 Performance AnalysisPerformance analysis is generally applied to the systems transactions (orinputs). When discussing the performance of any given transaction, we needto discuss both throughput and response time. Throughput is the numberof transactions processed in some specified period of time (e.g. 50 per day). Response time is the time required to process a single transaction.



4.1.2 Economic AnalysisEconomic analysis examines the system for cost problems (e.g. excessivecosts or insufficient cost controls) or cost reduction opportunities. It canalso be used to present budget constraints.

4.1.3 Information and Data AnalysisInformation analysis examines the outputs of a system. Outputs includereports and inquiry responses. Data analysis examines the data storedwithin a system.

4.1.3.1 Information AnalysisInformation analysis initially identifies those net outputs produced by or forthe system. Each output is analyzed for the following possible problems oropportunities:• Information overload. Either too many outputs are produced or

outputs contain too much information, limiting their usefulness.• Information accuracy. Information contains errors or possible errors.• Information timeliness. Information is not received fast enough to be

useful.• Information format. Information is in a format that is either not useful

or must be modified to become useful.• Information redundancy. Multiple outputs contain much of the same

information.• Lack of information. Information is not available to aid in decision

making.4.1.3.2 Data AnalysisData analysis describes the degree to which data is redundantly storedwithin the system, the ease (or lack thereof) of access to data (e.g. how easyor difficult it is to produce information and outputs from the data), and theaccuracy and consistency of stored data.

4.1.4 Economic AnalysisEconomic analysis examines the system for cost problems (e.g. excessivecosts or insufficient cost controls) or cost reduction opportunities. It canalso be used to present budget constraints.

4.1.5 Control and Security AnalysisControls analysis examines how the system ensures that it is properlyoperating. Security analysis is concerned with both facility and datasecurity. The system was examined both for excessive controls and lack ofcontrols. Controls are measures taken to eliminate mistakes and tampering. Controls can also have performance implications.

4.1.6 Efficiency AnalysisEfficiency analysis is sometimes confused with economic analysis. Efficiencyanalysis examines the system for problems and opportunities related to how



resources (e.g. people, facilities, money, etc.) are being used. Efficiencyproblems and opportunities usually target resources that could be betterused (not eliminated).

4.1.7 Service AnalysisService analysis takes on several forms. The following list is not exhaustive:

• Processing and data accuracy (manual and computer). Especially forcomputerized systems, is data being properly edited prior to file updates?

• Reliability of the system. Are transactions and situations handledconsistently?

• Recoverability of the system. Especially for computerized systems, is databeing periodically backed up?

• Maintainability of the system. Especially for computerized systems, hasthe system been properly maintained? Can it be maintained? How goodis the documentation?

• Ease of use. For both computerized and manual systems or subsystems,is the system easy to learn and use?

• Flexibility. Are there situations or conditions that the system cannothandle?

• Coordination. Do the people in the system appear to coordinate theiractivities? Do actions or decisions ever contradict? Do peopleunderstand how their fellow workers interface to their jobs?

• Customer and/or employee goodwill or morale.

4.2 Problem and Opportunity AnalysisThe following table summarizes our findings of the problems andopportunities present in the current system. Along with each statement, acheck mark indicates the area in the PIECES analytical framework that thecorresponding problem or opportunities may be categorized into. Theproblems and opportunities listed below are those that are perceived to beaddressable by an automated information system.

Problem or Opportunity Area

P I E C E S

Publication of magazines and CD-ROMs were never on time T T T T T

Magazines and CD-ROMs are mostly overproduced T T T

The needs of members are often not accommodated T T

Relationship with seniors and alumnus are often cut-off T

Information about PnP classes are not always readily available T T T

Difficulty in discovering potential PnP instructors T T T


Problem or Opportunity Area

P I E C E S


Difficulty in training candidate PnP instructors T T T

Difficulty in providing materials for PnP sessions T T

Difficulty in distributing PnP materials to the appropriate instructors T T T T

Some PnP classes are over-booked while some other are under-booked T T

Difficulty in assessing data about member trends T

Information about events are not always readily available to members T

Difficulty in forming and maintaining an efficient committee T T T

Difficulty to assess the performance for each member T T

Difficulty in coordinating the work of event organizer committees T T T T

Difficulty in handling potential sponsors/participants from externalorganizations

T T T T

The server in the BNCC administration office crashed because of a virus T T

Difficulty in storage and retrieval of correspondence documents T T T

Difficulty in performing knowledge transfer to new committee members T T

The following subsections provide detailed analyses of the problem oropportunity statements. Provided with each item are analyses on itsperceived causes and effects.

