cases on information technology planning, design and implementation

Hershey • London • Melbourne • Singapore
IDEA GROUP PUBLISHING
Cases on Information
Technology Planning,
Design and Implementation
Mehdi Khosrow-Pour, D.B.A.
Editor-in-Chief, Journal of Cases on Information Technology
Acquisitions Editor: Michelle Potter
Development Editor: Kristin Roth
Senior Managing Editor: Amanda Appicello
Managing Editor: Jennifer Neidig
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Copyright © 2006 by Idea Group Inc. All rights reserved. No part of this book may be
reproduced, stored or distributed in any form or by any means, electronic or mechanical,
including photocopying, without written permission from the publisher.
Product or company names used in this book are for identification purposes only.
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Library of Congress Cataloging-in-Publication Data
Cases on information technology planning, design and implementation / Mehdi Khosrow-
Pour, editor.
p. cm.
Summary: "This book brings together a variety of real-life experiences showing how
companies and organizations have successfully, or not so successfully, planned, designed, and
implemented different applications using information technology" Provided by publisher.
Includes bibliographical references and index.
ISBN 1-59904-408-0 (hardcover) ISBN 1-59904-409-9 (softcover) ISBN 1-59904-
410-2 (ebook)
1. Information technology Management Case studies. 2. Information technology
Planning Case studies. I. Khosrowpour, Mehdi, 1951-
HD30.2.C383 2006
004.068 dc22
2006003568
British Cataloguing in Publication Data
A Cataloguing in Publication record for this book is available from the British Library.
The views expressed in this book are those of the authors, but not necessarily of the
publisher.
Cases on Information Technology Series
ISSN: 1537-9337
Series Editor
Mehdi Khosrow-Pour, D.B.A.
Editor-in-Chief, Journal of Cases on Information Technology

• Cases on Database Technologies and Applications
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Electronic Commerce Technologies and Applications
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Global IT Applications and Management: Success and Pitfalls
Felix B. Tan, University of Auckland, New Zealand
• Cases on Information Technology and Business Process Reengineering
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Information Technology and Organizational Politics and Culture
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Information Technology Management In Modern Organizations
Mehdi Khosrow-Pour, Information Resources Management Association, USA & Jay
Liebowitz, George Washington University, USA
• Cases on Information Technology Planning, Design and Implementation
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Information Technology, Volume 7
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Strategic Information Systems
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Telecommunications and Networking
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on the Human Side of Information Technology
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Cases on Worldwide E-Commerce: Theory in Action
Mahesh S. Raisinghani, Texas Woman’s University, USA
• Case Studies in Knowledge Management
Murray E. Jennex, San Diego State University, USA
• Case Studies on Information Technology in Higher Education: Implications for Policy and
Practice
Lisa Ann Petrides, Columbia University, USA

• Success and Pitfalls of IT Management (Annals of Cases in Information Technology, Volume 1)
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Organizational Achievement and Failure in Information Technology Management
(Annals of Cases in Information Technology, Volume 2)
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Pitfalls and Triumphs of Information Technology Management
(Annals of Cases in Information Technology, Volume 3)
Mehdi Khosrow-Pour, Information Resources Management Association, USA
• Annals of Cases in Information Technology, Volume 4 - 6
Mehdi Khosrow-Pour, Information Resources Management Association, USA
Cases on Information
Technology Planning,
Design and Implementation
Detailed Table of Contents
Chapter I
Information System for a Volunteer Center: System Design for Not-for-Profit
Organizations with Limited Resources 1
Suresh Chalasani, University of Wisconsin - Parkside, USA
Dirk Baldwin, University of Wisconsin - Parkside, USA
Jayavel Souderpandian, University of Wisconsin - Parkside, USA
This case focuses on the development of information systems for not-for-profit
volunteer-based organizations. Specifically, it discusses an information system project
for the Volunteer Center of Racine (VCR). This case targets the analysis and design
phase of the project using the Unified Modeling Language (UML) methodology, data-
base modeling, and aspects of project management including scope and risk manage-
ment. Students must decide how to proceed, including recommending an IT solution,
managing risk, managing scope, projecting a schedule, and managing personnel.
Chapter II
Big-Bang ERP Implementation at a Global Company 27
Nava Pliskin, Ben-Gurion University of the Negev, Israel

