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Business Case And Events For Car Sharing In Futureville

Sophie Barbagallo

Assignment #1

COMP 361: Systems Analysis and Design

Athabasca University

February 22, 2016

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Table of Contents

Part A: The Business Case For Car Sharing In Futureville 3 Introduction To The Car Sharing Information System 3

I. The Business Environment 3 Business Need For The Car Sharing Information System Project: 3 Needed Interfaces To Other Systems: 4 System Stakeholders And Their Stakes: 9

II. The System Vision 13 System Objectives For The Information System: 13 Business Benefits Obtained By The Information System: 13 System Capabilities: 14

III. Risks and Feasibility 16 Organizational and Cultural Risks and Feasibility: 16 Technological Risks and Feasibility: 19 Resource Risks and Feasibility: 19 Schedule Risks and Feasibility: 20

Part B: Events For Car Sharing In Futureville 22 Use Case Table For The Car Sharing Information System: 22

Part C: Essay Question 25 Part A, and B’s impact on the System Development Process of The Car Sharing

Information System 25 References 26

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Part A: The Business Case For Car Sharing In Futureville

Introduction To The Car Sharing Information System

Car Sharing in the city of Futureville is a new addition to city councils municipal transportation strategy. The Car Sharing project will address several city-wide urban planning issues, as well as various other issues. The concept of Car Sharing is to provide it’s members with shared vehicles in various locations throughout Futureville. Approved members of the program can reserve vehicles based on their needs and preferences. Car Sharing members are charged fees proportionate to their actual vehicle usage, unlike the fees attached with owning a personal vehicle. The ability to electronically reserve vehicles, manage profiles, view and pay bills, are some of the key components required for the project’s functioning. These electronic services are provided through the Car Sharing Information System, which is described in detail throughout this report.

Like many businesses today, a strong information system is vital to the success and smooth-functioning of the organization. As stated in the Car Sharing case study, “A central part of the proposed operation is a computer-based information system”. This information system will solve several business needs to make it possible for an organized, user-friendly and easy-to-use Car Share program. The information system project has been initiated as part of the strategic plan of the Car Sharing organization as a whole. Therefore, the capabilities of this information system are crucial to the functioning of the overall business strategy.

This document will identify the business environment, system vision, and the risks and feasibility of the information system project. Additionally, topics such as; the business need, required interfaces to other systems, system stakeholders, system objectives, business benefits, system capabilities as well as cultural, technological, resource and schedule feasibility will be further discussed in detail.

I. The Business Environment

Business Need For The Car Sharing Information System Project:

The Car Sharing Project is needed for:

• Those who do not need a vehicle at all times, and who's household's primary or secondary vehicle is not often used

• Those who drive less than the average miles per year, and need the option of a "part-time" vehicle to meet their mobility needs at a lower cost to themselves and society

• Those in search of lower transportation costs than those of a personal vehicle• Those in need of non-standardized vehicles for needs like moving etc…• Those who normally use transportation methods like; public transit, walking, or biking for a

significant portion of their transportation needs, who are looking for an added option to these transportation choices

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• Those looking to purchase a second household vehicle who's budget may not include a vehicle that is well maintained, reliable, safe, low-risk… all features provided with Car Share vehicles

• Minimizing overall vehicle distance traveled• Reducing of road congestion• Those in search of environmentally sound vehicle practices• Minimizing vehicle ownership rates• Reducing vehicle emissions, with the new and Eco-friendly vehicles provided by Car Share• Those in search of properly maintained vehicles (they do not have to maintain themselves),

which also will eventually lower vehicle emissions• Solving urban planning issues in neighbourhoods with excess vehicles and limited parking,

with the reliable and assigned parking spaces provided by Car Share• Those looking to reverse the relationship between fixed and variable vehicle costs with

driving costs proportionate to vehicle usage• Those looking for an alternative to taking a taxi:

• One can take a Car Share vehicle to a location where they will be consuming alcohol, and taxi home. This eliminates leaving your vehicle overnight and retrieving it the following day, as well as paying for a taxi in both directions.

• With vehicles situated no more than two to four blocks away from members homes, car share could be faster than waiting for a taxi during peak hours.

• Those in search of a low-stress method of getting from point A to B• Those looking to skip the stress of car insurance, maintenance, servicing and

parking fees

Needed Interfaces To Other Systems:

Within the Car Sharing information system, there are interfaces that require interactions with other systems. This section describes the interfaces involved in the Car Sharing information system, the information exchanged between the interfacing systems as well as other systems the particular interface will communicate with.

One system in particular that makes frequent appearances throughout this report, is The COCO’S StandAlone System. An integral part of the Car Sharing information system is its collaboration with the StandAlone System. This system is designed to provide complete electronic management of decentralized fleet locations. This is a secure, reliable and easy-to-use, automated system. Some features included with its use are; SmartCards for member and reservation verification, on-board computers with an integrated GSM cellular communication module to verify SmartCards and record trip data and PIN code protected vehicle ignition keys.

