The aim of this report is to emphasize on the system requirements needed for the effective and efficient flow of the operational activities within the UNICEF Child Care. I have been a governing sector under the leadership of John Smith that is located at Sydney, which is responsible for the child caring between the ages six week to thirteen weeks. The objectives for the system development for UNICEF can be listed as:
Agile methodology will be applicable in the delivery of the proposed system within the existing system of the UNICEF, as it will be emphasizing on the people despite of the roles they are playing in the development. It is best suited for the implementation of software and promoting the improvement and change in the existing system. The developed system will need redefining and improving the systems with the passage of time.
As per the data provided in the case study:
Cost-Benefit – INPUT VALUES |
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Hardware |
$ 45,000.00 |
Software |
$ 35,000.00 |
Development team salaries |
$ 25,000.00 |
Training |
$ 20,000.00 |
Total Development Cost |
$ 125,000.00 |
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Hardware |
$ 3,000.00 |
Software |
$ 4,000.00 |
Operational Labor |
$ 5,000.00 |
Total Operational Cost |
$ 12,000.00 |
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Approximate salary savings |
$ 54,000.00 |
Reduced operating cost |
$ 60,000.00 |
Total Benefit |
$ 114,000.00 |
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Discount Rate Used |
6.00% |
Table 1: Input values for the Cost Benefits
(Source: Created by Author)
Following data was revealed performing the cost benefit analysis:
Project Cost-Benefit Analysis |
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Analysis Variables: |
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Discount Rate Used |
6.00% |
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Annual Benefits |
$ 114,000.00 |
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Annual Operational Costs |
$ 12,000.00 |
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One-Time Development Cost |
$ 125,000.00 |
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Year of Project |
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0 |
1 |
2 |
3 |
4 |
5 |
TOTALS |
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Economic Benefit |
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$0.00 |
$ 114,000.00 |
$ 114,000.00 |
$ 114,000.00 |
$ 114,000.00 |
$ 114,000.00 |
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Discount Rate |
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1.0000 |
0.9434 |
0.8900 |
0.8396 |
0.7921 |
0.7473 |
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PV of Benefits |
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$0.00 |
$107,547.17 |
$101,459.59 |
$95,716.60 |
$90,298.68 |
$85,187.43 |
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NPV of all BENEFITS |
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$0.00 |
$ 107,547.17 |
$ 209,006.76 |
$ 304,723.36 |
$ 395,022.04 |
$ 480,209.47 |
$ 480,209.47 |
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One-Time COSTS |
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1,25,000 |
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Recurring Costs |
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$0.00 |
$ (12,000.00) |
$ (12,000.00) |
$ (12,000.00) |
$ (12,000.00) |
$ (12,000.00) |
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Discount Rate |
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1.0000 |
0.9434 |
0.8900 |
0.8396 |
0.7921 |
0.7473 |
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PV of Recurring Costs |
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$0.00 |
$ (11,320.75) |
$ (10,679.96) |
$ (10,075.43) |
$ (9,505.12) |
$ (8,967.10) |
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NPV of all COSTS |
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1,25,000 |
$(136,320.75) |
$(147,000.71) |
$ (157,076.14) |
$ (166,581.27) |
$ (175,548.37) |
$ (175,548.37) |
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Overall NPV |
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$ 304,661.11 |
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Overall ROI |
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1.7355 |
Break-even Analysis |
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Yearly NPV Cash FLOW |
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1,25,000 |
$ 96,226.42 |
$ 90,779.64 |
$ 85,641.17 |
$ 80,793.55 |
$ 76,220.33 |
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Overall NPV Cash FLOW |
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1,25,000 |
$ (28,773.58) |
$ 62,006.05 |
$ 147,647.22 |
$ 228,440.77 |
$ 304,661.11 |
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These data helped in identifying the
payback period for the proposed system:
Timeline, activities, resources, and predecessors can be listed in the following table:
WBS |
Task Name |
Duration |
Start |
Finish |
Predecessors |
Resource Names |
1 |
Automated Cild Care system for UNICEF |
205 days |
Fri 4/13/18 |
Thu 1/24/19 |
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1.1 |
Planning of the project |
4 days |
Fri 4/13/18 |
Wed 4/18/18 |
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1.1.1 |
Complying with the existing business objectives |
4 days |
Fri 4/13/18 |
Wed 4/18/18 |
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Business Analyst, Project Manager |
1.2 |
Preparin businesses’ blue print |
41 days |
Thu 4/19/18 |
Thu 6/14/18 |
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1.2.1 |
Establishing ERP within Existing System |
7 days |
Thu 4/19/18 |
Fri 4/27/18 |