4.2.1 Publication of magazines and CD-ROMs were never on timeEvery two months, a media in the form of a magazine and its accompanyingCD-ROM is published. Those media are to be distributed to the members atthe monthly Member's Forum event. Ideally, the media are ready fordistribution at some time before the event. But apparently for eachpublication, the targeted date was never met.

4.2.1.1 Cause• Slow preparation of materials.• Technical difficulties in replicating the media.4.2.1.2 Effect• The production staff had to work overtime.• Undistributed media.• Dissatisfied members.



4.2.2 Magazines and CD-ROMs are mostly overproduced4.2.2.1 Cause• Lack of statistical data on past production/consumption rate of the

media• Undistributed media• Resigned members – the copy allocated for the member was already

produced.4.2.2.2 Effect• The undistributed media piles up at the administrative office• Financial inefficiency – money that was spent in replication of the media.

4.2.3 The needs of members are often not accommodated4.2.3.1 Cause• Member requirements are difficult to assess.• Difficulty in communicating with members.4.2.3.2 Effect• Dissatisfied members.• Declining members – at the end of each year, most members do not re-

register, in other words, resigned.

4.2.4 Relationship with seniors and alumnus are often cut-off4.2.4.1 CauseThe committee often does not know how to contact seniors and alumnus.Lack of communication to seniors and alumnus.4.2.4.2 Effect• Difficulty in finding spokespersons for seminars and events.• Difficulty in extending the reach of BNCC – in attaining the go

international vision.

4.2.5 Information about PnP classes are not always readily available4.2.5.1 CauseLack of communication with candidate participants.

4.2.5.2 EffectSome interested members are unable to participate in PnP sessions.

4.2.6 Difficulty in discovering potential PnP instructorsApart from being interested, a person must also have specific technical skillsto become a PnP instructor. People who meet those requirements aredifficult to find.

4.2.6.1 CauseLack of information on individuals who possesses the skills required.



4.2.6.2 EffectNot enough PnP instructors with the required skills.

4.2.7 Difficulty in training candidate PnP instructorsThe PnP instructors are trained by one or more gurus which haveconsiderably more expertise in the subject. Often, because of their expertise,these gurus have other projects/activities to take care of.

4.2.7.1 Cause• Scheduling problems between gurus and instructors.• Communication problems between gurus and instructors.4.2.7.2 EffectPnP instructors are often not adequately trained.

4.2.8 Difficulty in providing materials for PnP sessions4.2.8.1 Cause• Inadequate curriculum preparation and planning beforehand.• Difficulty in finding a guru for a particular subject.• Difficulty in discovering the member's desires of PnP materials.4.2.8.2 EffectThe materials provided are less than optimal.

4.2.9 Difficulty in distributing PnP materials to the appropriate instructorsGurus sometimes find it difficult to make the materials that he or shepossesses to become available to the appropriate instructor.

4.2.9.1 Cause• The lack of a repository for instruction materials.• Communication and scheduling problems between gurus and

instructors.4.2.9.2 EffectThe materials provided are less than optimal.

4.2.10 Some PnP classes are over-booked while some other are under-bookedWhen the number of instructors for a subject is adequate, more than onePnP class is held at different day of the week teaching the same subject. Sometimes, an imbalance of the numbers of participants occur between theparallel classes.4.2.10.1 Cause• Lack of communication to members that are interested in the PnP

subject.• Mismatches between the scheduling of each class and the member's own

schedule.4.2.10.2 Effect• Some PnP class have while others have very few participants.• Some members are not accommodated in a class.



4.2.11 Difficulty in assessing data about member trends4.2.11.1 Cause• The committee have very few mechanisms to collect data from the

members.• The members are not actively encouraged to contribute information.4.2.11.2 Effect• Members' needs are not adequately met.• Dissatisfied members.• Lack of information in which to formulaize the organization's activities.

4.2.12 Information about events are not always readily available to members4.2.12.1 CauseDifficulty in announcing event information.