INTERFACE:Telephone

INFORMATION EXCHANGED BETWEEN THE INTERFACING SYSTEMS:

Live Support For:

• Creating, confirming and editing reservations

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• Location, date and time lookup• Customer identification• Membership and profile details lookup• Creating, confirming and editing customer profiles and preferences• Billing and payment utilities• Inquiry of the recorded trip data• Management of vehicle access

OTHER SYSTEMS THIS INFORMATION WILL COMMUNICATE WITH:

The telephone interface is very important to Car Share members. This interface is needed for instances where users are not comfortable, or face issues using the web interface for reservation booking, and other account management tasks. It is important for the telephone interface to communicate with other systems to successfully complete the service(s) requested by the member in a way that follows the proper business protocol.

THE TELEPHONE INTERFACE WILL COMMUNICATE WITH SYSTEMS SUCH AS:

• Web Reservation System • Telephone operators will interact with the Web Reservation System when creating

telephone reservations. This interaction is necessary for recording reservation data acquired over the phone. Telephone operators store the data they receive using the Web Reservation System. This method of storing reservation data ensures properly maintained and organized records of all reservations.

• Car Sharing Database System• Telephone operators interact with the Car Sharing database system for operations

like:• User-identification before reservation services begin• Recognizing incoming calls to display the members profile at the time the

call in answered• Documenting reservations, as all pertaining data is entered in the database• Responding to members inquiries of vehicle/reservation availability, by

accessing pertaining data stored in the database• Responding to inquiries of pending and already made reservations• Creating, viewing, confirming, and editing members account information and

preferences for proper record maintenance• Responding to inquiries requesting information pertaining to vehicle location

or condition, as the data is stored in the database• Monitoring and securing the use of the gas credit card provided in each

vehicle• The StandAlone System’s ability to record trip data and the Car

Sharing database system’s ability to store trip data, interact together to provide the information needed for the use of the credit card, which include: vehicle number, odometer reading and PIN number.

• Telephone inquiries regarding information needed to access the credit card would require interactions between the telephone interface, the StandAlone system, and the Car Sharing Database.

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• Inclusion of interest contacts made by telephone to database— required for information send-outs and marketing/analysis activities

• Billing Software System• Telephone operators must communicate with the billing software system, as well as

payment gateways such as credit card and banking services to process payments made by telephone.

• Telephone operators must have access to billing software data, trip data, and the reservation data found in the database system for assisting members with billing and payment related inquiries

• The COCO’s StandAlone System • Telephone operators must interact with The COCO’s StandAlone System to assist

members with vehicle access inquiries such as:

• SmartCard member identification• Reservation verification• Locking and unlocking of vehicles• PIN usage for access to vehicle ignition key

All member inquiries listed above are instances where the telephone interface must interact with the StandAlone System. However, additional communication with both the Car Sharing database, and the Web Reservation System is necessary to successfully attend to the inquiries listed.

• The COCO’s StandAlone System’s on-board computers record trip data that is automatically communicated to the information system database where it is received, stored and accessed for reservation, billing and analytical operations

• The integrated GSM cellular communication module provided in the on-board computers require telephone operators to be able to interact with the GSM cellular service provider for assisting members with inquiries related to this feature and the information it collects.

The telephone interface is two-way information exchange interface. This interface provides users with live telephone support for their car share needs.

INTERFACE:Internet/Web

INFORMATION EXCHANGED BETWEEN THE INTERFACING SYSTEMS:

Automated Support For:

• Creating, confirming, and editing reservations • Location, date, and time lookup• Customer Identification

• Online login, username, and password authentication• Membership and profile details lookup

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• Create, confirm, and edit members profiles and preferences• Billing and payment• Inquiry of recorded and stored trip data• Vehicle access management

OTHER SYSTEMS THIS INFORMATION WILL COMMUNICATE WITH:

With the increasing reliance on technology in people’s day-to-day activities, it is believed that the majority of Car Share members will access the Web interface over the telephone interface, for their Car Share needs. That being said, it is important for the web interface to exchange information with other systems to provide a flawless user-experience. By providing members with an easy-to-use online system, they are less likely to turn to the telephone interface. Increased usage of the online system benefits the Car Share organization as it decreases the demand for telephone operators, who’s salary costs the organization.

While many of the communicating systems in this section appear to be similar to those of the telephone interface, it is important to note that — while the interfacing systems may be similar, the process of utilizing an automated support system versus a live support agent is the key difference. Similarly, there are items that are part of the telephone interface that do not apply to the web interface, like inquiries made over the telephone.

THE WEB INTERFACE WILL COMMUNICATE WITH SYSTEMS SUCH AS:

• Telephone Reservation System• Minimal communication is required from the web interface to the telephone

reservation system, assuming all telephone operators are properly inputting phone-based reservations to the web reservation system as they go.

• Unique situations may require communication from the web interface to the Telephone Reservation System operators. In the case that an online reservation is made at the same time as a phone-based reservation, both seeking the same vehicle/time/location. Since the web reservation would typically take less time than the telephone reservation, it may be that when the telephone operator completes the reservation, the request is no longer available. In this case the web interface must communicate to the telephone reservation system to notify the operator that the reservation is not available. Due to the number of vehicles available in members neighbourhoods, this issue should be able to be addressed easily.

