Feasibility Evidence Description

Transcription

1 Feasibility Evidence Description Improving Thai CDC Establishing a New Client/Donor/Partner Communications & Project Tracking Tool Team #: 0 Team Members & Roles Name Brandon Foster Ding Li Yi Li Ino Mantaring Vishal Punjabi Katelyn Swift-Spong Primary/Secondary Role IIV & V/Quality Focal Point Life Cycle Planner/Software Architect Feasibility Analyst/Requirements Engineer Requirements Engineer/Prototyper Operational Concept Engineer/Prototyper Manager/Operational Concept Engineer 0/4/20

2 Version History Date Author Version Changes made Rationale 0/0/ YL.0 0/4/ YL. Added NDI/NCS Feasibility Analysis Assessment Approach, Candidate Components and Evaluation Criteria Added Process Feasibility and Business Case Analysis. Completed NDI/NCS Feasibility Analysis. Part of Core Foundations Commitment Package Part of Draft Foundations Commitment Package FED_FCP_Fa_T0_V. ii Version Date: 0/4/20

3 Table of Contents Version History...ii Table of Contents...iii Table of Tables...iv Table of Figures... v A.. Introduction... A.. Purpose of the FED Document... A..2 Status of the FED Document... A.2. Process Feasibility...2 A.3. Risk Assessment...5 A.4. NDI/NCS Feasibility Analysis...6 A.4. Assessment Approach...6 A.4.2 Assessment Results...6 A.4.3 Feasibility Evidence... A.5. Business Case Analysis...4 A.5. Market Trend and Product Line Analysis...4 A.5.2 Cost Analysis...4 A.5.3 Benefit Analysis...5 A.5.4 ROI Analysis...6 A.6. Conclusion and Recommendations...7 FED_FCP_Fa_T0_V. iii Version Date: 0/4/20

4 Table of Tables Table : Rationales for Selecting Net-Centric Services Model...2 Table 2: Requirement Prioritization...2 Table 3: Risk Assessment...5 Table 4: NDI/NCS Products Listing...6 Table 5: Evaluation Criteria NDI /NCS Attributes...7 Table 6: Evaluation Criteria - NDI/NCS features...8 Table 7a: Evaluation Results Screen Matrix from Table Table 8b: Evaluation Results Screen Matrix from Table Table 9: Level of Service Satisfiability Evidence... Table 0: Level of Service Implementation Strategy... Table : Capability Feasibility Evidence...2 Table 2: Evolutionary Feasibility Evidence...3 Table 3: Market Trend and Product Line Analysis...4 Table 4: Personnel Costs...4 Table 5: Hardware and Software Costs ($)...5 Table 6: Benefits of Thai CDC System...5 Table 7: ROI Analysis of Thai CDC System...6 FED_FCP_Fa_T0_V. iv Version Date: 0/4/20

5 Table of Figures Figure : ROI Analysis Graph of Thai CDC System...6 FED_FCP_Fa_T0_V. v Version Date: 0/4/20

6 A.. Introduction A.. Purpose of the FED Document The purpose of the Feasibility Evidence Description Document is to evaluate the feasibility of the project at different phases using a risk-driven approach and decide whether we should proceed to the next phase of the software engineering project, stay in the current phase, or make adjustments to the scale and scope of the project, etc. After assessing our clients' needs and requirements, our team has chosen the NDI/NCS approach to software development. This is because we believe that a cloud based Customer Relationship Management (CRM) solution provides the best in terms of various functionalities and features that the clients are interested in having. Using the NDI/NCS approach also allows the team to deliver the product faster, which is also a client priority. Furthermore, a lot of the COTS solutions offer discounts or free accounts for non-profit organizations which our clients belong to. Therefore, we chose the NDI/NCS approach for this project. A..2 Status of the FED Document This version of the FED document is part of the Draft Foundations Commitment Package, and it includes Purpose of the FED Document, Status of the FED Document, Process Feasibility, Risk Assessment based on the client s needs and the desired system, NDI/NCS Feasibility Analysis, and Business Case Analysis. Compared to the previous version, this version added the Process Feasibility and Business Case Analysis. It also completed the NDI/NCS Feasibility Analysis. FED_FCP_Fa_T0_V. Version Date: 0/4/20