Marta Zarotski, Ben-Gurion University of the Negev, Israel
This case looks at Dead Sea Works, an international multi-firm producer of Potash
and other chemicals whose sales for 1998 were about $500 million. In 1996, the Informa-
tion Systems group convinced top management to pursue a big-bang ERP implementa-
tion of SAP R/3.
Chapter III
Challenges of Complex Information Technology Projects: The MAC Initiative 41
Teta Stamati, University of Athens, Greece
Panagiotis Kanellis, University of Athens, Greece
Drakoulis Martakos, University of Athens, Greece
This case study provides a detailed account of an ill-fated initiative to centrally
plan and procure an integrated applications suite for a number of British higher educa-
tion institutions. It is argued that because systems are so deeply embedded in opera-
tions and organization, high-risk, ‘big-bang’ approaches to information systems plan-
ning and development must be avoided. In this context the case illustrates the level of
complexity that unpredictable change can bring to an information technology project
that aims to establish the ‘organizationally generic’ and the destabilizing effects it has
on the network of the project’s stakeholders.
Chapter IV
Designing and Implementing a Learning Organization-Oriented Technology
Planning and Management Process 59
James I. Penrod, University of Memphis, USA
Ann F. Harbor, University of Memphis, USA
This case study provides an overview of the process utilized in implementing a
broad-based strategy to address the information technology needs of a large public
university, the University of Memphis. It deals at length with the planning and creation
of an IT governance structure and a strategic planning and management model. In this
case, modern theories of organizational change and strategic planning were applied to
the creation and improvement of the University’s IT structure.
Chapter V

Development of an Information Kiosk for a Large Transport Company:
Lessons Learned 73
Pieter Blignaut, University of the Free State, South Africa
Iann Cruywagen, Interstate Bus Lines (Pty.) Ltd., Bloemfontein, South Africa
An information kiosk system is a computer-based information system in a pub-
licly accessible place. Such a system was developed for a large public transport com-
pany to provide African commuters with limited educational background with up-to-
date information on schedules and ticket prices while also presenting general company
information in a graphically attractive way. The challenges regarding liaison with pas-
sengers are highlighted and the use of a touch screen kiosk to supplement current
liaison media is justified in this case.
Chapter VI
Fostering a Technology Cultural Change: The Changing Paradigms at the
University of Minnesota Crookston 92
Dan Lim, University of Minnesota Crookston, USA
This case focuses on four essential components of a paradigm shift in technol-
ogy and higher education at the University of Minnesota Crookston (UMC). This case
describes how a paradigm shift model can help to promote a long-term technology
cultural change in a higher education institution. The model consists of technology
commitment, technology philosophy, investment priority, and development focus. It
has been used at UMC to bring about a reengineering of the entire institution to sup-
port a ubiquitous laptop environment throughout the curriculum and campus.
Chapter VII
Experiences from Using the CORAS Methodology to Analyze a Web
Application 100
Folker den Braber, Norway
Arne Bjørn Mildal, NetCom, Norway
Jone Nes, NetCom, Norway
Ketil Stølen, SINTEF, Norway
Fredrik Vraalsen, SINTEF, Norway

