InformationSystemImprovementPlan2014

IS Improvement Plan
for (name removed)
Cell Phone Repair
Team III
Paul Scofield I K. S. IJ. L. IN. J.

Table of Contents
Part I: Project Identification
Project Identification (K. S. 50%, Paul 50%, PRB J. L.).............................................................1
Deliverable #1 Gantt Chart (J. L.100%)...........................................................................................3
Part II: Project Proposal
Executive Summary (J. L. 100%, PRB Paul)...................................................................................4
Project Description (J. L. 100%, PRB Paul).....................................................................................5
Part III: Proof in Concept
Technology Summary (K. S. 75%, N. J. 15%, Paul 10%, PRB N. J.).......................................12
Proof of Feasibility (Paul 100%, PRB K. S.).............................................................................18
Cost Benefit and Breakeven Analysis (Paul 90%, K. S. 10%)……………..............................19
Project Progress (Paul 100%, PRB K. S.)..................................................................................22
Deliverable #2 Gantt Chart (Paul 100%)........................................................................................22
Part IV: Structured Walkthrough and System Requirements
Context Diagram (K. S. 50%, Paul 30%, J. L. 10%, N. J. 10%)...............................................23
Data Flow Diagrams (Paul 40%, K. S. 20%, J. L. 20%, N. J. 20%).........................................24
Logical Process Descriptions (Paul 40%, K. S. 20%, J. L. 20%, N. J. 20%, PRB Paul)……..31
Deliverable #3 Gantt Chart (K. S. 100%)..................................................................................38
Part V: Preliminary New System Description
Acquisition and Creation Plan (N. J. 80%, Paul (20%, PRB K. S.)…....……………………..39
Implementation Timeline (N. J. 75%, Paul 25%, PRB K. S.)……..………………………….44
Implementation Gantt Chart (N. J. 100%)......................................................................................45
Decision Matrix (J. L. 35%, K. S. 35%, N. J. 15%, Paul 15%, PRB Paul)…………………...46
Software Dialog Diagram (Paul 100%)…………………………………………………………..48
Proposed Software Forms (Paul 60%, K. S. 20%, N. J. 10%, J. L. 10%, PRB Paul)………...49
Appendix
Project Dictionary (J. L. 100%, PRB J. L.)....................................................................................69
Data Dictionary (Paul 40%, K. S. 20%, J. L. 20%, N. J. 20%, PRB Paul)...............................71
Bibliography (K. S. 90%, Paul 10%)………………………………………………………….76
System Service Request (SSR) (J. L. 50%, Paul 50%)…………………………………………...77

Part I: Project Identification
Option #1
(name removed) Phone Repair LLC
J. T. , Owner
Cell: 360-713-3795
Office: 360-836-0885
Email: icelluarrepair@gmail.com
(name removed)Phone Repair LLC is a small electronic repair shop. The company
provides solutions and services for broken electronics and minor software upgrades. J. T. , who
owns and operates this business is the friend of K. S., who is one of our team members. She does
not work for or help with this business outside of this project.
The business was founded late spring of 2014, offering on-site cellphone repair services
to businesses and individuals in the Vancouver area. (name removed)is managed by the owner
who has 8 years of experience in repairing cell phones and other electronic devices. Their
services include laptop and cell phone screen replacement, charging port repair, battery
replacement, home and power button replacement, audio jack repair, and OS upgrades. The
business also subcontracts for other businesses that do not have the tools or know-how to
perform certain jobs. (name removed)is one of the few businesses in the area that offer quality
walk-in phone repair services.
We will be analyzing (name removed)’s entire information system, from receiving
inventory to payments made by customers and including maintaining customer records.
Currently, the only software in use is a POS system which is underutilized by the business. There
are no systems in place to keep track of inventory, accounting information, or customer’s history
with the business. Presently, Mr. T. prints out the daily receipts and manually calculates the daily
totals by hand. This is reasonable task now, but it lacks sustainability as the business grows in
the future.
(name removed)Phone Repair is our first choice in selecting a business for this project.

Option #2
T. K. NW LLC
Bill, Owner
Phone: ***-***-****
T K NW LLC is a local brick-and-mortar retailer for airsoft guns and accessories. T K
NW LLC is also a resource for airsoft enthusiasts who are looking for local events and airsoft
friendly fields. N. J., who is a member of our team, has helped the business from time to time
and is good friends with the owner. T K NW LLC started business as an online-only retailer and
has only recently in the last few years opened a local store front.
The business sells many different models of airsoft guns. These airsoft guns are modeled
to resemble different real-world weapons from WW2 up to the present day. The store also
provides tactical gear, such as combat vests, holsters, and slings. Additionally, accessories such
as scopes, laser sights, replacement and upgraded internal components are provided. T K NW
LLC also provides repair and upgrade services for airsoft guns.
We will be analyzing T K NW LLC’s entire information system, from receiving
inventory to payments made by customers and including maintaining customer records. The
store currently uses a system that integrates physical sales as well as internet purchases.
Accounting is handled by an off-site CPA. T K NW LLC does not currently have a means of
tracking historical maintenance.
T K NW LLC is our second choice, as it would be difficult to find much to improve.

Executive Summary
Team three consists of J. L. and N. J., majoring in operations management, as well as
Paul Scofield and K. S., majoring in management information systems. As a team, we are going
to construct a method to improve the information systems for (name removed); a cell phone and
small electronics repair store in Vancouver, WA. This project is a result of K. S. being friends
with (name removed)’s owner J. T. . She knew that his business was in need of a new
information system to make operations more efficient and scalable. The project was selected
because (name removed)is a fairly new business and is operated by just Mr. T. himself. There are
little inventory control or customer relationship management (CRM) systems in use. Mr. T. does
not currently use any sort of accounting software to help him complete his quarterly taxes.
Missing these software services can be a problem because, with a weak inventory system in
place, Mr. T. has to memorize more information in his head. As a result, Mr. T. is more likely to
make more errors and might run into problems when the business grows and he needs to hire and
train his first employees. Instead, this information should be automatically recorded into a
computer database system. The same goes for the lack of a CRM system. Mr. T. has to recognize
and remember prior customers for such things as warranty issues that can occur. As a group, we
see an opportunity to establish a system that will benefit Mr. T. by reducing the amount of time
and effort he puts into operating his business. This project is trying to provide a more efficient
strategy of operating (name removed), and reduce the risk of inventory malfunctions and human
errors. The project is on a strict timeline, where deliverable two will be due on October 23rd,
2014. The current status of this project is in the planning process. Since the last deliverable, the
team has begun researching different POS systems, inventory control, CRM, and accounting
software that could be implemented into (name removed)’s IT system. At this time, the only
challenge is the lack of time to complete the deliverables. The resources necessary to continue
work on the project are Microsoft Office applications, especially Word, Project, and Visio. The
team will also utilize internet database research on the industry to better understand other phone
repair store’s information systems that are currently being used. This deliverable includes a
project description, a technology summary, a proof of feasibility concept summary, a timeline of
the project, and an appendix.
Project Description