7 A.2. Process Feasibility Our project team is following the Net-Centric Services process model because our client is a community service organization providing needed services for the Thai community in LA and their information processing service needs include tracking of clients, volunteers, donors, donations, events and provision of news and communication services. These can be realized by combining and tailoring NDI packages offering such services. Additionally, clients want fast delivery of the product, and a Net-Centric Services process model fits this requirement. Table : Rationales for Selecting Net-Centric Services Model Criteria Rationales Size, Complexity Medium Change Rate % /Month Criticality Medium NDI Support Tailorable service elements Org/Personnel Capability NDI-experienced Key Stage I Activities : Filter, select, compose, tailor NDI Incremental Definition Key Stage II Activities: Evolve tailoring to meet community needs Incremental Development, Operations Time per Build; Time per Increment day; 3 months We have to custom code the contact management module, the project tracking module, the massmailing module, the event management module and the fundraising module. Our team plans to customize the contact management module in Salesforce, which should be relatively standard. The mass-mailing function is supported by Salesforce, so it should not require much effort. The project tracking module, event management module and the fundraising module are harder to deliver because of their complexity, so we plan to push them to the second increment if we cannot finish implementing them in the first increment. Basically, we plan to implement all must-have priority requirements in the first increment, should-have priority requirements in the second iteration, could-have priority requirements in the third iteration, and would-have priority requirements in the fourth iteration. Table 2: Requirement Prioritization Priorit y Requirements Want after hours access to the CRM database to be in "constant" contact with clients, donors, stakeholders, etc... Response time of 5-0 seconds for complicated tasks References Increment # FED_FCP_Fa_T0_V. 2 Version Date: 0/4/20

8 Want a system that will handle/manage at least 4000 contacts; this is the current size of our database; memory constraint is G for Salesforce. Want a system with the primary goal of cloud-based Customer Relationship Management (CRM) Design the system using the latest non-profit friendly CRM services, possibly convio, salesforce, or e-tapestry At least five (5) different templates available for mass-mailing System should allow for at least 0 users to have access at the same time Filter contacts based on donation history (date donated, amount donated, to what events donated) Project tracking utility should have all of the fields depicted in Alex's (Thai CDC client) project tracking sketch Integrate mass-mailing with Microsoft Outlook Leaning heavily towards Salesforce. Ability to back-up data and have a local copy for safekeeping User-friendly and simple to use The tool should be supported by the following browsers (latest stable release): Firefox, IE, Safari, and Chrome The system should afford different levels of access to users (e.g. managers, interns, supervisors, etc...) Default CRM security is okay Efficient control of event management; including RSVP configuration, sending out mail invites, , etc... In addition to CRM the system will have newsletter/mass-mailing capabilities; this is secondary to CRM though The deployed CRM (salesfore, convio, e-tapestry, etc...) will offer basic technical support Ability to export data so that it can be migrated to a different server Ability to add categories and associate contacts to that particular category Shouldhave Shouldhave Shouldhave Shouldhave Shouldhave Shouldhave Shouldhave Shouldhave 2 Shouldhave 2 Couldhave 3 Couldhave 3 Implement a system that has fundraising abilities Could- Categorize contacts based on how much they've FED_FCP_Fa_T0_V. 3 Version Date: 0/4/20

9 have Couldhave Couldhave Wouldhave Wouldhave donated the event donated to and the purpose and date (money or hours) Provide clients partners and donors information specific to interests including upcoming events, fundraisers, and functions Have a log to track the users interest including interests upcoming events, fundraisers, functions, and donations Core functionality implemented in one semester. Website should be optimized for mobile phones/devices Project tracking module should look like the Los Angeles Neighborhood Initiative (LANI) project tracking tool as demonstrated by the USC 577 staff FED_FCP_Fa_T0_V. 4 Version Date: 0/4/20

10 A.3. Risk Assessment We identified our project risks and analyzed each risk item in terms of their potential magnitude, probability loss, and calculated the risk exposure based on them. We also came up with risk mitigation plans for each risk item. Table 3 below is an illustration of our risk assessment result. Risks Inaccurate, stale, and/or duplicate data in the current database Table 3: Risk Assessment Risk Exposure Potential Magnitude Probability Loss Risk Exposure Risk Mitigations Data cleaning; interviewing; data analysis Compatibility between COTS Compatibility prototyping and analysis Lack of maintainer Training; detailed user manual Budgets overrun Detailed cost estimation; software reuse Current project scope is not well defined Conduct more win-win negotiations, clarify client s expectations, perform requirements prioritization FED_FCP_Fa_T0_V. 5 Version Date: 0/4/20