During a field trial performed at the Norwegian telecom company, NetCom, a
methodology for model-based risk analysis was assessed. The chosen methodology
was the CORAS methodology, which has been developed in a European research project
carried out by 11 European companies and research institutes partly funded by the
European Union. This case describes the goal of the analysis, to identify risks in rela-
tion to an organization’s application that offered customers access to their personal
account information online.
Chapter VIII
Systems Requirements and Prototyping 122
Vincent C. Yen, Wright State University
This case study is based on a multi-year information systems plan for a marketing
firm. The case describes the critical components of the enterprise system, including the
software and hardware architectures.
Chapter IX
ERP Implementation for Production Planning at EA Cakes Ltd. 137
Victor Portougal, The University of Auckland, New Zealand
This case details the implementation of the systems applications and products
(SAP) production planning module at EA Cakes Ltd. The market forced the company to
change its sales and production strategy from “make-to-order” to “make-to-stock.”
The decision to change the strategy involved not only the company’s decision to
invest much more money in accumulation and keeping stocks of finished goods, it
required a complete redesign of its production planning system, which was an integral
part of an ERP system that used SAP software.
Chapter X
Developing Effective Computer Systems Supporting Knowledge-Intensive
Work: Situated Design in a Large Paper Mill 150
Martin Müller, University of Zurich, Switzerland
Rolf Pfeifer, University of Zurich, Switzerland
The case is a joint project between the University of Zurich and “Swiss Paper,” a
large paper mill in Switzerland. The objective of this case is to improve and to enhance

the existing computer infrastructure in a way that the communication process about the
energy issue will be improved.
Chapter XI
Power Conflict, Commitment and the Development of Sales and Marketing
IS/IT Infrastructures at Digital Devices, Inc. 178
Tom Butler, University College Cork, Ireland
This article explores the political relationships, power asymmetries, and conflicts
surrounding the development, deployment, and governance of IT-enabled sales and
marketing information systems (IS) at Digital Devices, Inc. The study reports on the
web of individual, group and institutional commitments and influences on the IS devel-
opment and implementation processes in an organizational culture that promoted and
supported user-led development. In particular, the article highlights the problems the
company’s IS function encountered in implementing its ad-hoc strategies and gover-
nance policies.
Chapter XII
Changing the Old Order: Sequencing Organizational and Information
Technology Change to Achieve Successful Organizational Transformation 197
Chris Sauer, The University of New South Wales, Australia
This chapter describes the transformation of the motor vehicle registration and
driver licensing business of the Roads and Traffic Authority of the Australian state of
New South Wales. At the heart of this transformation which took place between 1989
and 1992 is a system called DRIVES. The project was innovative in the technology
platform it devised and in the CASE technology it used to build the application. The
new system has paid for itself at the same time as transforming the Roads and Traffic
Authority’s way of doing the business. In addition it has generated new strategic
opportunities.
Chapter XIII
Adoption and Implementation of IT in Developing Nations: Experiences from
Two Public Sector Enterprises in India 208
Monideepa Tarafdar, University of Toledo, USA

Sanjiv D. Vaidya, Indian Institute of Management Calcutta, India
This case describes challenges in the adoption and implementation of IT in two
public sector enterprises in the postal and distribution businesses respectively, in
India. In spite of similarities in the scale of operations and the general cultural contexts,
the IT adoption processes and outcomes of the two organizations were significantly
different. While one failed to implement IT in its crucial processes, the other responded
effectively to changes in external conditions by developing and using IT applications
for critical functions.
Chapter XIV
Mobile Technology 234
Paul Cragg, University of Canterbury, New Zealand
Prue Chapman, Mobile Technology, New Zealand
This case describes Mobile Technology, a small/medium sized electronics manu-
facturer that has been very successful and has grown rapidly in recent years. The firm
relies heavily on information technology and most of the staff has very sophisticated
computer expertise, yet it has no IS department and has only just appointed an IS
manager.
Chapter XV
Technological Modernization of Peru’s Public Registries 245
Antonio Diaz-Andrade, ESAN, Peru
Martín Santana-Ormeño, ESAN, Peru
This study describes the strategy and information technology adopted by Peru’s
National Superintendent of Public Registries (SUNARP) to meet its organizational goals.
SUNARP was created in 1994 to become the ruling entity of all public registry offices in
Peru, which to that time had been working in an isolated fashion. The case describes
the projects already completed, their respective success and their deployment across
the organization’s bureaus across the nation.
Chapter XVI
Information Systems and Technology Outsourcing: Case Lessons from
‘TravelTrack’ 265