• Car Sharing Database System• The web interface communicates with the Car Sharing Database System for

operations including:

• User-identification before reservation services begin• With login username and password authentication (comparing

member’s identification with database records)• Storing web reservations in the database and the members online account

for easy viewing

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• Online viewing of members preferences (vehicle type,location,payment methods, etc…)

• Various information and news stored in the database, and displayed on the web interface upon request

• Online confirmation of user preferences • Information stored in database upon member confirmation

• Temporary and permanent online editing of member preferences • Edited information updated and stored in database to maintain current

member records• Monitor and secure usage of the gas credit card placed in each vehicle

• As stated above, the StandAlone System’s ability to record trip data and the Car Sharing Database System’s ability to store such data require communication. The vehicle number, odometer reading and PIN number are data elements required to monitor and secure the usage of the gas card, as well as, provide online assistance upon member request.

• When potential members visit the web interface and provide their information, the information is communicated to the database of interest contacts for marketing and analysis activities.

• Billing Software System

• Following a trip, reservation and trip data interact with the billing software system to create an itemized charge that is added to the members bill for viewing and payment accessibility options through the web interface.

• Payment gateways like credit card and banking services interact with the billing software system to process online bill payments.

• The web interface accesses information from the billing software system and the database system to provide detailed a bill breakdown to members to be displayed online.

• Providing members with detailed breakdowns of their bills encourages them to use the online system instead of the telephone service.

• The COCO’s StandAlone System• The web interface must interact with The COCO’s StandAlone System to provide

members with information they might require to use the following vehicle access features:

• SmartCards as verification of members identification and reservation• PIN number for accessing the vehicle ignition key

The functioning of the features listed above also require interaction with the database system, as it is where the required information is stored. Communication with the web interface is necessary for displaying information stored in the database.

The web interface must communicate with the StandAlone systems on-board computers because the trip data they record makes up a large portion of the information members using the web interface require access to. The StandAlone System’s on-board computers use a GSM cellular communication module to communicate with the GSM cellular service providers. This communication with the service provider ensures fast and automatic delivery of trip data to the

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database. The automatic delivery of this data is needed to maintain members billing and account information they view while using the web interface. The StandAlone system must communicate with the database system, for storing the data, and the billing software system, for organizing and creating itemized charges with the data to be added to the correct members account, for in-time online viewing.

The web interface is primarily used as a one-way information exchange interface. However, when users access the web interface to update personal information or change preferences, the interface becomes more of a two-way information exchange. This is because information is processed on the users end and on the database end, requiring the new information provided by the member to be stored. Since the web interface is the preferred method of reservation making, it must provide users with an easy-to-use, quick, and reliable method for fulfilling their car share needs.

System Stakeholders And Their Stakes:

There are several people who hold interest in the success of The Car Sharing information system project. These stakeholders range from operational and executive persons to internal and external stakeholders. This section addresses who these people are, and describes the stakes they hold in success of the information system.

STAKEHOLDER:Car Share Members

Car share members can be identified as the most important stakeholder of the organization. This is because the car share members business is that which the company will eventually profit from. Without these stakeholders, the organization would plummet and be deemed unsuccessful. While there are several other stakeholders who’s role is vital to the service, it is the members business that give the other stakeholders the opportunity of being a stakeholder. These of stakeholders are classified as external/operational stakeholders, due to their presence being outside the organization’s control and influence, and because their interaction with the system takes place during the course of their lives.

STAKES OF CAR SHARE MEMBERS WHO UTILIZE THE WEB/INTERNET INTERFACE :

The stakes of car share members using the web interface pertains to the user-friendliness of the web interface provided by the organization. Members are interested in the successful implementation of the system as it dictates the ease and ability for them to access the online features it provides. These car share members interact with the system throughout their lives to fulfill car share needs like; reservations, profile management etc… This is why a full-functioning and user-friendly web interface is key to stakeholders of this variety.

STAKES OF CAR SHARE MEMBERS WHO UTILIZE THE TELEPHONE INTERFACE:

Car share members who use the telephone interface are less concerned with the implementation of the information system in a visual sense, as they have chosen another measure to attend to their car share needs. However, these members still depend on the functioning of the information system, even if they do not physically use the web interface. The

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stakes these members hold, is the ability for the system to provide them with accurate bills, organized reservations, and the ability to modify their preferences and information. Although these services are processed over the telephone, all information gathered over the phone are processed through the information system.

STAKEHOLDER:Telephone Operator/ Contract Scheduler (employees)

STAKES OF TELEPHONE OPERATORS:

The role of telephone operators is to process reservations and other telephone inquiries made by the user. Telephone operators complete these services through the web interface to be stored in the database, for assisting users who prefer telephone-support. Stakeholders of this kind are classified as internal/operational stakeholders due to their position lying within the organization. Their direct interaction with the system in the course of their daily job, through the processing of telephone-user’s needs, highlights the reason for this classification. Telephone operators hold stakes in the successful implementation of a well-rounded and full-functioning web interface, as their job requires them to use the system every day. Some of these duties include; creating and modifying reservations, editing user profiles and preferences, and providing information stored in the database to fulfill various inquiries.