As a team of systems analysts, our team believes that the assigned project will improve
most of the information systems for (name removed)Phone Repair. The goals of this project are
to improve the inventory control and accounting functions, and to implement a barcoding system
to track and input all of the company’s inventory. Our team wants to increase the efficiencies of
(name removed)’s business processes, and decrease the amount of time and effort that is
currently exerted by owner, J. T. , to run the operations of his business. As of now, Mr. T. has to
memorize the inventory in his head. The processes of (name removed)should be efficient and
automatic, allowing Mr. T. to handle only the processes of repairing phones, and not keeping
track of the inventory. Implementing the above will also make (name removed)scalable for
increased business and the hiring of new employees.
Goals and Objectives: Potential Solutions
One option that our team was considering was to simply teach Mr. T. how to properly
utilize all of the features of the Talech software already installed; maximizing its full potential. It
seems that Mr. T. is mostly utilizing the POS feature of the software, when there are many other
features like barcode scanning, customer trend analysis, and customer behavior analysis. Also, he
has recently paid off his Talech software, totaling around $500 in cost. If our team can teach him
how to properly implement this software to its maximum potential, then we may be able to solve
the inventory problems, increasing the efficiencies of (name removed)’s internal controls. If the
Talech system were to stay, there would be no extra costs to the company, but there would still
be a need for a collaborative accounting software to maintain the company’s balance sheet.
Our project team has also been looking at alternative software that may be able to offer
Mr. T. the features that he is requesting. This particular software is called RepairShopR, and it is
an all-in-one platform specifically made for running a cell phone repair shop. The costs vary
from $50 to $100 per month depending on which version is purchased. This software integrates a
POS system with a ticket system for tracking devices and repairs, communicates with customers
via email or SMS directly through the system, and intakes forms, labels, customizable checklists,
and invoicing all included. The Leads module of the software lets customers start repairs via in-
store kiosk or through the website, and the Marketr module drives word of mouth advertising and
generates new jobs. As a team, we feel that this software is the next best option after the Talech
software for running the operations of (name removed). The only problem that RepairShopR has

is that it is missing an inventory management feature. This is an important piece to keeping track
of phones and parts; accounting for what comes in and what goes out. This will be a major
reason why we may or may not choose to implement this software.
Whichever software we decide to go with, we will need to consider both the costs
associated and ease of use. Mr. T. has already agreed that if we can find a better system to use,
he does not have a problem with investing capital. Once this new system is implemented, we feel
it will increase the operational efficiency of the business, and the new system will give Mr. T.
accurate, up-to-date information on inventory counts and the balance sheet. We believe that this
is what Mr. T. is looking for to make (name removed)more operational and more cost effective,
potentially alleviating his time constraints and allowing him to perform tasks elsewhere in the
business.
Justifying the Business Case: Effects of Internal Controls
(name removed)may deal with multiple issues because they are currently not utilizing all
of the features of the Talech inventory software. Internal controls (inventory) can be thought of
as the checks and balances that prevent errors and losses in various areas of a business. Good
inventory control prevent losses and misstatements, while helping manage inventory levels.
Since inventory is quite expensive, any measure to protect this investment should be considered.
Some benefits to a company that come from having strong inventory control includes: savings,
reliability, standardization, and forecasting. A lack of inventory control causes issues such as:
bad inventory, poor planning, overstocking, lack of fulfillment, damaged products, and poor
customer service.
Savings
When strong internal controls are in place, a firm is likely to save money and run more
efficiently. Management can make better decisions about inventory and sales because the data it
receives is real and relevant. A manager may decide to cancel an order or return a shipment
because of the documentation available, usually due to internal control requirements. Other
savings are related to taking advantage of discounts, as payment processes related to inventory
are enhanced with proper internal controls. By paying bills early or on time, the firm is in a better
position to negotiate terms and other conditions over the supply chain; saving money in the long

run. This is an opportunity that (name removed)cannot afford to miss out on. Being a smaller
business, missed savings can reduce the amount of profits that the company will produce.
Reliability
Internal controls improve the reliability of accounting information, including
management reports. Confidence matters in the financial area. Investors and bankers appreciate
internal controls, which can build up a firm's reputation and dependability. A business with
strong internal controls that are regularly evaluated and tested are perceived as a well-managed,
growing business that is expected to succeed. For example, if a lender sees $400 as inventory
balance in a report from a firm with strong controls, they are more likely to trust the number and
to make good decisions based on that amount. Having a good reputation would be beneficial for
(name removed), especially if they were to seek any future financing.
Standardization
A side-effect of good internal controls involves the standardization of the processes and
procedures. Work flows that comply with internal controls are usually desirable, and most
businesses maintain them on a daily basis. Controls infuse firms and become the "normal" status,
helping to bring a business to a higher level of operation with more organization and less
confusion. Official policies and procedures can be set up based on controls, such as a procedure
to require tagging all inventory items as they arrive. Such level of standardization helps in
training new employees, decreasing errors and the chances for fraud or theft. This ensures that
when a transaction doesn't follow the expected process, that it will stand out and be more
identifiable.
Forecasting
A company’s demand fluctuates due to seasonality, the economic climate, and business
trends. A solid forecasting capability can help a business plan inventory and maintain appropriate
levels, avoiding excess inventory or shortages. Companies can study past sales trends to
determine likely future patterns and align inventory management policies to reflect those
expected patterns. (name removed)would benefit from forecasting by being able to predict which
part or model phone will be a “hot” item for the month, and adjust its inventory accordingly.

Bad/Expired Inventory
If a business has a weak set of inventory controls, this causes a higher chance for bad
inventory. Bad or expired inventory can be quite costly to an organization. If a business has too
much inventory, it has the potential to be destroyed or damaged over time. If there are no
systems to weed out bad inventory, a business may also end up with shrinkage (inventory lost to
theft). If a business is spending more on additional inventory that they do not need, unaware of
what they have, then they are wasting company resources. This can be bad for (name
removed)because the technology of phones are rapidly and constantly changing. If Mr. T. were
to keep parts for an older product on his shelf for a long duration of time, then it would soon be
outdated, and nobody would want to buy it.
Poor Planning
Businesses track inventory so that they are able to fulfill customer orders at all times.
However, many businesses also plan ahead. When they start with a bad cache of inventory, they
cannot properly plan. Moreover, if a business has an unexpectedly large order, which is great for
business, financially speaking, their bad inventory may again cost them money if they cannot
fulfill orders. Perhaps they may have to express ship product to their stores to fulfill orders,
which can cost them more than a normal shipment. A strong inventory system in place will allow
a business to know what they currently have on hand, and will allow them to successfully fulfill
orders more efficiently and plan for times of high demand.
Overstocking
One of the key responsibilities of a good inventory management system is to help cycle
inventory in and out based on historical needs. A bad inventory management system will cause
products to be ordered that the company does not need, and those products become excess
inventory or better known as overstocking. The excess inventory gets taken off the company's
bottom line during an inventory audit and can cause your company to lose money. Having an
inventory system in place will absolutely prevent overstocking from happening, because it will
always know exactly how much inventory is on hand and how much is needed. (name
removed)will definitely need to consider this, because having too much inventory can be costly

for this small business. Also, if there is a lack of demand for that certain product because
customers are not buying enough, then they are not offsetting the costs of purchasing the
products.
Fulfillment
Without a proper inventory control system, a company will be unable to fulfill orders
efficiently. Customers could be waiting for orders that they understood to be in stock, but in
reality, cannot be fulfilled for days or weeks. This also causes a problem with a business’s order
fulfillment system as orders that can be completed get mixed in with requests that cannot be
satisfied in the immediate future. A salesperson can become frustrated, order-entry system can
go into chaos, and customers may stop placing orders. Customers are the life force behind any
business, and if they are not happy, then the business will suffer losses. (name removed)has to be
able to meet its customer’s needs. If (name removed)cannot meet these needs, then it simply
must not place an order on products that are not available. This will at least lower the frustration
of the customer and show that (name removed)is a responsible company.
Damaged Products
An efficient product tracking system monitors returned product and prevents it from re-
entering back into the inventory. A bad inventory control system does not have a detailed
tracking system for damaged or returned product, and can allow product to be put back into
inventory that requires quality control measures. Damaged or returned product that gets back into
live inventory can cause a business to lose clients as they start to question why they are being
shipped defective products. It can also be costly to a company through the warranty coverages of
replacing customer’s faulty products. Selling good products is especially important for (name
removed)because if Mr. T. were to put faulty parts into the phones that he fixes, his reputation
would be tarnished, and customers would not trust his brand.
Poor Customer Service