Jeremy Rose, Manchester Metropolitan University, UK
Ray Hackney, Manchester Metropolitan University, UK
This case concerns an information systems and technology (IS/IT) action re-
search intervention into a train operating company in the newly privatized rail industry
in the UK. The project involved information management in the maintenance wing of
the company.
Chapter XVII
Enterprise Information Portals: Efficacy in the Information Intensive Small
to Medium Sized Business 277
Wita Wojtkowski, Boise State University, USA
Marshall Major, Moffatt Thomas and Co. Law Firm, USA
This case study describes experiences of a successful regional law firm — an
information intensive enterprise-with the design and implementation of an enterprise
portal. The technology choice is explained in detail within the context of the needs of
the information intensive small enterprise. The issues discussed are both technological
and behavioral.
Chapter XVIII
Implementation of Information Technology in a Job Shop Manufacturing
Company: A Focus on ManuSoft 291
Purnendu Mandal, Marshall University, USA
The case study describes the implementation of ManuSoft, a generic MIS package,
and enhancement of its effectiveness to the management with the development of object-
oriented interfacing programs in a Melbourne-based job shop engineering company.
Chapter XIX
Software Vendor’s Business Model Dynamics Case: TradeSys 310
Risto Rajala, Helsinki School of Economics, Finland
Matti Rossi, Helsinki School of Economics, Finland
Virpi Kristiina Tuunainen, Helsinki School of Economics, Finland
This case describes evolution of a small software company through three major
phases of its life cycle. During the first phase, the business was founded within a

subsidiary of a large multinational information technology (IT) company. In the second
phase, the business evolved as a spin-off from the initial organization through a MBO
(management buy-out) into an independent software vendor. Finally, in the third phase,
the business has established itself as a vertically-focused business unit within a pub-
licly-quoted company operating in software and consulting businesses.
Chapter XX
The Foreign Banks’ Influence in Information Technology Adoption in the
Chinese Banking System 323
Michelle W. L. Fong, Victoria University, Australia
This case study examines the foreign banking sector’s potential in transferring
technology to the domestic banks in the People’s Republic of China. Although the
rationale of the Chinese government’s admission of foreign banks into its domestic
banking industry was to attract foreign capital and banking expertise, the case shows
that foreign banks have not been employed fully for their potential in technology
transfer.
Chapter XXI
Enterprise-Wide Strategic Information Systems Planning for Shanghai
Bell Corporation 348
Yuan Long, University of Nebraska - Lincoln, USA
Fiona Fui-Hoon Nah, University of Nebraska - Lincoln, USA
Zhanbei Zhu, Shanghai Bell Co., Ltd., China
This case describes the environmental and organizational context of Shanghai
Bell Corporation, and the problems and challenges it encountered in developing an
enterprise-wide strategic IT/IS plan. The issues covered include alignment of IT strat-
egy with evolving business needs, application of a methodology to develop the strate-
gic IT/IS plan, and evaluation of strategic planning project success.
About the Editor 366
Index 367
Preface
Information technology has reformed and restructured the inner workings of com-

panies, organizations and government agencies over the past several decades, and will
continue to do so well into the future. Managers and administrators are constantly in
search of new tools to be used in support of greater utilization and management of
information technology applications in their prospective organizations. Cases on In-
formation Technology Planning, Design and Implementation, part of Idea Group Inc.’s
Cases on Information Technology Series, brings together a variety of real-life experi-
ences of how other companies and organizations have successfully, or not so success-
fully, planned, designed, and implemented different applications using information tech-
nology. Cases included in this publication present a wide range of issues related to
systems development, design and analysis of modern information systems applica-
tions without pitfalls.
The cases included in this volume cover many topics, such as volunteer center
information systems’ design, ERP implementation in a global company, the procure-
ment of a integrated applications suite, a learning organization-oriented information
technology planning and management process, an information kiosk’s development, a
paradigm shift in technology and higher education at a university, the analysis of a
Web application, systems requirements and prototyping, implementing a planning mod-
ule at a company, effective computer systems for a large paper mill, developing sales
and marketing IS/IT infrastructures, a new technology platform for motor vehicle regis-
trations, implementing IT in developing nations, mobile technology, public registries
technological modernization, information systems and technology outsourcing, enter-
prise information portals in small to medium sized businesses, the evolution of a small
software company, IT adoption in the Chinese banking system, and systems for tele-
communications enterprises.
Professionals and educators alike will find this collection of cases very useful in
learning about challenges and solutions related to the planning, design and implemen-
tation of information technology applications. Cases on Information Technology Plan-
xi
ning, Design and Implementation will provide practitioners, educators and students
with important examples of successes and failures in the implementation of information