4.2.12.2 EffectLess members who participate in the event.

4.2.13 Difficulty in forming and maintaining an efficient committee4.2.13.1 Cause• Difficulty in managing the committee.• Communications and control problems in the committee.4.2.13.2 Effect• The members spend more time playing games instead of working.• The organization performs less than optimal.4.2.14 Difficulty to assess the performance for each member4.2.14.1 CausePerformance data for each member are not recorded in an orderly manner.

4.2.14.2 Effect• Difficulty in promoting members to the core committee.• Difficulty in improving the performance of the organization.

4.2.15 Difficulty in coordinating the work of event organizer committees4.2.15.1 Cause• Communications and scheduling problems.• Difficulty in measuring the work, performance, and progress for each

member in each committee in preparation and execution of the event.4.2.15.2 EffectErrors and slip-ups always happen in each event.

4.2.16 Difficulty in handling potential sponsors/participants from externalorganizations

4.2.16.1 CauseLack of knowledge of the contacted individual.



4.2.16.2 EffectThe potential participants are hindered from participating in the event.

4.2.17 The server in the BNCC administration office crashed because of a virus4.2.17.1 CauseLack of security enforcement and access control in the BNCC administrationoffice.

4.2.17.2 EffectMajor losses of data, which results in various other problems.

4.2.18 Difficulty in storage and retrieval of correspondence documents4.2.18.1 Cause• Lack of standardization of correspondence documents.• No formal methods of document storage, backup, and later retrieval.4.2.18.2 EffectDifficult in referring to past correspondence documents.

4.2.19 Difficulty in performing knowledge transfer to new committee members4.2.19.1 CauseLack of documentation about past activities.

4.2.19.2 Effect• The new committee members have to re-learn just about everything.• The organization's learning process is slowed

5 RecommendationsIn this section of the report we make recommendations regarding the statusof the project and revise our schedule.

5.1 System Improvement ObjectivesAt this point, we are able to define the objectives for the new system. Theseobjectives will be used to evaluate the accomplishments of the system after ithas been deployed and used.

The primary objective of the new system is that it will assist incommunication, documentation, and management of the various BNCCactivities. Generally, the system should:

• Reduce the declination of members.• Improve communication within the BNCC staff, between BNCC members,

and to other organizations.• Improve storage, retrieval, and distribution of documents.• Records history data about the various BNCC activities along with their

participants and provide functionalities to assess information from thoserecorded data.



ID Task Name Duration Start Finish1 Soliciting facts about business

requirements.2 days Tue 04/16/02 Wed 04/17/02

2 Defining and documenting the datastorage for a new system.

3 days Thu 04/18/02 Mon 04/22/02

3 Defining and documenting essential inputsneeded for an improved system.

4 days Tue 04/23/02 Fri 04/26/02

4 Defining and documenting essentialoutputs needed for an improved system.

4 days Tue 04/23/02 Fri 04/26/02

5 Defining and documenting the businessprocesses for an improved system.

3 days Mon 04/29/02 Wed 05/01/02

6 Defining and documenting the geographicsupport requirements for an improved

5 days Thu 04/25/02 Wed 05/01/02

7 Packaging a comprehensive businessrequirements statement that will guide

3 days Thu 05/02/02 Mon 05/06/02

S M T W T F S S M T W T F S S M T W T F S S M TApr 14, '02 Apr 21, '02 Apr 28, '02 May 05, '02

5.2 Recommendation and ProposalWe propose to define user business requirements for an improved system.This section of the report outlines our proposal.

The next phase of our project is commonly referred to as the requirementsanalysis phase. The requirements analysis phase activities involve:

1. Soliciting facts about business requirements.2. Defining and documenting the data storage for a new system.3. Defining and documenting essential inputs needed for an improved

system.4. Defining and documenting essential outputs needed for an improved

system.5. Defining and documenting the business processes for an improved

system.6. Defining and documenting the geographic support requirements for an

improved system.7. Packaging a comprehensive business requirements statement that will

guide future project phases.

5.3 Schedule for Completion of Requirements Analysis Phase

6 ConclusionThis report has presented the findings of a detailed investigation of yourexisting BNCC system.

Please review this report at your earliest convenience. We anxiously awaityour reaction to our findings. We thank you for your cooperation incompiling this analysis and we look forward to working with you as we beginto plan and design possible improvements to your system.

Documents

BNCC Information System - Problem Analysis