A lack of inventory control can result in delayed product shipments to customers.
Moreover, bad inventory that comes from a lack of control can create a scenario in which a
business does not have the proper parts available for a product because they failed to check their
inventory. Customer dissatisfaction and overall poor service to the clients are a result. Customers
may end up choosing another brand if the customer service aspect is poor, which is the death of
any business. For (name removed), customer service is a key to success as a phone repair service
store. If Mr. T. cannot properly service his customer’s phones, then his small reputation in the
community will be tarnished.
Changes in Environment
The changes made to (name removed)’s technology will not necessarily draw in more
customers or raise the bar on their competition, but it will help account for inventory and
business transactions at a much more efficient scale. The operations will be executed much
easier than the system currently being used by Mr. T. , severely reducing the amount of errors
that can occur. Also, sales and customer trends can be easily recorded for use of improving the
business functions. The project will align with the mission of the organization by increasing
internal efficiencies and decrease the costs caused from errors, saving the company money.
Resources and Constraints
Resources that (name removed)has is the Talech software system that is already in place,
where Mr. T. mostly utilizes the point of sale (POS) feature. This software does have more
features than what Mr. T. is currently using, like barcode scanning, customer behavior trends,
sales and transactions trends, and customer frequency trends. These features are all beneficial for
Mr. T. to understand more about his customers and their needs. Important business decisions can
be made based off the data that these features produce. Another resource is the suppliers who Mr.
T. receives his product from. These suppliers are viable to keep (name removed)running. A
constraint that (name removed)faces is that there is no type of accounting system giving up-to-
date numbers for the balance sheet. Mr. T. is not able to produce this information immediately
upon request. This can be dangerous if the IRS was to perform an audit on (name removed).
Another constraint is that the Talech software cannot print out customer invoices, but only

receipts of when the transaction has been made. This denies Mr. T. the opportunity to give his
customers a printed invoice showing the details of their bill before they pay it.
Team Roles
At this point of the project, the team has cut its efforts into fairly even segments. J. L. and
Paul Scofield have compiled a large amount of information on different software and similar
business practices. While also compiling information into the project description and proof in
concept portions of deliverable two. K. S., has compiled the technology summary and
information technology solution portion of the deliverable, and N. J. conducted an interview with
Thunder Kiss NW, a local airsoft gun store that utilizes similar business processes as (name
removed), and brought that information into the paper.

Part III: Proof in Concept
Technology Summary
A decade or two ago, most businesses relied on manual input of information for point of
sale (POS), inventory management, and customer relationship management (CRM). In today’s
market, there are many information systems that improve our daily lives and tasks. Nearly all
information now is able to be recorded digitally and many software programs can communicate
with each other to take out nearly all of the manual labor that was once necessary to manage a
business. As previously mentioned, point of sale (POS), inventory management, and customer
relationship management (CRM) systems are key to managing a business effectively and
efficiently.
Point of Sale (POS)
Point of sale systems are usually known as automated cash registers, but technology has
evolved and changed to include a number of other features that makes it easier to run a business.
Most POS systems contain “a computer, receipt printer, lockable cash drawer, a scanner to read
the barcode, a magnetic swipe reader and a modem and pole display” (Vazov). There is also the
POS software. The POS system has come such a long way from just letting consumers buy
goods. The system also allows businesses to do everything from ordering and buying stock to
creating reports on sales. As systems progress, there are more features available. These features
can include the integration of accounting, electronic payments, e-commerce, and much more. A
POS system should be easy to operate and should also have a variety of features to help increase
sales (Vazov).
One such feature is a database for keeping track of customers in order to give them
rewards for loyalty, as is commonly seen at most grocery stores, some restaurants and other
businesses with rewards cards. These features can greatly enhance customer loyalty and can also
allow for targeted marketing. The easier a POS system is to learn, the better. It is also important
for the POS system to have the capability of having extra features added when necessary as well
as the ability to download updates when available. Making the software simple to operate will
increase efficiency; therefore, a more pleasant experience for the customer should be created as a
result (Vazov).

A point of sale system can greatly improve the ability of a company to keep its business
under control. For instance, inventory will no longer go missing, making markdowns simpler,
promotion success can be tracked, and managers can stay in control even when they are not
around. POS systems can also keep pricing consistent at all store locations, provide many
systems in one package, and increase efficiency so employees can spend their time helping
customers. One problem that many businesses have is lost inventory. POS systems have the
ability to record all sales. They can also keep track of inventory levels at the same time, allowing
businesses to quickly find the source of the lost inventory (Wuorio).
Inventory Management
Inventory management is crucial to a business’ efficiency. It is easy to lose money
without the proper organizational methods to keep track of inventory. Manual inventory systems,
such as handwritten notes or spreadsheets, can cause businesses to lose money ("Five Ways
You’re Losing Money”). There are several reasons for losing money, which includes aging parts,
undocumented material, wrong parts selection, low stock, and damaged productivity. Finding a
solution to these problems is necessary.
While manually tracking, aging products usually start to add up without being realized.
Aging products take up space that could be used by faster-selling items. Manual tracking also
makes it difficult to keep track of these products, which can result in shortages or in having
capital invested in obsolete products.
Sometimes parts are used or sold without being documented. The manual inventory
system is likely to be of no assistance in finding where the part went ("Five Ways You’re Losing
Money”). Again this can result in a shortage of parts. A “memory” system can also require an
employee to have to manually search for the actual part--wasting precious time.
Handwritten parts orders can often become lost or be misinterpreted. The result is parts
do not get ordered, causing jobs to not get done, or the wrong part is ordered which ends up
being money down the drain. This can cause a significant delay, having to wait for the correct
part to come in, and can have a negative effect on the image of the business to the customer.
When inventory is low, manual systems have no way of tracking stock in real time. They
also have no way of alerting faculty that a certain product needs to be ordered. Again, this can
result in delayed job completion and lost revenue. These manual inventory systems also take up

substantial time to fill out and use. The consequences are damaged productivity and efficiency.
However, there is a solution to these issues.
There are many software solutions to this problem. Companies such as EMDECS
produce software specifically designed to keep track of repair shop inventory (EMDECS). These
types of software will keep track of inventory as it is received and used to repair things for the
client. Not only will the software keep track of inventory, but suggest inventory levels and
automate ordering on desired items. These types of systems require a computer and a hand held
scanner in order to scan items in and out.
By switching to an electronic inventory system, many of the downfalls with manual
systems can be avoided. For example, a parts order can be created very quickly on a computer
and sent to the parts department instantaneously. There is no need to write the order out on paper
and physically take it to the parts department. This also eliminates the possibility of the order
becoming lost or being misinterpreted. Digital systems also give you the ability to track parts
usage over time, so the business can decide what quantity of a certain part should always be in
stock. Not only can the parts usage be tracked over time, but real time inventory information can
be accessed, unlike a paper-based inventory system ("Five Ways You’re Losing Money”).
Other low tech systems may be suitable for smaller businesses as well. Uline offers a
wide range of shelving and container systems which can help organize parts for larger and
smaller businesses alike. It is possible to manage inventory without an electronic system if the
business is small enough. However, this is only possible if inventory is clearly organized and
parts are easy to find. A smaller business such as (name removed)could utilize this type of
system so that a small selection of commonly used parts can be ordered at a glance and
employees can find the tools and parts they need quickly.
One example of a great inventory control system is a vending machine for employees at
FinishMaster, an automotive and paint company. This company saw how it was taking
employees a lot of time during the day finding all the things they needed in order to complete
their daily duties. This involved loading tools and supplies onto a cart which each employee kept
with him during the day. Since some supplies were hard to find, employees would try to “stock
up” on things like masking tape which decreased the businesses inventory and ordering
efficiency since it could not anticipate employee demand for such items (FinishMaster).