11 A.4. NDI/NCS Feasibility Analysis A.4. Assessment Approach In order to assess NDI/NCS component candidates, we first identify all the NDI/NCS candidate components. Then we establish evaluation criteria, weights by using NDI/NCS attributes and features. During the assessment process, we used win conditions and their priorities from the Win Win Negotiation with our clients, and also the project team s CRM candidate research notes. A.4.2 Assessment Results.4.2. NDI/NCS Candidate Components (Combinations) We identified all candidate COTS products that we can potentially use for our project, and also the purpose of each alternative. Table 4 below is a listing of all the NDI/NCS products that we identified as potential solutions. Table 4: NDI/NCS Products Listing NDI/NCS Products Salesforce etapestry Convio Common Ground Purposes The most well-known CRM product in the market. It promotes a web-based CRM while maintaining extensibility through its API. SalesForce also offers business analysis service. Tracks donors, prospects or alumni while managing gifts, pledges and payments. In its full form, etapestry adds advanced executive analysis, contact management, advanced , e-commerce, event registration, complete website development, and API functionality. A complete donor and volunteer management solution that helps track the details of every FED_FCP_Fa_T0_V. 6 Version Date: 0/4/20

12 Zoho Sugar CRM HighRise relationship in a single database from prospects to donors, staff to volunteers, partners to vendors, board members and event participants. A web-based business applications suite. It offers everything from document, calendar, , to CRM and invoice. A self-hosted service, meaning that you need to provide a server for it. SugarCRM is an opensource project. However, many features, including forecast and mobile access, are limited to paid versions. Save and organize notes and conversations for up to 30,000 customers and contacts. Keep track of proposals and deals. Share status with your company, department, or team Evaluation Criteria We identified the evaluation criteria in terms of NDI/NCS attributes. We also assigned weight to each evaluation criteria based on discussion with clients and within the project team. The total weight adds up to 00. See Table 5 below: Table 5: Evaluation Criteria NDI /NCS Attributes No. Evaluation Criteria NDI/NCS attributes Weight Product performance 8 2 Functionality 9 3 Flexibility 8 4 Maturity of product 6 5 Vendor support 9 6 Security 9 FED_FCP_Fa_T0_V. 7 Version Date: 0/4/20

13 7 Ease of use 9 8 Training 6 9 Ease of installation/upgrade 6 0 Ease of maintain 9 Scalability 6 2 Vendor viability/stability 6 3 Ease of Integration with third-party software 9 Total 00 Table 6 below depicts a list of NDI/NCS features and their weight derived from the win conditions and their priorities identified in the WinWin Negotiation. The total weight is 00. Table 6: Evaluation Criteria - NDI/NCS features No. NDI/NCS Features/ sub features Weight The tool should be supported by the following browsers (latest stable release): Firefox, IE, 6 Safari, and Chrome 2 Fundraising abilities 5 3 Handle/manage at least 4000 contacts 6 4 After hour access to the CRM database 6 Provide clients, partners and donors information 5 5 specific to interests, including upcoming events, fundraisers, and functions Response time of 5-0 seconds for complicated 6 6 tasks 7 User-friendly and simple to use 6 8 Ability to export data 6 Ability to back-up data and have a local copy for 6 9 safekeeping 0 Afford different levels of access to users 6 Integrate mass-mailing with Microsoft Outlook 6 At least five different templates available for 6 2 mass-mailing 3 Offer basic technical support 6 Project tracking utility should have all of the 6 4 fields depicted in Alex's (Thai CDC client) project tracking sketch Ability to add categories and associate contacts 6 5 to that particular category 6 Maintenance cost less than or equal to $500/year 6 Compatible with mass-mailing/newsletter and 6 7 project tracking modules/functions Total 00 FED_FCP_Fa_T0_V. 8 Version Date: 0/4/20

