IT 510 Module Three Homework Activity Guidelines and Rubric.pdf Using the case study found at the end of Chapter 4 in your textbook (Continuing Case: Personal Trainer, Inc.), you will create a systems requirement checklist with text descriptions included for each entity below, to be submitted as a Word document: Outputs Inputs Processes Performance Controls (i.e., security) To complete the assignment, describe your approach to this task, specifically regarding how a systems analyst transposes information into requirements. Consider in your document the problem of incorrect interpretation of a requirement. Is this normal? Describe how iterations of requirements can help resolve incorrect interpretation. Guidelines for Submission: Homework Activity Module Three should follow these formatting guidelines: 2–3 pages, double-spacing, provides 3–5 examples of each checklist entity, 12-point Times New Roman font, one-inch margins, and citations in APA. This project uses an integrated rubric in Blackboard. To view the integrated rubric in Blackboard, navigate to the submission item, click on the title, and then click the “View Rubric” button. For more information, review these instructions. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.If You need the book I have a digital copy of the book if you need it or you can download it from torrent sites. The name is the book is Rosenblatt- System Deisgn and Analysis 10th EditionThis is the case study that is being considered.The link above is the instructions and Grading RubicBelow is the case that is referenced in the reading:Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The centershave done well, and the company is planning an international expansion by opening a new ‘supercenter’in the Toronto area. Personal Trainer’s president, Cassia Umi, hired an IT consultant,Susan Park, to help develop an information system for the new facility. During the project, Susanwill work closely with Gray Lewis, who will manage the new operation.BackgroundDuring requirements modeling for the new system, Susan Park met with fitness center manag·ers at several Personal Trainer locations. She conducted a series of interviews, reviewed companyrecords, observed business operations, analyzed the BumbleBee accounting software, and studieda sample of sales and billing transactions. Susan’s objective was to develop a list of system requirementsfor the proposed system.Fact-Finding Summary• A typical center has 300-500 members, with two membership levels: full and limited.Full members have access to all activities. Limited members are restricted to activitiesthey have selected, but they can participate in other activities by paying a usage fee. Allmembers have charge privileges. Charges for merchandise and services are recorded on acharge slip, which is signed by the member.• At the end of each day, cash sales and charges are entered into the BumbleBee accountingsoftware, which runs on a computer workstation at each location. Daily cash receiptsare deposited in a local bank and credited to the corporate Personal Trainer account. TheBumbleBee program produces a daily activity report with a listing of all sales transactions.• At the end of the month, the local manager uses BumbleBee to transmit an accounts receivablesummary to the Personal Trainer headquarters in Chicago, where member statementsare prepared and mailed. Members mail their payments to the Personal Trainerheadquarters, where the payment is applied to the member account.• The BumbleBee program stores basic member information, but does not include informationabout member preferences, activities, and history.• Currently, the BumbleBee program produces one local report (the daily activity report)and three reports that are prepared at the headquarters location: a monthly member salesreport, an exception report for inactive members and late payers, and a quarterly profitand-loss report that shows a breakdown of revenue and costs for each separate activity.During the interviews, Susan received a number of ‘wish list’ comments from managers andstaff members. For example, managers want more analytical features so they can spot trendsand launch special promotions and temporary discounts. Managers also want better informationabout the profitability of specific business activities at their centers, instead of bottom-line totals.Several managers want to offer computerized activity and wellness logs, fitness coaching forseniors, and various social networking options, including e-mail communications, fitness blogs,Facebook, and Twitter posts. Sta ff members want better ways to handle information a boutpart-time instructors and trainers, and several people suggested using scannable ID cards tocapture data.
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