To solve this problem the company installed a vending machine containing daily
supplies. Not only would this machine keep track of how much each employee was using, but
also who was using which supplies. Having all supplies in the same place also decreased the
amount of time spent roaming the shop for supplies (FinishMaster). The vending machine also
increased inventory efficiency and the effectiveness of supply orders since the company could
keep track of usage and order accurately. Employees who were found to be using too many
supplies could also be given feedback on their usage.
Barcoding
Most software solutions for inventory management and point of sale utilize some sort of
barcode system for speedy data entry. Barcodes are essentially an industry standard wherever
there is inventory that needs to be tracked or rung up by a POS system. Companies like FedEx
and the United States Postal Service even use barcodes to track the locations of millions of
packages on a daily basis. By using barcodes and a scanner, a business can avoid human error
when inputting an item number or UPC. The scanners which read these black and white lines of
varying width come in a wide range of shapes and sizes (Poulsen). These days many larger
businesses use pocket devices with a built in scanner to perform daily duties such as ordering
product and taking a physical count in order to keep track of product theft or loss.
The software which generates barcodes is also widely available and sometimes even free.
The most you’ll have to worry about when it comes to barcodes is what type of sticker to print it
on and how big. Printing barcodes is just as easy by using any type of thermal, laser, or inkjet
printer. As long as the barcode is printed crisply and all of the lines are clean, it should be
scanned without problem in under a second.
There are also many different types of barcodes. The most commonly used for products
meant for sale is called UPC-A which is a type of one-dimensional barcode (“Different Types of
Barcodes”). One-dimensional barcodes are those which use only vertical lines of varied width.
There are also two-dimensional barcodes which can store much more information in a smaller
space. The most common of these is called a QR code which can store up to 2,509 numeric
characters while only taking a square inch of space (“Different Types of Barcodes”).

Customer Relationship Management (CRM)
Businesses today cannot simply rely on selling a product or service. With so many
different companies available for customers to choose between, businesses need to have a way of
setting themselves apart from the crowd. A long-term relationship needs to be forged between
the business and the customer. Individual customers' behaviors and needs must be tracked. This
is where the importance of customer relationship management (CRM) software comes into play
(Verma).
CRM software can provide a way to build strong relationships with a customer in several
ways. By having the ability to see all of the customers’ previous purchases, complaints, and other
interactions, the business can make better decisions regarding when to offer special treatment
(Morris). CRM also allows for better customer support. If a customer calls with a problem, the
information will be recorded and the customer will not have to tell the story over again if they
later call about the same issue (Verma).
Sales strategy can be improved by analyzing sales data over time. If income from a
certain demographic has been increasing, while sales to another demographic has been
decreasing, a decision can be made to adjust the targeted demographic (Poulsen).
CRM software can also simplify the process of managing customer relations. Customer
information will no longer need to be kept in filing cabinets or notepads. All data is kept in one
program, allowing customer information to be easily accessed. Every interaction and transaction
with the customer can be recorded to allow their needs to be easily analyzed. By using CRM
customer satisfaction will be increased, ultimately enhancing customer loyalty and therefore,
profit (Morris).
Real Life Example of Systems
We interviewed Thunderkiss NW on how they ran their information systems. The system
they use for the majority of their processes is QuickBooks Point of Sale. This systems provides
all of the features that our client could use, but at a price outside of his price range.
QuickBooks handles the basic functions of running the business well. This program was
originally known for being a leader in accounting software. This software also provides effective
inventory control systems. Inventory control can be handled both through the barcodes already
printed onto items, as well as with custom barcodes printed with the program. The point of sale

system is directly incorporated into the accounting process, so that sales are automatically
tracked and accounted for.
QuickBooks can also track customer trends. The software can track trends by both what
products are popular as well as tracking the purchases of customers. The system also provides
records on what maintenance has been performed on items owned by customers.
There are two primary problems that Thunder Kiss NW has encountered with
QuickBooks. The first problem is that, in order to acquire the features that were required,
Thunder Kiss NW spent in excess of $1500. This is outside the price range of our client, and
Thunder Kiss NW had to wait some time before they could raise the funds to buy the program.
The second problem is that the program will create a heavy load on whichever computer the
program is loaded on to. This is normally negligible, but if the system is used too quickly, it can
cause slowdowns.

Proof of Feasibility
One possible solution is both low and high tech. Mr. T. could invest in a solution that not
only involves new software, but new hardware, and a low tech inventory control solution. This
solution would require the following steps:
Step Requirements
1. Purchase of new hardware
and shelving.
Purchasing a barcode scanner, USB card reader, USB signature
pad, and a new storage solution to better keep track of
inventory.
2. Purchase of new software. Switching from Talech software to RepairShopR.
3. Adopting new software. Switching information to new system, learning how to use new
software.
4. Utilizing additional features. Improving business website to include features provided by
RepairShopR.
The first part of this solution is purchasing new software and the hardware it requires.
This solution provides almost everything (name removed)needs. It’s scalable, which means that
as his business grows and he receives more devices to repair, his accounting work will not
increase. This new software will also keep track of market trends and provide an easy way to
keep track of his customers. The only feature this solution does not provide is automated
inventory control. Any trends he wants to keep track of will need to be manually requested of the
software to keep track of, and the software does not keep track of current inventory. Mr. T. will
also need to manually enter orders to his suppliers. The software does provide a wide range of
features aimed at enticing customers and improving customer service. For instance,
RepairShopR includes modules that can be integrated into a website and be used by the business
owner and customers as well as other marketing tools. It has been discovered that (name
removed)is in great need of anything which would improve its online presence in order to grow
the business.
Part two of the solution involves purchasing specialized shelving from Uline. This
shelving is basically a system of bins which hook onto a rack which can be easily labeled, thus
offering improved organization of Mr. Tran’s current inventory and cell phone junk yard. Any
parts which Mr. T. wants to keep in stock can have its own bin, and when that bin is low he will

be able to tell quickly if a part needs to be reordered. This inventory solution will also help him
and any future employees find parts much easier than before.
First, lets consider the economic feasibility of this solution. The spreadsheet below
estimates the potential cost and benefits provided by the new system. It also calculates the
breakeven point in days based on Mr. Tran’s current sales and due to the savings provided by the
new system.
Not only will there be an initial cost of new hardware, there will also be an additional
monthly fee for RepairShopR. The total cost at startup will be $200 with a $100 fee each month.
J. T. was paying $49 a month for the Talech software, but he has recently paid off the software.
Additionally, Mr. T. will need to invest $300 into a shelving unit to store new parts in. In
speaking with Mr. Tran, it has been determined this solution is economically feasible. This

solution provides scalability for (name removed), and the time the new system will save will pay
off the system within a few months alone.
In regards to technical feasibility, the answer is simple. The technology necessary to
implement this solution is widely available with no need to hire or contract developers or a full
time employee to maintain this system at current business levels. At store level, all he needs is an
up to date computer, a few pieces of hardware to facilitate input and output, and an internet
connection which he already has. The company who owns RepairShopR provides data storage,
software, and technical support for the software for a monthly fee.
This solution is also believed to be fairly operationally feasible as well. While the owner
of (name removed)may need to provide slightly more input into the software than he does
currently, the level of daily maintenance should not increase at the same rate as his number of
transactions. The software appears easy to use and the makers of RepairShopR provide tutorials
which are easy to access. System hardware is also easy to maintain and the owner himself is
knowledgeable on how to maintain the hardware. This solution will however require Mr. T. to
switch to using his PC computer in order to do transactions. The transition will be hard at first,
but as he gets used to the system (name removed)will be better off in the long run. The new
shelving system should be easy to understand and once it is in place, Mr. T. and other future
employees should be able to find tools and parts easily within seconds of walking to the shelf.
There are no legal or contractual obligations violated by the new system. (name
removed)has not signed a contract with Talech to maintain their current level of service and
software licenses. The new software does not violate any laws, nor does this solution require
(name removed)to violate any laws on the state or federal level.
Mr. Tran, who owns and operates the business on his own, does not have any personal
objections to this solution. He welcomes any solution which would help his business grow and
decrease the amount of work he has to do on a daily basis. He has just finished paying off his
current Talech software, so he may not be happy about switching POS software right away. The
political feasibility of this solution may be about half and half. Although RepairShopR may be a
better system, we may have problems convincing him to make the switch right away. The
shelving system will be a clear winner and may be a part of all future solutions regardless of the
results of this project.