STAKEHOLDER:Operating Manager

STAKES OF THE OPERATING MANAGER:

As the person in charge of all day-to-day activities relating to the car share program, the operating manager has high stakes in the organizations information system. Due to the large number of duties performed by the operating manager, a sound information system is required to allow proper delegation of their time. Accurate time-delegation of an operating managers ensures all activities are completed in an organized manner. This kind of stakeholder is considered an internal/executive stakeholders. The operating manager works within the organization and has high interest in the success of the organization as a whole. They hold executive stakeholder characteristics as they use the information produced by the system on a daily basis. They also encompass operational stakeholder characteristics, as there will be instances where interaction with the system is called for in the course of their job.

Since the operating manager is responsible for supervising all project staff and contracted services, they too hold stakes with the functioning of the web interface. The success of the project staff members relies on the operating managers ability to provide them with support. In order to provide this support, the operating manager must be concerned with the successful implementation of the reservation and account management capabilities of the system. The operating manager is also responsible for the management of the vehicle fleet. This calls for high stakes in the information systems ability to interact with the COCO’s StandAlone System, to allow for proper management of vehicle locations and reservations. Another duty of the operating manager is to develop marketing plans. This duty requires stakes to be held with the information systems ability to produce reports on various marketing aspects and statistics of the organization, as well as maintaining a current database of interest customers. The operating manager is responsible for the supervision of all financial aspects of the project. This

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responsibility involves stakes with the information systems ability to maintain current, organized and precise information regarding all financial aspects of the organization. These areas include; maintenance of customer accounts and bills, payment processing, financial status reports, monetary infrastructure reports (overhead), staff salary, etc…

STAKEHOLDER:Assistant Manager

STAKES OF THE ASSISTANT MANAGER:The role of the assistant manager is to assist the operating manager in areas like office operations and financial activities. Therefore, the stakes of the assistant manager are the all financial reports issued by the information system pertaining to areas like customer billing, customer payments, staff payments, financial progress reports, financial protection reports etc… As the primary role of the assistant manager is to take care of financial activities. The primary stake the assistant manager is concerned with are those to do with the finances of the organization. Since the assistant manager will be regularly filling in for, and supporting the operating manager, they too hold stakes in the same areas as the operating manager. This stakeholder is categorized as an internal/operational stakeholder to the information system.

STAKEHOLDER:Part-time Administrative Assistant

STAKES OF THE ADMINISTRATIVE ASSISTANT:

The role of the administrative assistant pertains to general office duties and member and reservation management. These activities call for the administrative assistant to hold stakes with the administrative end of the information system, primarily the web interface. Financial activities such as billing and staff payroll among other activities are also addressed by the administrative assistant, so, high stakes in the financial reports issued by the information system hold importance to the person in this role. The web interface’s abilities to manage, book and edit reservations are also key components of the administrative assistant role, which calls for this individual to hold high stakes in this area as well. The administrative assistant is categorized as an internal/operating stakeholder to the information system.

STAKEHOLDER:Senior Analyst

SENIOR ANALYSTS’ STAKES:

The role of the senior analyst is to perform activities to obtain a complete understanding of the project scope, and specifically define what the system should accomplish. A key part of this role is identifying other stakeholders involved in the project, to obtain information from various sources. That being said, the senior analyst is also a stakeholder. A senior analyst holds stakes with the information systems success as a whole. This is because, their primary responsibility is to pinpoint the requirements and needs of the system before it is designed. The implementation of these needs and requirements is at high stake for the senior analyst to ensure they have properly completed their job. This kind of stakeholder is considered an internal/executive stakeholder as they work within the organization and have a significant interest in the operations success, however do not often work directly with the physical system.

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STAKEHOLDER:City council members including:

City Manager: Janet WrexhamCity Councillor (Transport): Darnell WaistcoatCity Councillor: James Bright

CITY COUNCIL MEMBERS STAKES:

As the primary client, city council members hold extremely high stakes in the success of the information system project. It is the council who approved the budget for to allow Futureville’s departments of Transportation and Environmental Quality to finance the car sharing project. Therefore, as external/executive stakeholders, city council members have significant financial interest in the operations success. Due to the high stakes of these stakeholders, periodic status reviews detailing the progress of the information system are issued to them by the project team throughout the development of the project. The project’s success as a whole is in the interest of the city council and its members.

Specific stakes of the city manager and council members include, but are not limited to:• Outcomes of the financial reports issued to them by the information system. This provides

them with information relating to the financial situation of the project they are funding.• Outcome of the projection reports issued by the information system. These reports verify

that the projected break-even point (or payback period) is on track.• Outcome of customer analysis reports — which analyze the market for the project they

funded. This assists the needed analysis of possibly incorporating car sharing opportunities in future housing developments.

STAKEHOLDER:Technical Support Staff

TECHNICAL AND SUPPORT STAFF’S STAKES:

The technical and support staff of the Car Sharing Information System project are crucial to the functioning of the information system. These stakeholders are responsible for establishing and maintaining the technical environment of the company. Stakeholders of this kind are classified as internal/operational stakeholders, as they function within the organization and interact with the system in the course of their job.

Technical support personnel hold very high stakes in the successful implementation of a functioning information system. The reason for these high stakes with the inner workings of the information system is because the activities they perform during the course of their day-to-day job, all have to do with the information system. As the first line of contact for all inquiries relating to the actual functioning of the information system, not only does the presence of an information system employ them, it’s smooth-functioning declares how these individuals will perform their daily jobs.

