With he lecture please answer What steps would you take to evaluate this as a system change requests?How would you undertake a preliminary investigation for this project? Part 3: Mario's Place is GrowingMario's Place has been growing at a very fast pace over the last two years. Threenew stores have opened (all near local College campuses), one closed, a new officehas been set up (unintentionally), new catering services have been added, andseveral new staff members have joined the senior management team, includingRosalina as their Marketing Manager. Through many changes Pauline has never lostsight of the goal to serve only the best coffee, but she has had some challenges.MainStreetUBCCampusGastown/VccLangara/HQDowntown(original)Robson/CareerCollegesCurrently, each store has a cash register and a credit/debit card terminal. Theamount of each product purchased is entered into the cash register. The cashier isresponsible to ensure that taxable transaction is entered in properly, separate keys are provided to enter each item thatis taxable or non-taxable. If the transaction is a cash transaction, the cash transaction total is entered, and the cashdrawer will open. If the transaction is using credit or debit, the credit transaction button is pushed, and the transactionis finalized. The cashier enters the amount of the transaction into the credit card terminal and the customer pays thetransaction. This is a confusing and error-prone process.In a meeting with Yoshi, Pauline started seeing problems in their revenue collection. Yoshi told her that often he cannotread the daily cash deposits, and the bank has been sending deposit correction notices on deposits. The bank is onlysending him summarized transaction reports for the credit and debit machines, so store managers have not been able tobalance store sales. He is feeling a sense of growing frustration because he's being asked to confirm information whichhe truly can't accurately confirm. Pauline recognizes that the current system is not sufficient for the future. She hasasked Yoshi to start a project to purchase a Point of Sale (POS) system that will move Mario's Coffee into the future.Yoshi knew that eventually any new system would have to integrate with an accounting system, his first priority was toensure that he was getting accurate transaction data from each location. He was hoping that the new terminals wouldbe accessible remotely, but felt it was more critical that the system provided complete and accurate daily transactionsand summary information. It was also his hope that he would be able to confirm that each location sales and incomingcash and card transactions balanced each day.Yoshi visited each of the café locations to meet with café managers, each expresses similar requests of the new system.Inventory continued to be problem; they often weren't certain what products were selling. They insisted the system beable to track individual products sold and whether the transaction is cash or bank card. It was also important that thesystem identified which cashier was responsible for each transaction. They wanted to be able to quickly balance at theend of the day.The coordinator, Isabella, indicated it would be great if the system could manage the event transactions as well. Theyare almost always by credit card, but periodically, are paid for by cheque. The transactions are complicated though asthere are generally 10-15 products and services that make up an event invoice.Rosalina insisted the system be able to automatically apply discounts and promotional pricing to ensure consistentproduct pricing and it would be nice for it to be able to allow cashiers to sign up customers into a customer loyaltyprogram. Part 2: Mario's Coffee ExpandsPauline very much enjoyed working in the shops. When she was a teenager, she had worked with her Grandfatherlearning how to make the various coffee drinks. Most of the many cousins in the family had worked at Mario's at somepoint - several still worked here part-time. Mario had instilled into all of them his goal to serve only a perfect coffee(several had also picked up his love of telling good stories!). Most of her time had been spent working closely with newbaristas, ensuring product quality, and with learning the other aspects of the busy cafés. There were a few problems,service was sometimes slow, and they would periodically run out of supplies, but business was still good.After a few weeks, she was feeling more confident in her role, so Pauline started focusing on growing the business. Herfirst business opportunity came when she had lunch with a high-school friend, Daisy Mathes. Daisy owned a cateringcompany. Pauline, remembering her grandfather had started out providing a coffee service at weddings, saw anopportunity. After much discussion, they decided to work together. Daisy would offer a coffee service as part of anevent package and Pauline would sub-contract when the service was requested.Another opportunity presented itself when her leasing agent found a perfect location for her to expand. The locationwas close to a local college and was large enough that she could provide a lounge space for customers. Working with heragent, she negotiated a long-term lease and started working on renovations and hiring staff. Pauline was elated that allher strategies were coming together, but at the same time was overwhelmed with the amount of work that she wasdoing. She needed help.She decided to hire for some key positions:1.General Manager (Mona): responsible for overall dailyoperations, and the coordination of facilities and equipment,and their related suppliers. The GM will consistently travelbetween the different locations, ensuring that things areworking well.2. Café Managers (Daisy, Morton): responsible for the day-to-dayoperation of each of the coffee shops, the Manager would workon all front-line operations, ensuring proper staffing, training,and product quality was maintained.3. Coordinator (Isabella): the coordinator would manage cateringevent bookings and ensuring supplies for catering events areready and shipped to and from events. They also manage eventpayments, collecting supplier invoices, and ensuring that theyare distributed for authorization of payment, or sent to theaccountant for payment.4. Accountant (Yoshi): The coordinator would also collect salesreceipts from each store, ensure invoices were collected,prepare payments for bills, enter all transactions in a spreadsheet.GeneralManagerMARTOCafeManagersBaristasCustomerService RepsPauline(CEO)Coordinator AccountantCatering Co.