The new software will not require more time to use and maintain as (name
removed)receives more business. The proposed software will require slightly more time than the
current system does, yet it is not a concern of the owner. Unloading new inventory into the
shelving unit advised will consume slightly more time than he currently invests, but this should
decrease as he gets used to the shelving unit. This solution has been determined to have schedule
feasibility and meets the time constraints of the owner who will need more time to repair
cellphones and other devices as his business grows.
There are no ethical concerns when it comes to this project. None of this project involves
anything which Mr. T. finds objection to ethically. No feelings or bodies will be damaged with
the installation of new software and inventory organization systems.
Overall, it has been determined that the new solution is highly feasible on most levels.
While the owner may rather spend less money on new hardware, it is hard to install a new
system like this without a computer. There are not as many options available for his iPad. Also,
the iPad he currently uses limits the types of system output and input that can be generated.
Using a computer instead gives the owner more versatility because it is more widely used in
similar systems.

Project Progress
Deliverable #2 Gantt Chart
Current Status
Currently, we have the project proposal finished and ready for the client to go over. The
proposal contains some preliminary details of some possible solutions. We have had some issues
securing an interview with another business at this point in time; however, we will be getting one
soon and before the end of the project. This will offer some insight as to how other businesses
use solutions which are currently available.
Project Management
The project is being managed by Professor Greg Rose. Team communication is being
facilitated by Paul Scofield. Paul and J. L. are heading up most of the project research while K.
S. has been working on major parts of the paper with the help of the rest of the team. N. J. is
responsible for securing an interview with another business and will be contributing to the rest of
the project as well. So far the project is staying on schedule, all team members are contributing a
few hours per week individually into the project to ensure its progress and completion.

Part IV: Structured Walkthrough and System Requirements
Context Diagram
Dataflow Diagrams

Logical Process Descriptions
Process Name Process Description Pseudo Code
P1.1: Compile
Customer
Information
This process is where the
customer’s contact
information, as well as the
information of the problems
of the phone are collected.
If the initial submission of
information is incomplete,
the process requests the
missing information from
the customer.
RECEIVE Customer Request
RECEIVE Customer Request
BEGIN IF
IF Customer Data is incomplete
BEGIN UNTIL Customer Data is
complete
SUBMIT Questions for
Customer Data
RECEIVE Customer Feedback
END UNTIL
ELSE SUBMIT Customer Data
END IF
P1.2: Sort
Customer Data
This process separates the
customer’s contact
information into fault
information and contact
information. The fault
information is sent to create
a work order and the contact
information is stored.
RECEIVE Customer Data
COMPLETE Customer Information
SUBMIT Customer Information
COMPLETE Fault Information
SUBMIT Fault Information
P1.3: Generate
Work Order
Here the fault information is
formalized into a work
order for the repair process.
RECEIVE Fault Information
COMPLETE Work Order
SUBMIT Work Order
P2.1.1:
Troubleshoot
Phone: Receive
Problem
Information
During this process the cell
phone is troubleshot. The
goal of this process is to
figure out what is wrong
with the phone based on
information provided by the
customer and gathered by
the Repair Guy.
RECEIVE work order
RECEIVE Problem Info from Repair
Guy
BEGIN IF
IF problem is not understood
BEGIN UNTIL problem is
understood
SUBMIT Questions to customer
RECEIVE Customer Response
END UNTIL
END IF
P2.1.2:
Troubleshoot
Phone: Gather
Repair
Information
The goal of this process is
to find out whether or not a
repair is possible and to
discover the steps in which
the repair needs to be made.
BEGIN IF
IF repair requirements not
understood
BEGIN UNTIL Problem found
SUBMIT web query of problem
RECEIVE query results
END UNTIL

END IF
P2.1.3:
Troubleshoot
Phone: Get
Customer
Consent
In the case in which a repair
is being completed for a
business client or a repair is
more expensive than
previously discussed with
the customer, (name
removed)needs to get
consent from the customer
before the repair can be
made. The goal of this
process is to get consent
from the customer to start
the physical repair.
BEGIN IF
IF customer is a business client OR
repair is more serious than
discussed during Customer Intake
SUBMIT invoice to customer
BEGIN IF
IF consent to repair received
SUBMIT Problem Report to
next process
SUBMIT Updated work
order to Holding Area
ELSE
SUBMIT rejected work
order to End Service
Process
END IF
IF repair is not more serious than
discussed during Customer Intake
SUBMIT Problem Report to next
process
SUBMIT Updated work order
to Holding Area
END IF
P2.2: Get Part # This process retrieves the
part number required to
make the repair. The part
number is added to a daily
order list.
RECEIVE Problem Report
BEGIN UNTIL Correct part number is
found
SUBMIT web query with part
description
RECEIVE part list
END UNTIL
SUBMIT Part number to next process
P2.3: Determine
If Part Is In
Inventory
This process determines if
the parts needed are already
in inventory.
RECEIVE Needed part number
BEGIN IF
IF part is in inventory
SUBMIT location if part to repair
shop
IF part is not in inventory
ADD part number to Daily Order
List
END IF
P2.4.1: Order
Parts: Get Daily
Order List
This process gets part
numbers from the Daily
Order List at the end of the
day.
GET Daily Order List part numbers
SUBMIT all parts orders to all suppliers
P2.4.2: Order This process runs once per BEGIN IF

Parts: Find
Commonly Used
Parts
week and gathers
information about what
parts (name removed)should
keep in inventory for
anticipated repairs.
IF employee has extra time AND is
first time in one week employee has
had time
SUBMIT web query for popular
trends in cell phones
RECEIVE popular trends
DETERMINE if more parts
needed to keep up with
anticipated demand
ADD needed part numbers to
Daily Order List
ELSE do nothing
END IF
P2.4.3: Order
Parts: Generate
Order
This process matches the
list of parts that need to be
ordered with the supplier
who supplies them and
submits the order.
SELECT Supplier
SELECT first part number
BEGIN UNTIL order list is empty
BEGIN IF
IF supplier has part
ADD part number to order for
supplier
DELETE part number from order
list
IF supplier does not have part
SELECT next part number
IF at end of list
SELECT next supplier
IF supplier for part cannot be found
GET Updated Work Order from
holding area
SUBMIT Rejected work order to
End Service
END UNTIL
SUBMIT all orders to their suppliers
P2.5: Order
Reconciliation
This process verifies that all
parts received are the ones
which have been ordered. It
also initiates a return when a
part has been in inventory
too long, damaged, or is no
longer required for a repair
job.
RECEIVE Invoice from supplier
READ Invoice
BEGIN IF
IF part is damaged OR wrong OR
not needed
SUBMIT returns request to
supplier
IF part is needed for current repair
NOTIFY repair shop that part has
arrived
IF part on invoice not received
NOTIFY supplier part not
received