14 Evaluation Results Screen Matrix Table 7a and Table 7b report the results of components evaluation based on features criteria and weight that has been defined in Table 5 and Table 6. Table 7a is based on Table 5 and Table 7b is based on Table 6. Four of our team members evaluated and scored on each feature. The scores are then averaged and multiplied for the total score. Table 7a: Evaluation Results Screen Matrix from Table 5 No W Salesforce etapestry Convio AVG Total AVG Total KS DL IM VP KS DL IM VP KS DL IM VP Total 00 No W Zoho Sugar CRM HighRise AVG Total AVG Total KS DL IM VP KS DL IM VP KS DL IM VP Total 00 AVG AVG Total Total FED_FCP_Fa_T0_V. 9 Version Date: 0/4/20

15 Table 8b: Evaluation Results Screen Matrix from Table 6 No W Salesforce etapestry Convio AVG Total AVG Total KS DL IM VP KS DL IM VP KS DL IM VP Total 00 No W Zoho Sugar CRM HighRise AVG Total AVG Total KS DL IM VP KS DL IM VP KS DL IM VP Total 00 AVG AVG Total Total FED_FCP_Fa_T0_V. 0 Version Date: 0/4/20

16 A.4.3 Feasibility Evidence Section 4.3 is going to provide evidence of why we think the following LOS, capability, and evolutionary win conditions are satisfiable Level of Service Feasibility Table 8 lists the level of service win conditions that can be satisfied by the selected NDI/NCS s performance. It also shows the rationale or evidence that the LOS is achievable. Table 9: Level of Service Satisfiability Evidence Level of Service Win Condition LOS-: Interoperability LOS-2: Performance Rationale Salesforce has a mass-mailing module built in so integrating the contact management system with Microsoft Outlook should not be a problem. Level of performance that the COTS has should be sufficient for the client s needs. Table 9 lists the level of service win conditions that cannot be satisfied by the selected NDI/NCS s performance. So we have came up with product and process strategies of how to implement our system in order to satisfy the LOS win condition. Table 0: Level of Service Implementation Strategy Level of Service Win Condition LOS-: Dependability LOS-2: Usability LOS-3: Development Cost / Schedule Product Satisfaction Product Strategies: Backup / Recovery Process Strategies: Requirements/Design V & V Analysis: Since the service is in the cloud, we have little control over the dependability. Therefore, we will have to backup the data often. Product Strategies: User-tailoring Process Strategies: Prototyping, User Involvement Analysis: Clients want the system to be user-friendly and easy to use, so we can do prototyping to involve the users, and also tailor the COTS to suit their needs. Product Strategies: Descoping Process Strategies: Design To Cost/schedule, User & Customer Involvement Analysis: We have a tight budget and schedule so we need to do some requirements prioritization and clarification with the clients to manage their expectations. FED_FCP_Fa_T0_V. Version Date: 0/4/20

17 Capability Feasibility Table : Capability Feasibility Evidence Capability Requirement CR-: Fundraising capabilities CR-2: Targeted information CR-3: Search contacts based on donation CR-4: Data export CR-5: User restrictions CR-6: Event management CR-7: Newsletter and mass mailing CR-8: Contact management CR-9: Project tracking CR-0: Contact tags Product Satisfaction Software/Technology used: Customize Salesforce Feasibility Evidence: The development team could modify the standard Salesforce package to add fundraising capabilities. Referred use case diagram: N/A Software/Technology used: Customize Salesforce Feasibility Evidence: The development team could modify the standard Salesforce package to add targeted information. Referred use case diagram: N/A Software/Technology used: SQL queries Feasibility Evidence: The development team could write SQL queries to implement the search function. Referred use case diagram: SSAD UC-4 Software/Technology used: Salesforce supported Feasibility Evidence: This feature should be supported by Salesforce Referred use case diagram: SSAD UC-0 Software/Technology used: Access rights allocation Feasibility Evidence: The team could write code to support this feature Referred use case diagram: SSAD UC-,2,3,5,6,7,8,9 Software/Technology used: Customize Salesforce Feasibility Evidence: The development team could modify the standard Salesforce package to add event management. Referred use case diagram: N/A Software/Technology used: Salesforce supported Feasibility Evidence: This feature should be supported by Salesforce Referred use case diagram: SSAD UC-8,9 Software/Technology used: Salesforce supported Feasibility Evidence: This feature should be supported by Salesforce Referred use case diagram: N/A Software/Technology used: Customize Salesforce Feasibility Evidence: The development team could modify the standard Salesforce package to add project tracking. Referred use case diagram: SSAD UC-5,6,,2,3,4 Software/Technology used: Customize Salesforce Feasibility Evidence: The development team could modify the standard Salesforce package to add contact tags. Referred use case diagram: SSAD UC-4 FED_FCP_Fa_T0_V. 2 Version Date: 0/4/20

