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Use Case 2: Project Management

Page history last edited by Zackary Webb 11 years, 2 months ago

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  • Taiga Kurihara
  • Age 56
  • Corporate Controller


  • Fashionista Co. Inc.
  • New York City, NY
  • Clothing design, manufacturing and distribution
  • 12,000 employees


Taiga Kurihara, the corporate controller of a Fashionista Co. Inc. is preparing to plan and implement a new accounting system. The accounting department consists of 15 teams with a total of 200 employees. About 90% of the processes of the accounting department will be affected. They feel that the current system is stable and implementing a new system will be disruptive and time-consuming. In addition to the accounting department, three sales teams consisting of 12 people will also be affected. The sales teams seem to be more receptive than the accounting department because they relied heavily on the accounting department for data which was often untimely. The information technology (IT) department supporting the old system will also have to change their processes or learn new ones. The IT support team consists of 25 employees. The IT employees feel that the old system is outdated and better technology exist to make processes more efficient. However, all three teams are worried that a very automated system can replace their jobs. Senior management is concerned with managing all of the documents that will be generated from this large accounting project. The following paragraphs will describe the documents that will be generated in the course of the project.


Senior management would like each team to submit proposals on what system improvements they would like to see and their potential cost savings. The proposals need to be saved on a central repository. Not all proposals will be accepted but the accepted proposals will be part of the project scope. Once the scope has been outlined, a detailed project plan with milestones, tasks, and deliverables will also be stored in the central repository. For each accepted scope, the project team will have to investigate the feasibility with the current subsystems, create logical and detailed design documents, and test plans. Most of the accounting and sales departments processes will not be directly included in the scope but they will be impacted by the new system. Senior management wants these teams to foresee and document how the new system can impact them and how they need to change their processes to adapt to these changes. All of the project documents need to be stored in the central repository and they must be organized so that employees can easily locate them in the future.


External consultants will be heavily involved in the detail design and implementation of the system. Although, the IT, accounting, and sales departments will also be involved as much as their daily activities will permit. The IT department will have to learn the new system once the consultants leave. Therefore, there is more emphasis on an organized central repository. The project documents in the repository will only be viewed, modified, or created on a need-basis. Some employees will have view only access and others might have modify or create access. Also, only one person should be editing each document at one time. In essence, the documents need to be checked-in and out. Each project document will need to be approved by IT, the business area, and senior management. Each document version and approval needs to be documented and stored on the central repository system and any document modifications need to have an audit trail in case questions arise.


There are 8 mainframe existing subsystems that will feed the new accounting system. The intermediary systems must be able to feed data from the subsystems to new accounting system. The current system flowchart and future system flowchart will also need to be documented and stored on the central repository. These system flowcharts need to be presented at a high non-technical level to senior management, the accounting department, and the sales department. More detailed systems flowcharts need to created so that the IT department and consultants can create detail design documents on how they need to change it. The flowcharts must be kept consistent with one another and they must be updated if the scope changes.

Comments (1)

Dr. Ruth Ter Bush said

at 3:26 pm on May 11, 2009


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