ELSE
ADD part to current inventory
END IF
P2.6: Receive or
Retrieve Part
This is the process that
actually gets the part needed
to complete the repair.
BEGIN IF
IF part arrival notification received
GET part from receiving area
IF part location received
GET part from inventory
END IF
GET Updated Work Order from
Holding Area
P2.7: Repair
Phone
This process is when the
phone repair actually takes
place.
BEGIN IF
IF repair procedures not understood
BEGIN UNTIL procedures
understood
SUBMIT web query with
repair details
READ query results
END UNTIL
DO phone repair procedures
IF repair procedures understood
DO phone repair procedures
END IF
UPDATE work order with work
completed
SUBMIT finished work order to End
Service
P3.1: Determine
Final Service
Fee
This part takes in the final
work order and calculates
the amount owed by the
customer.
BEGIN IF
IF finished work order received
THEN set charge at amount owed
IF rejected work order received
Do nothing
END IF
P3.2: Call
Customer
This occurs after the final
invoice has been printed.
(name removed)will then
call the customer to inform
them of the completion of
their phone repair and the
final cost of the repair.
GET customer number off work order
SUBMIT finished order confirmation to
customer
P3.3: Process
Sales
Transaction
This part will occur once the
final invoice and the
customer payment
information has been
collected. Then this process
GET finished work order from holding
area
BEGIN IF
IF phone is repaired
RECEIVE payment information

will send information to the
bank to be accepted as a
legitimate transaction of
funds. At the end of this
process, a receipt is printed
and given to the customer.
from customer
SUBMIT payment information to
bank
BEGIN IF
IF payment accepted
SUBMIT sales transaction to
Talech
RECEIVE receipt from
Talech
IF payment denied
NOTIFY customer of
payment denial
SUBMIT finished work
order to holding area
IF phone is not repaired
SUBMIT Estimate to customer
END IF
P4.1: Organize
Tax Information
During this process, sales
reports and invoices are
gathered and organized.
REQUEST Invoice and Sales Report
CALCULATE quarterly sales
CALCULATE cost of goods sold
P4.2: Prepare
Taxes
Once the sales report and
invoices are gathered and
organized, the necessary tax
forms will be filled out.
RECEIVE Tax Forms
COMPLETE Tax Forms
SUBMIT Completed Tax forms
P4.3: Submit
Taxes
After filling out the tax
forms, the forms will be
submitted to the IRS.
DOUBLE CHECK tax forms completed
accurately
SUBMIT Verified Tax Forms to IRS
Deliverable #3 Gantt Chart

Part V: Preliminary New System Description
Acquisition and Creation Plan
New System Recommendations Summary
As result of all of our research and findings within (name removed), there are a number
of changes that need to be made as soon as possible. The first thing that needs to be done is an
implementation of an inventory storage unit. Secondly, (name removed)will need to utilize all
features that are part of Talech because the features are useful for its business; such as its
inventory and customer database. (name removed)should also consider purchasing a custom
QuickBooks software solution to keep track of its accounting needs as well as generate invoices
for its clients. Lastly, a set of standard procedures on the use of and maintenance of the
aforementioned systems to increase scalability of the business.
The first of which is the implementation of a new inventory storage and organization
solution. We recommend the purchase of shelving and bin units that are sold by Uline. This
solution will not only keep inventory and work orders organized, but also make tracking
inventory easier. Not all parts will be included in the inventory database by Talech. Those parts
which are not in the database should be stored in a categorized bin and clearly marked. This way
anyone who needs those parts can quickly glance into the bin to see whether or not parts need to
be ordered.
Secondly, (name removed)needs to learn how to fully utilize all useful features provided
by Talech. This list includes an inventory database, customer database, reporting features, and
more which could make daily operations easier and smoother. Simply using the inventory
database in coN. J.unction with the POS system, provided by Talech, could provide insights
which would improve availability on commonly used parts. Keeping track of customers by name
and address could let a technician know what has been fixed on a particular phone before, and
might help with the troubleshooting process. Additionally, the reporting features provided by
Talech can inform Mr. T. of customer trends, period sales, how many customers he has serviced,
and more which would help with decisions trying to improve the business as a whole.
We are also going to recommend that Mr. T. purchase a custom version of QuickBooks
to suite his current and near future accounting needs. Microsoft can sell Mr. T. a custom version
of QuickBooks, which only includes the features he needs. Only purchasing needed features

lowers the initial purchasing cost of QuickBooks. While the purchase itself may be outside the
price range, Mr. T. is willing to spend money on QuickBooks. We believe it is something his
business will not be able to do without as the business grows. The team agrees that while the
business may not need the software right now, it will in the future. Currently, Mr. T. has time
during the day to setup QuickBooks and learn how to use it. In the future, when (name
removed)is bigger and is in desperate need of accounting software, Mr. T. will find it more
inconvenient to learn how to use a new piece of software.
Our last recommendation is the most important of all. Mr. T. needs to develop standard
procedures for all its business processes. Without standard procedures, clients may not receive an
equal level of service and Mr. T. may not receive enough information from each client or
customer. Additionally, a set of standard procedures will allow T. to more easily train any new
employees on the information systems used in (name removed). Training a new employee based
solely on experience can double the amount of time it takes to train a new employee. Standard
procedures can be written down and read by new employees while ensuring all customers and
clients receive the same level of service. Standard procedures will also improve the information
collected from the customers including contact and information needed to generate a work order.
Whether or not Mr. T. decides to implement the previous recommendations, he should definitely
develop standard procedures for all systems, especially information systems.
Database Design, Acquisition, and Maintenance Plan
The proposed solution will involve the use of two programs, Talech and QuickBooks.
Talech is currently owned by (name removed)and would serve as the point of sale, customer
record database, and inventory control system. QuickBooks will be required for maintaining
accounting records, as well as for generating estimates.
J. T. , himself, will be responsible for the maintenance of all systems until he hires his
first few employees. At that point, standard procedures should be set in place to make sure all
systems keep up-to-date. Inventory will need to be adjusted, audited, and updated accordingly.
Customer records will also need to be maintained as they purchase the services provided by
(name removed).

Documentation Plan
Much of the information required for running (name removed)is kept solely in the
memory of the owner of the business. No systematic method is currently used to store customer
information. The information will need to be formally stored in records that can be accessed by
other individuals. This will involve meticulously recording the information that has been
remembered and must be turned into formal records. Standard procedures should be
implemented to ensure all necessary information is collected and stored for later use by any
employee who may need it in the future.
Testing Plan
As the system is being established, the system will be tested during the transfer process
from the current information storage methods. Before any existing records are disposed of, all
components of the system will be analyzed to ensure that information is being stored and utilized
correctly. Talech will be tested to confirm that it stores and recalls customer information
accurately, as well as transferring sales information to QuickBooks. QuickBooks will be tested to
ensure that it is accounting for the business properly and the program is able to generate the
estimates that the business requires to function.
Metrics and Milestones
The most important metric for success in the implementation of this system will be
whether or not the owner can consistently use the system, rather than using the informal system
he currently uses for a number of the functions of the business. His current methods, while
adequate for one person, would not allow him to scale the business any further. By implementing
the system and sticking with its use, our client will enable any future employees to use the
system in an effective manner and to allow growth to occur.
Maintenance Strategy
The software component of the system will be maintained through updates provided by
the providers of the software. The hardware will need to be maintained in order to ensure
continuous functionality. Talech provides off-site storage of records in order to prevent local
hardware failures from effecting the business.