systems and technologies. An outstanding collection of current real-life situations
associated with the effective utilization of IT, with lessons learned included in each
case, this volume will be very instrumental for those learning about the issues and
challenges in the field of information science and technology.
Note to Professors: Teaching notes for cases included in this publication are
available to those professors who decide to adopt the book for their college course.
Contact for additional information regarding teaching notes
and to learn about other volumes of case books in the IGI Cases on Information Tech-
nology Series.
ACKNOWLEDGMENTS
Putting together a publication of this magnitude requires the cooperation and
assistance of many professionals with much expertise. I would like to take this oppor-
tunity to express my gratitude to all the authors of cases included in this volume. Many
thanks also to all the editorial assistance provided by the Idea Group Inc. editors
during the development of these books, particularly all the valuable and timely efforts
of Mr. Andrew Bundy and Ms. Michelle Potter. Finally, I would like to dedicate this
book to all my colleagues and former students who taught me a lot during my years in
academia.
A special thank you to the Editorial Advisory Board: Annie Becker, Florida Insti-
tute of Technology, USA; Stephen Burgess, Victoria University, Australia; Juergen Seitz,
University of Cooperative Education, Germany; Subhasish Dasgupta, George Washington
University, USA; and Barbara Klein, University of Michigan, Dearborn, USA.
Mehdi Khosrow-Pour, D.B.A.
Editor-in-Chief
Cases on Information Technology Series
/>xii
Information System for a Volunteer Center 1
Copyright © 2006, Idea Group Inc. Copying or distributing in print or electronic forms without written
permission of Idea Group Inc. is prohibited.
Chapter I

Information System
for a Volunteer Center:
System Design for Not-For-Profit
Organizations with Limited Resources
Suresh Chalasani, University of Wisconsin - Parkside, USA
Dirk Baldwin, University of Wisconsin - Parkside, USA
Jayavel Souderpandian, University of Wisconsin - Parkside, USA
EXECUTIVE SUMMARY
This case focuses on the development of information systems for not-for-profit volunteer-
based organizations. Specifically, we discuss an information system project for the
Volunteer Center of Racine (VCR). This case targets the analysis and design phase of
the project using the Unified Modeling Language (UML) methodology, database
modeling, and aspects of project management including scope and risk management.
Students must decide how to proceed, including recommending an IT solution, managing
risk, managing scope, projecting a schedule, and managing personnel. The rewards
and special issues involved with systems for not-for-profit organizations will be
revealed. This case can be used in a variety of courses, including systems analysis and
design, database management systems, and project management.
2 Chalasani, Baldwin & Souderpandian
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permission of Idea Group Inc. is prohibited.
ORGANIZATIONAL BACKGROUND
Jeff McCoy, project lead of a four-person project team, was finishing requirements
and project status documentation related to an information system for the Volunteer
Center of Racine (VCR). Jeff, the information systems team, and the client needed to make
some important decisions concerning the future of the project. Jeff needed to formulate
his own opinion, but it was getting late. He promised his fiancé that they would see a
movie at the new cinema tonight. Recently, his promises have gone unfulfilled.
To this point, the VCR project had progressed smoothly. The focus of the project
was the development of an application that helped the VCR place and track volunteers