18 Evolutionary Feasibility Table 2: Evolutionary Feasibility Evidence Evolutionary Win Condition ER-: Should be able to add on new features to the system later on if needed Rationale As long as the new feature is within the range of customization of Salesforce, it should be able to be integrated with the system. FED_FCP_Fa_T0_V. 3 Version Date: 0/4/20

19 A.5. Business Case Analysis A.5. Market Trend and Product Line Analysis Table 3: Market Trend and Product Line Analysis Market Trend Product Line Market Trend Product Line Salesforce etapestry Convio Up and rising The most well-known CRM product in the market. It promotes a web based CRM while maintaining extensibility through its API. SalesForce also offers business analysis service. Specializes in fundraising For small and medium non-profits A Salesforce program partner, runs on Salesforce platform Zoho Sugar CRM HighRise A favorite for many Self-hosted service, Relatively popular users open source Offers everything from Many features, BaseCamp for project document, calendar, including forecast and tracking, but needs , to CRM and mobile access, are additional cost invoice. limited to paid versions. A.5.2 Cost Analysis Below are all possible cost either in monetary term or hours spent for the project. Here we do not include the effort cost spent by development team, only the cost spent by clients Personnel Costs Table 3 lists all personnel-related cost from exploration phase to operation phase. Table 4: Personnel Costs Activities (One-time) Time Spent (Hours) WinWin Negotiation Sessions [.5 hrs * 2 times * 2 people] 6 Architecture Review Boards [.5 hrs * 2 times * 2 people] 6 Client Representatives: Meeting via , phone, and other 72 channels [2 hrs/week * 2 weeks * 3 people] Activities (Recurring per year) Time Spent (Hours) FED_FCP_Fa_T0_V. 4 Version Date: 0/4/20

20 Backup Data [ hr/week * 52 weeks] Hardware and Software Costs Table 4 lists all hardware and software-related cost from exploration phase to operation phase for each component. Table 5: Hardware and Software Costs ($) Type Salesforce etapestry Convio Zoho Sugar CRM HighRise License cost (per Unknown year) Hardware Server (one-time) Total Unknown A.5.3 Benefit Analysis Table 5 shows the benefits of the project in terms of hours saved per year. Table 6: Benefits of Thai CDC System Current activities & resources used % Reduce Time Saved (Hours/Year) Contact Management Every staff member maintains their own contact list, and when there s an event for which they need to send out notices, they have to their contact 90% 93.6 list to one person, who consolidates a master list and then sends out the notice. (2 hr/week x 52 week) Project Tracking Currently there s no centralized project tracking in place. If someone wants to find out the status of a project, they 90% 46.8 have to ask around. ( hr/week x 52 week) Fundraising Abilities Right now they have to contact donors on an individual basis according to their donation history which requires some 90% 46.8 FED_FCP_Fa_T0_V. 5 Version Date: 0/4/20

21 research into the donation log. ( hr/week x 52 week) Total 87.2 A.5.4 ROI Analysis Table 6 shows the ROI Analysis calculated from cost and benefit analysis results. Figure is a graphical illustration of the ROI Analysis. From the graph, we can see that the breakeven point is in 202. Table 7: ROI Analysis of Thai CDC System Year Cost Benefit Cumulative Cumulative (Effort Saved) Cost Benefit ROI Figure : ROI Analysis Graph of Thai CDC System FED_FCP_Fa_T0_V. 6 Version Date: 0/4/20

22 A.6. Conclusion and Recommendations << In general, it is best to organize these into (conclusion-recommendation) pairs, for example: C. Component has by far the best performance, but runs only on Windows, failing the acceptable portability criterion. Component 2 is fully portable, and has acceptable performance. R. Use Component 2 for the oversize image viewer function. C2. The DBMS assessment is still underway, and Component 2 s interoperability is still uncertain. R2. Perform an interoperability assessment between Component 2 and the two DBMS finalists. >> FED_FCP_Fa_T0_V. 7 Version Date: 0/4/20