The following technical support staff duties justifies why the information system is at such high stake to their day-to-day job :

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• Training users of the information system• Providing troubleshooting assistance to both users and other staff• Ensuring an error-free computing environment for users and staff and making changes when

necessary• Providing telephone-based technical support pertaining to the information system• Providing programming language, computer platform and network interface guidance to the

system • Ensuring any new system integrates with the existing technology, application architecture and

the support environment, of the current system.

This last duty of technical staff is applied after once an upgrade or change in the Information System is performed. Since this Information System is currently an entirely new project (not an update of a current system already being used), integration of new technology is not yet necessary as there is no existing technology for the organization at this point.

II. The System Vision

System Objectives For The Information System:

The system objectives of the Car Sharing information system describe the system that will fulfill a wide range of both technical and administrative activities.

The information system development project will support the strategic direction of the Car Sharing organization by providing members with an easy-to-use interface for operations like :

• Creating, editing and managing reservations• Viewing and paying bills• Creating, editing and managing customer profiles and preferences

On the organization end, the Information System will support the strategic direction by providing employees with valuable reports pertaining to areas like:

• Finance• Marketing• Recruitment of new members• Statistical information

These areas listed, among others, will assist the organization in its growth and success.

Business Benefits Obtained By The Information System: The primary business benefit of the Car Sharing Information System is the creation of an easy-to-use system to be used by the local community for their new transportation option, as well as benefit the organizations stakeholders with a successful and profitable organization.

BENEFITS OF THE INFORMATION SYSTEM INCLUDE:

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The Information System will provide the following benefits:

• Easy-to-use online reservation system• Ability for reservations made over the phone to be entered into the system• Ability for members preferring telephone reservation services to make reservations that will

be included in the web system• Detailed marketing reports available to managers and other stakeholders• Detailed financial reports available to managers and other stakeholders• Detailed vehicle maintenance reports• Detailed vehicle location reports• Maintenance of employee payroll records• Automated bill send outs• Automated bill reminder send outs• Automatically updated bills• Secure storage of all information provided by users• Maintenance of member preferences• Maintenance of member profiles• Maintenance of interest client database

The Car Share Organization, as a whole, relies on the information system in order for it to function. Therefore, the business needs identified in The Business Environment section of this report, will also be satisfied through the implementation of this information system.

System Capabilities: This section identifies the functional requirements the Car Sharing information system will encompass. They include:

• Reservation management• Ability to book vehicle up to one year in advance• Fast and real-time processing for users with limited time on their hands• Suggestions of alternate times,vehicles, and locations should the desired reservation

be unavailable• Easy-to-use, 24-hour web interface for scheduling, customer service assistance and

other member inquiries• Customer log in and password authentication created for new members

• Ability to retrieve password or username if forgotten• Integration of security questions and email verification for password

and/or username retrieval• Ability to recognize incoming calls and bring up members account on the screen,

when telephone operator is contacted through the telephone interface• Generating automatic send outs regarding members reservation information

• Communication with The COCOS StandAlone System• Automatic management of decentralized fleet locations• Ability to immediately receive trip data collected through the on-board computers

and GSM cellular module• Maintain SmartCard and PIN data in members accounts

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• Ability to verify members reservation with their SmartCard information through the telephone and web interfaces

• Assist members with vehicle access like locking and unlocking upon request

• Vehicle database maintenance:• Managing vehicle inventory• Ability to store newly acquired vehicles • Recording newly assigned vehicles location • Maintain information of all vehicle locations at any given point• Manage number of vehicles assigned to each location• Storing up to date news regarding changes to vehicles and locations• Maintaining vehicle warranty records and providing search capabilities for service

checkpoints identification• Storing and sending vehicle monitoring data and reports to central service office

• Member database maintenance:• Creating members profiles• Ability for periodic postal code triage and lookup• Updating and recording member profiles

• Vehicle type, location, payment method, means of receiving news, web access passwords

• Managing and editing member preferences• Addition of new reservations• Ability to search pending and already made reservations• Ability to check members completed trips• Ability to check view members accounts for various inquiries • Maintain record of members who have paid the SmartCard fee and require card

shipment• Record of smart cards that have been shipped • Automatically updating members bills based usage records• Generating automatic send outs of email notifications and newsletters through

member’s contact information that is storedInterest customer database maintenance:

• Automatic car share information send outs, upon interest customer request• Database of interest contacts upheld • Database management to remove of stale contacts• Automatic application package send outs for potential new members• Initiate removal of “stale” contacts• Record of members with ticketed violations

• Maintaining database of trip data:• Recording all trip data acquired, and ensuring its automatic communication to the

central office• Monitoring and recording vehicle usage, drive time and distance.

• Ability for statistics pertaining to all Car Share operations made available upon request, including:

• Membership recruitment and retention forms • Membership preference trends

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• Vehicle availability and usage reports• Pattern of reservations by member, location, vehicle, day of the week, time of day,

duration etc...• Reports noting trip duration and charges • Infraction records displaying who used the vehicle at the time of the infraction and

reports sent to that member automatically.• Marketing and communications reports

III. Risks and FeasibilityThis section will identify the risks and address the feasibility of the Car Sharing Information System project. The analysis of the following four feasibility categories will verify that the project is able to begin and will be completed successfully.