at various volunteer opportunities. The development team used the Unified Modeling
Language (UML) to document the requirements of the system (Booch et al., 1999). A
Gantt chart and a standardized project status report were used to record progress. The
project status report contained fields to record the time, budget, people, process, and
technology status of the project (Appendix B). A color code was used in each field: Green
meant that the item was on task, yellow indicated concerns, and red signaled a danger.
In addition to these fields, the team had an opportunity to specify their confidence in the
project. A high score signaled that the project was moving along well and was within
budget. The previously filed status reports were all very positive.
Jeff and the other development team members, themselves, were volunteers at the
Information Technology Practice Center (ITPC). The ITPC is a consortium of IT profes-
sionals from the local university and industry. The ITPC provided consulting services
for not-for-profit agencies and small businesses. Some of the consulting engage-
ments, including the VCR engagement, were performed on a pro bono basis. Many
of the engagements involved students so that the students could obtain experience
with live IT projects. The project status reports were sent to the ITPC executive
committee.
Jeff was concerned that the next status report would not be as positive. At the most
recent team meeting, several issues emerged. First, the project team disagreed about the
quality and adequacy of the UML documentation. Jeff made changes to the documen-
tation produced by some members of the team, and these members took offense. Jeff
wondered whether they had captured all of the key requirements and had accounted for
these requirements in the project plan. Second, volunteer placement and tracking was not
the only need of the VCR. Marilynn, the primary contact at the VCR, also needed a system
to track donors and expenses. These additional features were part of the original project
scope, but it was not clear whether the IS team could deliver a system with this
functionality by the target delivery date in August. Third, other options emerged besides
a custom-developed solution, including purchasing an off-the-shelf package. Jeff and
the project team needed to recommend a particular approach. Finally, a recent problem
emerged regarding the computer network. This problem must be solved before any

solution is implemented. Could the team deliver the system within the target timeline?
Client Mission and Organization
The Volunteer Center of Racine (VCR) is a not-for-profit organization located in
Racine, WI, a city with a population of 85,000. While it primarily serves the county of
Racine, it also services occasional requests from nearby counties. Volunteer organiza-
tions have existed in Racine County for a long time, but were not formally managed. That
Information System for a Volunteer Center 3
Copyright © 2006, Idea Group Inc. Copying or distributing in print or electronic forms without written
permission of Idea Group Inc. is prohibited.
is, it existed as a volunteer organization managed by volunteers, and with no full-time
employees on its staff. Since there was no full-time management staff, it was difficult to
coordinate activities of the volunteers and obtain the much-needed funds for volunteer
activities. VCR emerged as a formal organization only three years ago. Within three years
it grew rapidly to list and coordinate thousands of volunteers. It currently has 7,000 active
volunteers. An active volunteer is one who has volunteered with VCR in the past 12
months. VCR finds volunteers and places these volunteers at various community events.
The community events range from blood donation drives at hospitals to fundraising
ceremonies for causes such as leukemia.
The mission of the VCR is stated on their Web site.
Mission: The Volunteer Center is a:
• Leader in our community that mobilizes people of all ages and
backgrounds to volunteer by investing their resources of time &
talent to make a difference in their own lives as well as the lives
of those served.
• Catalyst for responding to community needs by creating,
developing, implementing & supporting volunteer opportunities.
• Connector of people & resources with the needs & services in our
community.
• Advocate for promoting the value of volunteerism.
Programs and services offered by VCR include:

