Team Members

TechnologicSolutions• Feasibility Analysis

– Technical Feasibility• ERD• LDD

– Economic Feasibility– Organizational Feasibility

• Risk Assessment and Reduction– Size– Technological– Structure

Technical FeasibilityFamiliarity with As-Is System: (High) Can we build it?Team: (High)• The group is highly familiar with the current helpdesk system.• The group has a clear understanding of the current asset management

system.• The group has a clear understanding of the current license management

system.

Client: (High)• The project champion, Darrell Eddy, has many years of experience

working with the current system.• The helpdesk staff has a clear understanding of how the current system

functions. • Between the project champion and helpdesk staff, Technologic Solutions

can gain sufficient information required for the project.

Technical Feasibility• Team: (Moderate)• Collectively, the members of Technologic Solutions

have gained a high level of applicable knowledge of the current issues in the IT industry through the CIS curriculum and work experience.

• All members have successfully completed the following courses at Louisiana Tech University:– CIS 310: Principles of Information Systems– CIS 315: Problem Solving & Introduction to Programming– CIS 323: Database Systems Management– CIS 337 or 335: Business Application Development– CIS 444: Network Design and Implementation

Technical Feasibility• Familiarity with Technology: (Moderate)• Team: (Moderate)• Most members have basic database management

skills. This includes experience with the following:– Access– MySQL– Oracle

• All members have a working knowledge of the following languages:– SQL– Visual Basic

Technical Feasibility

• Familiarity with Technology: (Moderate)• Team: (Moderate)

– 4 members have a working knowledge of the following languages:

• HTML• JavaScript• PHP• Java

– 5 members have experience working in an information technology environment.

Technical Feasibility

• Client: (High)

• The Network Administrator and Information Technology Coordinator, Darrell Eddy, has a high level of technical knowledge and skill.

• The helpdesk staff also has a relatively high level of technical knowledge, and is proficient in database management.

Table Name Number of Fields Employee 7

Ticket 8 Asset 13

Room 4

Staff 5

Administrative 6

Faculty 7

Consultant 3

Skill 2

Tier 2

Issue 6

Priority_Level 2 Assigned_to 3 License 6 Invoice 3 Possesses 3

Requires 4

The system is composed of 17 tables which consist of 84 fields

Project Size:Medium

Project Size:Continued

12 Program Interfaces •Main (Login) •Employee Add/Edit •Ticket Add/Edit •Asset Add/Edit •Room Add/Edit •Skill Add/Edit •Tier Add/Edit •Issue Add/Edit •Priority Level Add/Edit •License Add/Edit •Invoice Add/Print •Ticket Submission

8 Reports •Assets in order of least to most help tickets •List of asset information •Help tickets in order of priority •Software license information •Number of tickets closed for given day or range of days •Consultant with the most completed tickets in a given period •Employee ticket history •Asset ticket history

What are our three functions again?

• Three functions being proposed:– Asset Management

– Software Management

– Improved Helpdesk Functionality

• How do these functions work?– 17 Tables

– 84 Fields

Asset Management• Assigned to:

• Room• Employee

• Room•Desktop•Podium

•Employee•Laptop•Mobile Projector

Software Licensing Management

• License assigned

• Invoices Stored

Economic Feasibility

• Tangible Benefits

• Intangible Benefits

• Cost-Benefit

Tangible Benefits• Reduced paper and toner consumption

– Paper - 30 pages x 195 days x $0.01 a page = $58.50 per academic year

– Toner - 30 pages x 195 days x $0.02 a page = $117.00 per academic year

• Reduction in lost help tickets – 2 per wk x 2 hr of lost work x 39 wks per year x $41.50 hr =

$6,474.00 per academic year • Reduction in manual ticket submission time

– $0.252/min x (10 min/ticket x 15 tickets/day) x 195 days = $7,371.00 per academic year

Tangible Benefits

• Increased turnover for help tickets – 12 tickets are completed with the as-is system at

an average of 2 hours per ticket, but 20 would be able to be handled with the to-be system.