Organizational and Cultural Risks and Feasibility:

The car sharing organization, includes the stakeholders previously mentioned, as well as potential members of the organization. The following risks pertain to these individuals, and cultural issues that could invoke risks to the information system will also be addressed.

Because the Car Sharing Organization is an entirely new organization, this provides some ease to the deployment of the information system. This is because, the organization does not have an existing system with its own set of norms. This allows staff and customers to adapt to the information system for the first time, and avoid the risk of confusion around learning a new system. While some stakeholders may have previous experience with a similar kind of software, the ease of use is an important factor in the development of the information system.

POTENTIAL ORGANIZATIONAL AND CULTURAL RISKS THE NEW SYSTEM MIGHT INCLUDE:

• Computer phobia• Potential members who decide against joining the program due to intimidation and

fear of the web interface for reservations/profile management• Current and potential members who are intimidated by the use of the SmartCard

system for reservation, member confirmation and accessing the vehicle ignition key protected by the PIN code

• Members who are not comfortable with their bills being reliant on the technology of the on-board computer, which records the vehicle usage to create an itemized charge to be added to the members bill

• Risk of security breaches within organization for stakeholders• Risk of personal information being hacked or put in the hands of the wrong person

• Feeling of loss of control for staff and management • With potential increase of the information system’s use, some employees may be

needed less for tasks that previously gave them a sense of control of their work environment

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• Shifting of political and organizational power because of the new information system• Important responsibilities that employees were previously faced with which they feel

gave them a sense of power or political hierarchy within the organization may be shifted into the hands of the information system. This risks the feeling of demotion among employees who’s power relied on these responsibilities.

• Fear of changes of employees job responsibilities due to automation• With the growth of the online system provokes fear of the unknown among

employees• Although changes in job responsibilities may not take away from the need for these

employees, reluctance to change may create negativity among the workplace and encourage other employees to adopt the sense of negativity

• Employees who were hired for a job title they have had before at a different organization may risk the fear of not knowing how, not being able to complete the new responsibilities involved with the new changes.

• Fear of loss of employment due to automation• Fear of members shifting from using the telephone interface to making use of the

web interface could invoke fear of potential minimization of the number of telephone operators and related job titles needed within the organization

• Reversal of long standing work procedures due to automation• Employees who’s work procedures have been their norm for a long time, risk the

feeling of reluctance with the automation and growth of the information system. As some procedures may invoke changes for these stakeholders and require them to use automated methods rather than those that they have become used to or who’s skills rely on the original method of completion.

The risks identified above are all valid and often the case for stakeholders within an organization. The Car Sharing information system project initiators are sensitive to such risks and are prepared to take the necessary steps to eliminate or ease the fear of these risks. By confirming the projects organizational and cultural feasibility and addressing these risks, the organization can create a sense of positivity and excitement with the integration of the information system and ensure the risks do not interfere with the success of the information system project.

ORGANIZATIONAL AND CULTURAL FEASIBILITY:

A key component in confirming the feasibility of the organization and culture of the Car Sharing Information System is to provide sound technical training and demonstrations to all members of the organization.

Implementing features that are familiar to users from websites they may already visit should be done to create a sense of understanding and familiarity to increase satisfaction among members.

For example, creating tabs and pull-down menus in similar locations to those of an online-banking website or a social media website. This tactic will provoke users memory and help them feel successful while learning the system. Providing different levels of training for members with various technical abilities. Training and instructions for users with little-to-no computer experience made available, as well as training for users who are more comfortable with computer usage. Giving people access to the telephone interface to reach someone who can

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walk them through an issue they may be having will also increase user satisfaction. Many customers who face computer related issues will turn to what they know best, in this case making use of the telephone interface. Friendly, clear, instructional, and precise information must be delivered through these telephone interactions, so the customer does not need to continue calling back every time they face the same issue. Issuing members an emailed copy of their troubleshooting assistance they had through the telephone interface will give members something to refer to should they face the same issue again, and do not wish to call back.

For stakeholders who have issues with the security around the automation of their personal information, it is important to educate them regarding the security measures the organization is taking to prevent and eliminate such risks they may fear. The use of username and passwords help, however are not enough. Using unique security measure and safeguards, as well as investing in these options, is vital to address this fear of members information being breached.

To resolve the risk of users who feel uncomfortable relying on an automated system for bill issuing, a professional and well functioning system may elevate this risk these some users encompass. When customers see that the organization is ran in a professional way, they may feel more comfortable with the protocols that come with the use of the Car Share information system. Letting customers know how many other people are using their product successfully may also induce acceptance. Providing sound bill-inquiry support gives members some peace of mind, so should such issues arise, the organization is ready to address it.

When employees are faced with the feeling of loss of control, it is important for the operational manager to replace the control that seems to be lost with control over another aspect of the organization operations. Although the shifting of control in areas may not always be available, being innovative should be attempted, as well as encouraging these employees to work as a team.