1. Retired and Senior Volunteer Program (RSVP). This program involves adults, 55
and over. Volunteers use their life experiences and skills to help make the commu-
nity stronger. These volunteers commonly work with children, adults, or help
homeland security activities.
2. Youth with a Mission. This program serves several local organizations such as
community centers, medical facilities, faith-based organizations, and schools.
Volunteers who work in such programs are primarily from the youth population. The
program strives to show how the power of community service can make a profound
difference in their lives.
3. Special Projects. This program provides onetime volunteer opportunities for
individuals, co-workers, families, or youth. Example special projects include Earth
Day and Make a Difference Day, and walks to raise food to feed the poor and the
hungry.
4. Volunteer Recruitment. VCR recruits volunteers and matches their interests,
skills, and availability to a list of volunteer opportunities from local not-for-profit
agencies, organizations, and schools in need of their support.
5. Volunteer Training. VCR provides quarterly training meetings for volunteer
coordinators of not-for-profit groups and organizations.
Being a small not-for-profit organization funded completely by grants and dona-
tions, VCR has a very simple organization structure. It has a board of directors and an
executive director. There are other coordinators and support staff as listed below.
4 Chalasani, Baldwin & Souderpandian
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permission of Idea Group Inc. is prohibited.
Board of Directors
(15 members)
Executive Director
Marilynn (full time)
RSVP Director
Cheryl (full time)

RSVP, Homeland Security,
Outreach Coordinator
Dave (part time)
Administrative Assistant
Ellen (part time)
Finance Administrator
Agnes (part time)
Volunteers
Marilynn, the executive director, believes that it is important that the organizational
structure not be seen as a hierarchy. Rather, she pictures the full-time and part-time
workers as a team working together to achieve the organization’s goals (Figure 1).
VCR receives its funding primarily from federal/state grants, private companies, and
individual donors. Its annual budget is approximately $278,000. Federal and state grants
account for 65% of the budget. Corporate and private donations account for 27% and 8%
respectively. The $278,000 annual budget is allocated to current employees, facilities,
and programs. Additional expenditures, including funding for IT, can only be funded
through new grants and donations.
Marilynn, Executive Director, and Cheryl, RSVP Director, are responsible for
developing the strategic plan. This plan, as well as progress toward the plan’s goals, is
discussed with the board of directors. Consistent with VCR’s mission, the strategic plan
identifies activities that will support VCR’s mission of finding, encouraging, and placing
volunteers. Practically, the plan must also identify grant and other funding opportunities.
Successful grant writing is critical to VCR’s survival. Over the last year, VCR has focused
on operational efficiency. As the size of VCR’s volunteer base and opportunities have
grown, the task of assigning and tracking volunteers has become more arduous. Success
at grants has also resulted in significant administrative work. Grant writing, reports to
funding agencies, and submitting reports to the state increasingly occupy Marilynn and
Figure 1.
Information System for a Volunteer Center 5
Copyright © 2006, Idea Group Inc. Copying or distributing in print or electronic forms without written

permission of Idea Group Inc. is prohibited.
Cheryl’s time. VCR believed that these tasks could be improved through the use of
information technology.
Economic and Organizational Climate
The Wisconsin state budget and the budgets of local businesses, which are
primarily manufacturing in nature, were adversely affected by the economy in 2003. These
budgets are not expected to improve in the near future. The VCR and other not-for-profit
agencies were increasingly under stress to find sources of revenue. Although the VCR
has been successful in obtaining grants, the smaller pool of available funds is an ongoing
concern.
As a result of the shrinking pool of money and their growth, Marilynn and Cheryl
were eager to improve the operations of VCR. They met regularly with the ITPC group
and were very appreciative of their efforts to date. Marilynn and Cheryl’s support helped
to motivate the other staff. In October, seven of VCR’s employees and volunteers met
with the ITPC group to discuss the features of the new information system.
SETTING THE STAGE
Project Team
The IS project team is composed of Jeff McCoy, Lyndsay Nash, Rick Harrington,
Judy Taft, Bob Ferguson, and Zoya Alvi. Zoya Alvi is a graduate student in Computer
Information Systems, while the remaining team members are senior students of Manage-
ment Information Systems. In addition, both Jeff McCoy and Lyndsay Nash work full time
for a major pharmaceutical company. Jeff has been with this corporation for more than
11 years, and is currently a senior computer software validation analyst. Lyndsay has
been working for the pharmaceutical company for more than six years, and is currently
a director’s assistant. Just as in any project team, different members of the IS team have
different abilities and personalities (Whitten, 2004). Jeff and Lyndsay both handled large-
scale, complex projects in the past. Jeff is undoubtedly the most experienced person on
the team and Lyndsay’s experience is next. Jeff, based on his experience, was designated
as the project manager. Jeff, by nature, is a very motivated person and seeks perfection
from himself and others around him. Lyndsay is a dynamic, outgoing person who works