Weekly maintenance will need to be provided by Mr. T. to make sure the inventory
database is kept up to date. Daily maintenance will be required to make sure the customer
database is also up-to-date with the latest information. Random portions of inventory should be
audited weekly. This should only take a few minutes per week to complete. Customer
information should be inputted as soon as it is received in every interaction between (name
removed)and a customer. While this may add a small amount of time involved with each
customer interaction, the information saved to the database may prove to be useful in the case of
a lost work order or other situations.
Integration Plan with Existing IT
The current systems will be used so there is little work that needs to be accomplished in
this regard. Talech integrates with QuickBooks out of the box. Upgrading QuickBooks will
require little work to achieve full functionality.
In order to tie in the new barcoding system to Talech, barcodes will need to be assigned
to each item being kept track of in inventory. The newly printed barcodes will be attached to a
physical bin on the shelving unit which will make it easy to read, remove, or add inventory.
Rollout/Implementation Plan
Implementation of the plan will begin with the acquisition of the appropriate hardware.
This will include gaining access to both a keyboard for the point of sale equipment, as well as a
barcode reader for keeping track of inventory. Hardware will also include acquiring shelving and
equipment bins in order to properly provide physical organization to the inventory of repair
parts.
Once the physical equipment is gained, the process of inputting both customer and
inventory information can occur. Customer data should take no more than two days to input, in
order to account for getting to know the system. Inventory data should be completed within one
week. During this time, standardized steps should be developed and implemented in how to
handle customer orders so that they are repeatable by possible future employees. Standardized
procedures should take about a month to adequately develop.
After these previous steps have been completed QuickBooks should be upgraded. The
delay in the implementation of QuickBooks should be long enough for processes to stabilize in

the other aspects of the business. The implementation of QuickBooks should take approximately
two weeks to accomplish.
Training Plan
The current information system is not well understood and many of the features of the
system are not utilized. The first step will be to make the current worker proficient in all useful
features. This will be achieved by the use of documentation and web-based instructional videos.
Practice will occur during the initial implementation for the plan as existing records are inputted
into the system along with new customers.
As (name removed)seeks to expand business, it will be important to create a plan to train
future employees in the use of Talech. This can be achieved with the methods mentioned above.
In addition, as there will be senior workers who will have practical experience, informal
instruction will be available as part of the training. Standard procedures will need to be
developed in order to aide in the training process.
Security Plan
While the information contained and utilized by the system is important, it is not intended
to be accessible to outside parties. While it is unlikely to be attacked, best practices for
maintaining system security should be adhered to. Most security will be provided by Talech who
maintains all data on their own servers off-site. Additionally, anyone who needs to use Talech or
QuickBooks should have their own username and password. This way it will be easier to track
who is doing what with the system.
Operations Plan
The operations plan will focus on creating the standardized procedures that will allow the
business processes to be reproducible. However before standardization can occur, T. will need to
learn how to use all useful features Talech has to offer. Talech has many features which are
either underutilized or not used at all. The customer database as well as inventory system
provided by Talech will be useful when T. needs to hire his first employees.

Implementation Timeline
Our current implementation plan is as follows: First, our client needs to purchase the
physical hardware to complete his POS and inventory system. The computer hardware should
arrive within a week of ordering from websites such as Amazon. Due to the size of the shelving
units required, the shelving units may take a few weeks to ship from a business shelving supplier.
Once all of the hardware arrives after about two weeks from the order date, our client can start
utilizing the inventory features offered by Talech.
While our client is waiting for hardware to arrive, he can start inputting customer
information into the customer database provided by Talech. This should take our client just a few
days between other duties because he does not keep many customer records. Our client can also
start developing standard procedures regarding customer intake and work orders. A work order
form will need to be developed and utilized so that our client can train his future employees on
the new system.
After our client has a set of standard procedures in place, he should purchase a
customized version of Microsoft QuickBooks. A customized version will include only the
features our client needs while reducing the cost of the software. While this may be expensive, it
is our belief that (name removed)will need a more robust accounting system in the future as the
business grows. We recommend that our client purchase the software now while he has time to
learn how to use and develop standard procedures for using that system as well. When our
client’s business increases to the point of needing more people, he will have less time to
purchase and learn how to use new software.
Refer to the Gantt chart on the next page to help explain the implementation timeline.

Decision Matrix
System Requirements:
1. System should be able to create and store work orders.
2. System should keep track of commonly used parts in inventory database.
3. System should keep records of sales tax, as well as generate reports necessary to fill out
tax forms.
4. System should be able to create estimate forms which can be printed out and given to
clients
5. Third party software should be able to update itself autonomously and frequently.
System Constraints:
1. System software and required hardware should not cost more than $500 to purchase.
2. System must keep track of customers via database.
3. System must be easily installed using most of (name removed)’s current hardware and
infrastructure. Cannot require (name removed)to close for any period of time to install.
Criteria Weight Talech RepairShopR
B
l
u
e
L
i
n
k
Rating Score Rating Score Rating Score
Requirements
Work Order Input 17 1 17 5 85 5 85
Real-time inventory tracking 15 4 60 5 75 5 75
Tax capabilities 9 3 27 4 36 5 45
Estimate generation 5 1 5 5 25 5 25
Software updates 4 5 20 3 12 5 20
50 129 233 250
Constraints
Cost of software 40 5 200 2 80 1 40

Cost of hardware 4 5 20 3 12 2 8
Customer info input 4 5 20 5 20 5 20
Ease of implementation 2 5 10 3 6 1 2
50 250 118 70
Total 100 379 351 320
As seen in the chart above, there seems to be a mixed tie between all three options.
However, there are other things to consider when viewing this chart. The client has stated that he
is unwilling to spend much more than $500 to improve his current system. Both RepairShopR
and Blue Link would exceed the $500 maximum spending limit. However, the competing
software may be something to consider later on because while they are more expensive, they do
include more features than Talech does. Talech is a multi-purpose POS system while the other
two options seen above can be tuned to the client’s specific business operations. RepairShopR
was designed for (name removed)’s type of business in mind.

Software Dialogue Diagram
The following diagram indicates a simple software solution usable for (name removed). It
includes forms for POS, inventory, reports, and a customer database. All pages are linked
together to ease navigation from the main menu and back. The design of this program would
utilize a set of standard practices which increases the ease of use.

Proposed Software Forms
Note that the following forms are not part of our proposed solution at this point; however,
they depict interfaces which should be useful for (name removed)provided they are properly
coded and implemented. In total, there are ten prototype forms we would like to display for
sampling purposes.
Login Form
The login form or page of this program is the first screen any user will see when he or she
first activates the program. Every user should have his own username and password which would
correlate to a set of permissions. The permissions should be determined by the role within (name
removed). It is important to note that this is the only form that does not include the “Switch
Users” button since this is the page which that button would navigate to as well as log the current
user off.
See form on next page.

Main Menu Form
This will always be the second page any user will see after successfully logging into the
software. Its large buttons will make it easy to use on a touch screen computer or tablet similar to
what (name removed)currently uses. Pressing one of the buttons will either take the user to one
of two databases, the reports menu, or the sales transaction screen used as the POS main
window.

Inventory Database Form
Users will navigate to this page from the main menu. It is used to view the store’s current
on hand inventory as well as all items registered into the database. The user will be able to sort
items by any of the columns such as quantity in stock, part number, and cost. The “Update
Inventory Mode” button will allow a user to use a scan gun to easily update inventory quantities.
Once a barcode is scanned while in this mode a prompt will appear asking the user to adjust the
quantity and/or create a new item in the database which corresponds to that barcode.

Add New Item Form
Activating the “Add New Item” button on the Inventory Database form will bring the
user to this screen, which may be shown over the top of the previous form. Here, the user can
add a new inventory item to the database. “Generate Number” will automatically generate a
random item number if an item does not have a UPC code provided by the manufacturer.
Pressing “Save” will save the new item to the database and close this form. The “Intended
Device” text box refers to the name and model number in which a particular part belongs to; for
example, “iPhone 5s”. This way (name removed)employees can easily find all the parts in stock
or listed in the database for iPhone 5s cell phones.

Customer Database Form
The user can view this form by selecting it from the main menu. It shows all database
entries in the Customer database. From here, someone can select or search for a customer and
then press a button to show that customer’s information. It will be easy for a technician to find
all work orders for an individual or edit a current work order.