When an employees political or organizational power is shifted due to the new system, the upper management of the organization must touch in with these employees to get to the bottom of the issue. Resolutions such as, encouraging team work, creating a work environment that relies less on politics and power can be achieved by creating an enviroment where power is not as important as it may have once been. Assisting employees in this kind of transition is key. Holding meetings to get employee feedback regarding innovative ways to maintain structure, while keeping employees happy, should be held to involve employees in the transition process and make them feel they had a part in the changes, instead of being told.

Employees who face the fear of change in their job responsibilities must be encouraged to welcome changes with arms wide open. This is a difficult task for upper management, however a critical one to withholding the happiness of their employees. Encouraging employees to learn a new set of skills that may benefit them in the future, or allow them to move up in the organization is an important factor. Assisting employees to embrace change positively is key to tackling these types of fears.

Fear of job loss is a fear that is one of the most difficult organizational risks to address. With automation of the Car Sharing organization only increasing, it is a valid fear of it’s employees who’s job could eventually be accomplished by the computer. Encouraging these employees to seek further education in other departments and giving them the opportunity to do so, leaves them with an option besides being laid off should the time come. However, due to limiting

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employees due to automation, there may not be a place for them in other departments. Should the company grow to various areas however, these employees could have an opportunity to transfer within the organization.

Changing of long-standing work habits inducing fear among Car Share employees is to be expected with any increase in use of automation. As stated before, encouraging employees to welcome change and become familiar with new practices is important for an organization based on such an information system and its capabilities.

All of these points in confirming the organizations feasibility should be approached with a positive attitude. Educating ones self on the new responsibilities, technologies and various other items causing risks can be the key to success.

Technological Risks and Feasibility:

POTENTIAL TECHNOLOGICAL RISKS FOR THE NEW SYSTEM COULD INCLUDE:

• New technology necessary for the functioning of the new system is too complex for the level of knowledge encompassed by the organizations stakeholders

• Combining technologies causing confusion among employees after implementation• The complex nature of the COCOS StandAlone System invokes potential risks among its

users

TECHNOLOGICAL FEASIBILITY:

To counter risks pertaining to the complexity and combination of new technologies being too high for employees, it is important for management as well as the people incorporating these technologies to properly educate its users in all areas. Holding several training and demonstration sessions until all users are comfortable with the system is necessary. Providing users of the new technology a way to seek help should further issues arise, is important. When people know they have some assistance they can reach out for, they feel less stressed about the implementation of the unknown technology.

Addressing risks that the StandAlone system make provoke among its users (dealing with the technical side of things rather than the customer side) is important. Within the organization, there should be someone familiar with the product and able to install the system on new vehicles, as well as fix the system on vehicles where it is not functioning properly. Technical oriented personnel must be part of the organization to ensure the correct information is being recorded through the StandAlone system, and communicated to the right place upon trip completion.

Resource Risks and Feasibility:

POTENTIAL RESOURCE RISKS FOR THE NEW SYSTEM COULD INCLUDE:

• Inability to find staff holding the necessary credentials/skills for the job

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• Causing the inability to fix and/or maintain technical issues that could arise in a timely manner

• Required people not available at the time they are needed

TECHNOLOGICAL FEASIBILITY:

To address the potential resource risks the car sharing information system may be faced with it is important to analyze the required resources before the planning phase of the project commences. This means, ensuring there are staff holding the necessary skills for the job in the geographic area where the car share organization will be located. If these individuals are not able to be found, other measures must be used. Resolutions such as, posting the job title on an international website may assist in interest towards the job. All over the world there are people who relocate for unique job positions, especially in the technology field.

Addressing the inability to fix or maintain technical issues that may arise before this individual is hired, may mean hiring a technician from a third party organization to attend to these issues for the time being.

When key people are not available at necessary times, this issue pertains to the scheduling risk and feasibility that will be covered in the next section. However, analyzing the need for those key people and ensuring their availability, should be done before the actual project planning phase.

Schedule Risks and Feasibility:

POTENTIAL SCHEDULE RISKS FOR THE NEW SYSTEM COULD INCLUDE:

• Time estimates and milestones for the project development schedule fail to stay on track • Project deployment not on schedule to be deployed while the excitement over the new Car

Sharing program is still in the air

SCHEDULE FEASIBILITY:

Scheduling of the information system project is a high-risk area that must be monitored regularly to avoid large issues arising. With information system development projects, often times, time estimates and milestone projection for deployments are almost made without complete and adequate information. While this is a normal practice in this industry, it is important for an organization to do their absolute best to make fair estimates and encourage the project team to complete within the said amount of time.

Should upper management request project deployment within a specific time frame to cater to some need, this induces the added pressure of meeting the deadline. A strong project manager with relative experience is necessary to keep the team on track. Along with a strong project manager, comes the need for employees with experience in the information system development field.

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Pertaining to the resource feasibilities, are the steps in creating a successful project schedule. Once a schedule has been made, it is then time to compare timetables among the people involved, to see if they coincide or if changes must to be made to ensure correctness.

Most importantly in the schedule matter, is the need for the project manager to frequently assess the risk of schedule slippage. This way corrections can be made as early as possible to reduce the risk of further slippage.