– [(20 Tickets/day x 2 hours) - (12 Tickets/day x 2 hours)] x 7.5 Average Hourly IT Wage = 120

– $120/day * 195 days = $23,400

• Total Tangible Benefits: $37,420.50

Intangible Benefits

• Increased faculty satisfaction

• Increased faculty service

• Reduction of stress levels for IT staff

• Decreased IT staff idle time

• Elimination of incorrectly assigned tickets

Cost-Benefit Analysis  Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total

Benefits              

Reduced Paper Consumption 0.00 58.50 58.50 58.50 58.50 58.50 292.50

Reduced Toner Consumption 0.00 117.00 117.00 117.00 117.00 117.00 585.00

Reduction in Lost Help Tickets 0.00 6,474.00 6,474.00 6,474.00 6,474.00 6,474.00 32,370.00

Reduction in Manual Ticket Submission Time 0.00 7,371.00 7,371.00 7,371.00 7,371.00 7,371.00 36,855.00

Increased Turnover for Help Tickets 0.00 23,400.00 23,400.00 23,400.00 23,400.00 23,400.00 117,000.00

Total Benefits 0.00 37,420.50 37,420.50 37,420.50 37,420.50 37,420.50 187,102.50

In today's dollars 0.00 35,302.36 33,304.11 31,418.97 29,640.54 27,962.77 157,628.76

Costs              

One-time costs              

Development Labor 17,976.00           

Training Costs 0.00           

Total One-time costs 17,976.00          17,976.00

               

Recurring costs              

Hardware              

Software              

Operational Labor              

Total Recurring Costs 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Costs 17,976.00 0.00 0.00 0.00 0.00 0.00 17,976.00

In today's dollars 17,976.00 0.00 0.00 0.00 0.00 0.00 

               

Net (17,976.00) 37,420.50 37,420.50 37,420.50 37,420.50 37,420.50 169,126.50

In today's dollars (17,976.00) 35,302.36 33,304.11 31,418.97 29,640.54 27,962.77 139,652.76

NPV 139,652.76    ROI 90%   

Assumed interest rate 0.06           

Break-Even Point 0.52 years          

Organizational Feasibility

(High)

• Project Sponsor: College of Business

• Management: Darrell Eddy and helpdesk staff

• Users: College of Business faculty and staff

• Other Stakeholders: Students in the College of Business and ultimately Louisiana Tech University

Size Risk

Risk Factor Score Chosen

Weight Assigned

Total Category

Total development work hours 3 4 12

Estimated project implementation time 2 2 4Number of other systems involved 0 2 0Number of departments (other than IT) involved with system

3 2 6

Number of vendors involved with system 1 3 3Cumulative Risk Score: 25

Possible Score: 43% Risk Attributed to Size: 17.61%

Technology Risk

Risk Factor Score Chosen

Weight

Assigned

Total Category

New Hardware 0 2 0Software New to Team 0 2 0Customers' IT Knowledge 3 3 9Customer Representative's IT Knowledge 0 3 0Customer Representative's Application Knowledge

0 3 0

I.T. Team's Application Knowledge 2 3 6Vendor Support 0 1 0

Cumulative Risk Score: 15Possible Score: 51

% Risk Attributed to Technology: 10.56%

Structure Risk

Risk Factor Score Chosen

Weight Assigned

Total Category

Systems replace on one-to-one basis 1 3 3Severity of user department changes 1 2 2Degree of user-organizational structural change

0 2 0

General attitude of the direct user 0 3 0Commitment of upper level management 1 3 3Joint ISD team established? 3 3 9

Cumulative Risk Score: 17Possible Score: 48

% Risk Attributed to Structure: 11.97%

Total Risk and Reduction

Original

Cumulative Risk Score for Project: 57 Total Possible Risk Score: 142

% Risk Attributed to Project: 40.14%

After Reduction

Cumulative Risk Score for Project: 54 Total Possible Risk Score: 142

% Risk Attributed to Project: 38.03