Add Customer Work Order Form
From this screen, an employee can add a new customer work order. All the user will have
to do is select the customer on the Customer Database form and then press “Add/Edit Customer
Work Order.” This screen will be printable and the data it collects will be saved onto the
database until it is removed. Some fields will be automatically generated such as First Name and
Last Name from the customer database as a reminder to the technician who may need to leave
this screen up for some time.

Add New Customer Form
When an employee activates the “Add New Customer” button on either the customer
database form, or the sales transaction form, this screen will appear. Here, a customer’s contact
and other useful information can be easily added to the existing database. The information
entered here can be useful for keeping track of customer records as well as running queries in the
future. Keeping customer data can also help target customers for certain promotions (name
removed)may want to run.

Sales Transaction Form
This form is accessible from the main menu and will probably be the most used form
within this program. From this screen, all sales transactions are completed and recorded. The
user can initiate many functions from this screen including looking up past transactions, taking
returns, or printing a duplicate receipt. Important buttons on this screen are bigger because they
will be used more often and do not disrupt or cancel the current transaction on accident. Smaller
buttons are those which may cause a disruption in the customer and employee interaction. At the
top of the screen an employee can search for a customer using a customer’s full or partially
entered first and last name or by phone number. Pressing “Add Custom Item” will allow an
employee to charge for items which do not scan or cannot be scanned such as labor hours and
infrequently sold parts.

Reports Selection Form
This screen can be navigated to via the main menu. From here, a user can select from a
multitude of possible reporting features. On this screen, there are only four options, but there
could be many more buttons added if needed. The reports listed here are just a sampling of a few
reports which may be useful to (name removed). It is important to note that not all of these
buttons may be usable by all employees. Some reports may be restricted to certain job titles such
as “Owner” or “Accountant. ”

Sales History Form
This form can be viewed from either the reports form or sales transaction form. Its use is
to look at a list of transactions based on a date range inputted by the user. The administrator of
the program should be able to determine what date range should be shown by default. This
screen is not intended to show all details of every transaction. When a user presses “See Full
Report”, a new screen showing a full and more detailed list of transactions according to the
specified date range will be shown and available to be printed. This will be especially useful
when looking up daily, weekly, monthly, or even quarterly sales. There should be no limit to the
viewable date range as long as data exists for the specified range.

Appendix
Project Dictionary
Customer Relationship Management (CRM) - A system for managing a company's
interactions with current and future customers. CRM often involves using technology to
organize, automate and synchronize sales, marketing, customer service, and technical support.
Demographics - The quantifiable statistics of a given population, used to identify the study of
quantifiable subsets within a given population which characterize that population at a specific
point in time.
Junk Yard - Mr. T. will sometimes purchase used cell phones in order to use the parts to repair
other phones or to sell. In this project this is how we will refer to this part of inventory.
Lost Inventory - A record of the amount and type of items missing from stock. Loss of
inventory is a condition in which there is less of an item in stock than database or paper records
indicate there should be.
Point of Sale (POS) - A system which enables a business to process and keep track of sales as
well as generate receipts for the use of both customer and business.
QR Code - A machine-readable code consisting of an array of black and white squares, typically
used for storing URLs or other information for reading by the camera on a smartphone.
Seasonality - A characteristic of a time series in which the data experiences regular and
predictable changes which recur every calendar year. Any predictable change or pattern in a time
series that recurs or repeats over a one-year period can be said to be seasonal.
Shelving - To place something on a shelf or shelves.

Universal Product Code (UPC) - A barcode symbology (i.e., a specific type of barcode) that is
widely used in the United States, Canada, the United Kingdom, Australia, New Zealand, and in
other countries for tracking trade items in stores.

Data Dictionary
External Entities
Customer - The client which (name removed)serves. This can be a single person or a company
which has contracted with (name removed)to complete multiple repairs at a time.
IRS - Internal Revenue Service
Repair Guy - The employee who is troubleshooting and repairing the phone.
Suppliers - The companies which supply (name removed)with parts used to repair phones.
Talech - A third-party POS system (name removed)utilizes to run the business. Stores all
information in the cloud.
Web - The internet where queries are submitted and results returned. Used when an employee is
facing something new or needs to get a specific piece of information.
Data Flows
Completed Tax Forms - Tax forms that have been filled out and completed with all required
information.
Consent - A customer’s accepting or denying any services provided by (name removed).
Customer Data - Unsorted customer information containing both fault information as well as
contact information.
Customer Feedback - A customer’s response to Questions for Customer Data.
Customer Information - A customer’s contact information as well as name and what devices
the customer owns.

Customer Request - When a customer indicates a desire for repair to their phone.
Customer Response - Any response from the customer after a question has been submitted to
the customer via phone call or other means.
Estimate - Business clients and customers whose cell phone needs major repairs not discussed
during intake will receive a repair estimate for their approval or disapproval before (name
removed)goes forward with the repair. This can be a document with an itemized list or stated
over the phone.
Fault Information - Information about phone problems that has not been formalized into a work
order.
Finished Work Order - The final version of a work order (see work order) which contains
details about what was fixed and what parts were used to fix it. May include a list of parts and
their cost.
Finished Order Confirmation - The final notification to the customer from (name removed).
Confirmation is usually a phone call telling the customer that their phone is repaired and ready to
be picked up.
Invoice - A document which contains a list of parts sent to (name removed)from the supplier and
their prices. Is included with each shipment from the supplier.
Part Description - A non-numeric or specific identification of a cell phone part such as an
iPhone 6s circuit board. Plain English description of a part.
Part Location - Information which tells the employee where a part in inventory is located.
Part Number - A number used to identify individual irreducible components which make up a
cell phone.

Part Return - A request for refund of a part sent to a supplier should the part be shipped back to
said supplier.
Parts Order - A request for parts sent to the supplier including part numbers and payment
information.
Parts List Request - A request for the Daily Order List.
Popular Trends - Information which can be used to order and keep an inventory of parts which
may be used in the future. Example: iPhone screens
Popular Trends Search - A web query submitted to the web in order to find out what cell
phones are popular and may need to be repaired in the future.
Problem Info - Details about what is needed in order to repair the phone provided by the Repair
Guy based on experience or knowledge.
Problem Report - Details about what is known to be wrong with the phone. Used to determine
which parts are necessary to repair the phone.
Questions for Customer - Any questions posed to the customer regarding what may be wrong
with the phone. Example: In what situation does the speaker not work?
Questions for Customer Data - Information missing from Customer Data is requested from the
customer.
Rejected Work Order - A work order that goes straight from the troubleshooting process to
End Service when a customer does not wish to proceed with the repair or if the required parts are
unavailable.
Repair info - Results of a web search which aides a Repair Guy in order to repair a cell phone.

Repair Question - A web search in order to find information about how to repair a phone.
Sales Report - An account of sales made during a particular time frame kept by management.
Sales Report Request - A system request for Sales Reports from Talech
Sales Transactions - The act of selling a product or service.
Tax Forms - Official government documents that are required to be filed with the IRS.
Tax Information - Report numbers including total quarterly sales, revenue, and cost of goods
sold
Updated Work Order - A modified work order(see work order) which contains information
about what is wrong with the cell phone and what is required to fix it.
Verified Tax Forms - Tax forms being sent to the IRS which have been double checked for
inaccuracies or mathematical errors
Work Order - This is a note which contains information linking a cell phone to its owner and
includes details from the initial troubleshooting which takes place during Customer Intake.
Work Order request - This may be an actual request for a work order or an employing going to
the holding area to retrieve the work order himself.
Data Stores
Customer Information Pile - A store of customer contact information.
Daily Order List - A list of part numbers to be ordered near the end of the day.
Holding Area - The area within (name removed)which stores work orders and phones which are
waiting for parts or to be picked up by the customer.

Invoice Storage - The area within (name removed)which stores invoices which are waiting to be
accessed for tax purposes. Should be a filing cabinet drawer.
.

Bibliography
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