Part B Page �22

Part B: Events For Car Sharing In Futureville

Use Case Table For The Car Sharing Information System:

Using The Event Decomposition Technique

Event Name Event Type(trigger/ state change if

applicable)

Use Case Name

Membership Events

Member recommends potential member via e-mail

External Update database of interest customers and send information

package

Potential member requests e-package for more information

External Update database of interest customers and send information

package

Potential member fills out e-application

External Process application

Potential member application approved

External Create new account

Member pays application fee External Process and record payment

Member pays for SmartCard External Process and record payment

Member terminates account External Terminate account

Time for analysis of marketing/recruitment report

TemportalTrigger: Monthly

Issue monthly marketing report

Member suspended External Record suspension and disallow web interface access

Member changes vehicle preference

External Update customer data

Member changes payment preference

External Update customer data

Member changes communication preference

External Update customer data

Account and Billing Events:

Member requests payment history

External Issue transaction history report

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Time for monthly bill send outs TemporalTrigger: Monthly

Issue monthly bills

Member does not pay bill on time TemporalTrigger: 15 days after monthly bill

issued if unpaid

Issue late bill reminder

Member pays bill External Record a payment

Member checks bill-breakdown online

External Display requested billing data

Employee checks a members bill-breakdown

External Display requested billing data

Disputed charge on bill is approved for refund

External Process refund

Member edits account information/preferences online

External Update customer data

Employee edits a members account information/preferences

External Update customer data

Account flagged as stale External Remove contact from database

Member/employee updates payment method

External Update customer data

Member/employee removes payment method

External Update customer data

Manager receives notification of ticketed offence by member

External Update customer account and bill

Reservation Events:

Member makes reservation using the web interface

External Process reservation

Member makes reservation using the telephone interface

External Process reservation

Member cancels reservation External Delete reservation

Member checks reservation status

External Display requested reservation

Employee checks a members reservation status

External Display requested reservation

Member modifies reservation External Update reservation data

Employee modifies a members reservation

External Update reservation data

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Member checks vehicle availability (kind, date, preferred

time)

External Display availability of requested preferences

Time for monthly report noting total reservations made

TemporalTrigger: Monthly

Issue reservation data report

Time to check the day’s total trips taken

TemporalTrigger: Midnight daily

Issue daily trip report

Members reservation is unavailable at requested time

StateState Change: Block unavailable time slot on reservation system

Display alternative reservation options

Inventory Events:

Car share purchases new vehicle

External Update vehicle database

Time for monthly vehicle report TemporalTrigger: Monthly

Issue monthly vehicle report

Manager requests vehicle report before monthly issuing

StateState Change: report needed before intended release date

Issue vehicle report of past 30 days

Manager checks a vehicles location

External Display vehicle location data

Member checks vehicles in area External Display map of local vehicles

Car share vehicle needs repair/maintenance

External Update vehicle database

Car share vehicle repaired External Update vehicle database

Car share adds designated parking

External Update parking data

Manager checks unstandardized vehicle locations

External Display unstandardized vehicle data

Time for inventory of total vehicles in organization

TemporalTrigger: Monthly

Issue vehicle inventory report

Car share runs out of vehicles to respond to reservation requests

StateState Change: Car share

demand exceeded available vehicles

Issue low inventory alert to systems manager

Member fails to return vehicle within allocated time

StateState Change: Maximum

reservation time exceeded

Issue emergency alert to manager

Vehicle Usage Events:

Member completes trip External Update trip data

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Part C: Essay Question

Part A, and B’s impact on the System Development Process of The Car Sharing Information System

How the documents in Part A, and B assist the System Development Process of an Information System for Car Sharing in Futureville, and the problems that can occur if these documents are not created, or are inaccurate.

The Business Case from Part A, along with the Use Case table from Part B, are fundamental documents to the development process of Futureville’s Car Sharing Information System. The information systems development process is defined as “ the actual approach used to develop a particular information system” [1]. Therefore, it is obvious that to develop an information system, some approach is required. These documents are part of the approach for the Car Sharing system development process. Due to the complex nature of systems development, the Business Case and the Use Case table help plan and execute the final project [1].

The Business Case includes information that system developers use regularly. The system capabilities section highlights functions of the system that serve as a blueprint for further development. The use case table assists the development team prioritize and organize system deliverables into phases — ensuring success throughout the development process. Use cases are activities the system performs in response to a users request [1]. They produce communication, “clarity, consensus, and commitment” [2] around the system’s functional requirements, ensuring development team members are on the same page and share an understanding of the project’s scope.

Absence of such documents negatively affects the development process. Without the Business Case, the project’s scope unknown. Analysis activities that make up this document, create understanding of the systems needs and capabilities. Without a business case, developers lack project understanding and are forced to blindly pursue the systems development process. Attempting the systems development process without these documents, is a recipe for disaster. Failing to have the information derived from these documents, results in extreme redundancy, as functional requirements would constantly be discovered, in no particular order. Similarly, attempting the development process with inaccurate documents provide an equally negative impact on the development process.

References Page �26

References

[1] J.W. Satzinger, R.B. Jackson and S.D. Burd, Systems Analysis and Design in a Changing World, 6th ed. Boston, USA: Thomson Course Technology, 2012. [2] J. Goss. (2007, Nov 8). 10 reasons why use cases are indispensable to your software development project [Online]. Available: http://www.techrepublic.com/blog/software-engineer/10-reasons-why-use-cases-are-indispensable-to-your-software-development-project/