Answered: With he lecture please answer What…

Database System Concepts

7th Edition

ISBN:9780078022159

Author:Abraham Silberschatz Professor, Henry F. Korth, S. Sudarshan

Publisher:Abraham Silberschatz Professor, Henry F. Korth, S. Sudarshan

Chapter1: Introduction

Section: Chapter Questions

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With he lecture please answer

What steps would you take to evaluate this as a system change requests?

How would you undertake a preliminary investigation for this project?

Part 2: Mario's Coffee Expands
Pauline very much enjoyed working in the shops. When she was a teenager, she had worked with her Grandfather
learning how to make the various coffee drinks. Most of the many cousins in the family had worked at Mario's at some
point - several still worked here part-time. Mario had instilled into all of them his goal to serve only a perfect coffee
(several had also picked up his love of telling good stories!). Most of her time had been spent working closely with new
baristas, ensuring product quality, and with learning the other aspects of the busy cafés. There were a few problems,
service was sometimes slow, and they would periodically run out of supplies, but business was still good.
After a few weeks, she was feeling more confident in her role, so Pauline started focusing on growing the business. Her
first business opportunity came when she had lunch with a high-school friend, Daisy Mathes. Daisy owned a catering
company. Pauline, remembering her grandfather had started out providing a coffee service at weddings, saw an
opportunity. After much discussion, they decided to work together. Daisy would offer a coffee service as part of an
event package and Pauline would sub-contract when the service was requested.
Another opportunity presented itself when her leasing agent found a perfect location for her to expand. The location
was close to a local college and was large enough that she could provide a lounge space for customers. Working with her
agent, she negotiated a long-term lease and started working on renovations and hiring staff. Pauline was elated that all
her strategies were coming together, but at the same time was overwhelmed with the amount of work that she was
doing. She needed help.
She decided to hire for some key positions:
1.
General Manager (Mona): responsible for overall daily
operations, and the coordination of facilities and equipment,
and their related suppliers. The GM will consistently travel
between the different locations, ensuring that things are
working well.
2. Café Managers (Daisy, Morton): responsible for the day-to-day
operation of each of the coffee shops, the Manager would work
on all front-line operations, ensuring proper staffing, training,
and product quality was maintained.
3. Coordinator (Isabella): the coordinator would manage catering
event bookings and ensuring supplies for catering events are
ready and shipped to and from events. They also manage event
payments, collecting supplier invoices, and ensuring that they
are distributed for authorization of payment, or sent to the
accountant for payment.
4. Accountant (Yoshi): The coordinator would also collect sales
receipts from each store, ensure invoices were collected,
prepare payments for bills, enter all transactions in a spreadsheet.
General
Manager
MARTO
Cafe
Managers
Baristas
Customer
Service Reps
Pauline
(CEO)
Coordinator Accountant
Catering Co.

Expert Solution

Step 1:system change requests steps:

Request any supporting materials

You want the person who is making the change to be as specific as possible. Ask that person to put their request in writing and provide any supporting materials that might be helpful.

Have that person articulate why they are requesting this change and what the anticipated benefit of their change request is. This will help your team determine whether or not the change request is worth the effort.
Determine whether the change request is in inside or outside the scope

It is a good idea to consider what the scope of the change request is. If your team chooses to implement this change, what new requirements will this put on the project? You will want to consider all aspects of the project that will be impacted by implementing this change request.

If the request is outside of the scope, a lot of problems might end up popping up – going over-budget, for example. Or having to waste too much time on a project you’d never even agreed on.
Have your team assess the priority of the change request

Before your team implements any changes to the project you should consider any possible risks. What is the expected benefit of the change being proposed? Is this change request the result of an actual need to respond to a change in the marketplace or would it simply be nice to have?

You can consider the opinion of the person who proposed the change request, but at the same time, use common sense. The client might not know what’s in their own best interests.

Have clearly defined guidelines for evaluating the urgency as there may be varying opinions amongst team members.
Approve or reject the change request

Now that you know how important (or unimportant) the change request is and understand the impact it will have on the project, the team can either approve or reject the request.

Different organizations will have different ways of going about the approval process. Generally, a change request that will require minimal additional work can be approved within the team. Whereas a change request that would require a month’s worth of additional work may require executive approval.
Decide on a course of action going forward

If the change request is approved then the project deliverables will need to be updated. This can include plans and schedules, business process documents, and the requirements documents.

Once these updates have been made, the project manager can communicate the new course of action to everyone who will be impacted. Now you can delegate the necessary tasks to the people in charge of implementing these new changes.

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