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1.2.1.1 |
Implementing Payment System |
3 days |
Thu 4/19/18 |
Mon 4/23/18 |
3 |
IT Department, Applications Engineer, Project Consultant |
1.2.1.2 |
Implemeting the system to notify Parents |
4 days |
Tue 4/24/18 |
Fri 4/27/18 |
6 |
IT Department |
1.2.2 |
Project Execution |
38 days |
Tue 4/24/18 |
Thu 6/14/18 |
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1.2.2.1 |
Executing setup for the Database |
3 days |
Tue 4/24/18 |
Thu 4/26/18 |
6 |
Database Admin |
1.2.2.2 |
Hiring enough storage in the Cloud |
10 days |
Fri 4/27/18 |
Thu 5/10/18 |
9 |
Database Admin |
1.2.2.3 |
Connecting the network between the five centres |
35 days |
Fri 4/27/18 |
Thu 6/14/18 |
6,9 |
IT Support Department, Network Admin |
1.3 |
Transformation in the existing system of the Organization |
61 days |
Fri 5/11/18 |
Fri 8/3/18 |
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1.3.1 |
ERP Application |
61 days |
Fri 5/11/18 |
Fri 8/3/18 |
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1.3.1.1 |
exchange od information and data through the database |
10 days |
Fri 6/15/18 |
Thu 6/28/18 |
10,11 |
Business Analyst, Database Admin, Project Manager |
1.3.1.2 |
Arrangement of the stocks at five different centers |
23 days |
Fri 5/11/18 |
Tue 6/12/18 |
10 |
Business Analyst |
1.3.1.3 |
arrangement of the supplies |
6 days |
Fri 6/29/18 |
Fri 7/6/18 |
14 |
Business Analyst |
1.3.1.4 |
Restoring resources for gathering information |
20 days |
Mon 7/9/18 |
Fri 8/3/18 |
16 |
Business Analyst, Project Manager |
1.4 |
technical Preparation |
77 days |
Mon 8/6/18 |
Tue 11/20/18 |
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1.4.1 |
Evaluating ERP Software |
10 days |
Mon 8/6/18 |
Fri 8/17/18 |
17 |
IT Evaluation Department |
1.4.2 |
Setting up the infrastructure for the end users |
23 days |
Mon 8/20/18 |
Wed 9/19/18 |
19 |
IT Department, IT Evaluation Department |
1.4.3 |
Data Migration to Production |
10 days |
Thu 9/20/18 |
Wed 10/3/18 |
20 |
IT Department, IT Support Department |
1.4.4 |
Pre-Go-Live Operations |
34 days |
Thu 10/4/18 |
Tue 11/20/18 |
20,21 |
IT Department, IT Evaluation Department |
1.5 |
Go-Live and Support |
40 days |
Wed 11/21/18 |
Tue 1/15/19 |
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1.5.1 |
ERP Software Go-Live |
22 days |
Wed 11/21/18 |
Thu 12/20/18 |
22 |
IT Department, IT Evaluation Department |
1.5.2 |
Providing System Support |
12 days |
Fri 12/21/18 |
Mon 1/7/19 |
24 |
IT Support Department |
1.5.3 |
Providing Business Support |
6 days |
Tue 1/8/19 |
Tue 1/15/19 |
25 |
Business Analyst |
1.6 |
Project Closure |
205 days |
Fri 4/13/18 |
Thu 1/24/19 |
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1.6.1 |
Final Project Handover |
7 days |
Wed 1/16/19 |
Thu 1/24/19 |
24,25,26 |
Project Consultant, Project Manager |
1.6.2 |
Preparing Documentation |
5 days |
Fri 4/13/18 |
Thu 4/19/18 |
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1.6.3 |
Releasing Resource |
13 days |
Thu 4/19/18 |
Mon 5/7/18 |
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Project Manager |
Table 3: Timeline and schedule of the project
(Source: Created by Author)
The Gantt chart presented in the above report also presents the activities and sub-activities similar to that of the WBS chart as presented in the above. The alignment presented in the activity list of the above Gantt chart has been presented in the sub-activities as WBS.
The goal of the system is to present an alternative solution for the parents to make payments and other operational activities using the developed system.
The scope of the project is to transform the payment system of the UICEF promoting easy and smooth flow for the UNICEF.
System Information Requirement Investigation Techniques
Internal stakeholder:
External stakeholders:
Following are the Investigation techniques those could be applied for the identification of the system requirements needed for the development of the presented system:
Questionnaire: Questioning about the necessary scope, needs, and requirements of the customer can be helpful in delivering a feasible solution. It can be open ended, close ended or optional choices for the consumers.
Suggestion Valet: It will allow collection of innovative ideas and delivery of the project based on the additional innovation added by the customers providing suggestions.
Meetings: Face to face, meetings and eye contact is a helpful measure for getting the truth and desire of the individuals for the developed system emphasizing the betterment of life for them.
Social Media Pages: Social is one if the best platform for getting suggestions and responding to the stakeholders of the project.
The above report concludes that the requirements of the system have been analysed in an effective and efficient manner and the presented data can be utilized for the development of the proposed system. It can be stated that three technologies such as cloud computing, ERP system, and HR management system will be helpful in delivering the scopes and objectives of the UNICEF as per the designed system. The above report emphasizes on the activities, sub-activities, milestones, and other activities those will needed to be delivered considering the proposed solutions for the new system. The above report also explains who the stakeholders are and how effectively communication can be led with them. It can be recommended that the perspective shown in the above report present the delivery of the operational activities in manner to provide an easy and alternative solution for the delivery of the objectives set for the UNICEF. The above presented model is an effective solution and complies with the business and organizational requirements of the UNICEF.
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