hard to achieve the tasks at hand; however, she at times is not confident of her abilities,
and some times has difficulty presenting even nice deliverables in a positive manner. Rick
accomplishes tasks that are assigned to him, but lacks the skills to research an open
problem and find solutions for it. Judy has no prior IS project experience, and requires
an extensive amount of coaching on how to accomplish tasks in an IS project. Bob and
Zoya are very well organized, responsible team members who follow any given task until
it is satisfactorily completed. Bob and Zoya are recent additions to the project team.
In terms of capabilities, Jeff is skilled in project management, system analysis,
system design, database development, and client-server programming. Lyndsay is
skilled in project management, system analysis, and systems documentation. Rick is very
comfortable with database development and client-server programming. Bob has exper-
tise in implementation, troubleshooting, and network design. Zoya has expertise in
6 Chalasani, Baldwin & Souderpandian
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project documentation, database design, client-server, as well as Web programming.
Judy is skilled at system analysis and design.
The project team from VCR is primarily composed of Marilynn and Cheryl. Marilynn
understands the high-level overview of the VCR operations, while Cheryl knows in detail
the inner workings of the current systems and paper-based processes at VCR.
Project Initiation
Early in the project cycle, Jeff and his project team met with Marilynn and others
from VCR to initiate the project. The VCR team was not familiar with the system
development life cycle (SDLC) for constructing information systems (Dennis, 2002). Jeff
and the project team explained the concepts behind SDLC and helped Marilynn create
a system request (see Figure 2). Jeff forwarded a blank template of the system request
to Marilynn, who then created a first draft. Jeff and Marilynn then sat together and refined
the first draft into the system request document shown in Figure 2.
After the system request was developed, Lyndsay and Jeff conducted a feasibility
study. The feasibility study focused on economic, technical, and organizational feasi-

bility. Lyndsay and Jeff created extensive documentation to support the summary
conclusions indicated.
• Economic feasibility: Based on the current available financial resources from the
Volunteer Center, it has been determined that the proposed solution must be
relatively inexpensive. Exact numbers were not available from the center; however,
indications are that the Center can spend between $500 and $1,000 on this project.
The Volunteer Center is in agreement that the value of this project greatly exceeds
the allotted budget, but cannot support a larger budget at this time. Even with this
budgetary constraint, the project team believed a solution can be obtained.
• Technical feasibility: With the young technical skills of the project team consist-
ing of senior MIS students, a certain degree of risk appears to be evident. This risk
is born out of the uncertainty in the skill-sets of the team (Ward & Chapman, 2003).
The project team, however, is working closely with the ITPC members who have
significant experience in building large-scale information systems. The faculty
resources will guide the student project team in all aspects of the project.
• Organizational feasibility: An analysis of VCR staff indicates all end users are
proficient with PCs. In addition, the VCR staff appears to be very open to accepting
a new completely electronic system, as the current processes are highly inefficient.
Based on the above analysis, the project team concluded that the project meets the
criteria for economic, technical, and organizational feasibility.
The Current System
Early in the system development process, the project team reviewed the current
information systems at VCR. The VCR maintained and processed four general types of
information: payroll, expenses, donors, and volunteer information. Agnes, the finance
administrator, used a PC-based accounting application to process payroll and record
expenses. Donors were recorded in a spreadsheet. Jeff and his team focused most of their
time on the volunteer system. Information was manually gathered from each system to
Information System for a Volunteer Center 7
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permission of Idea Group Inc. is prohibited.

Date: September 18, 2003
SYSTEM REQUEST
Project Name: Information Systems for the Volunteer Center of Racine
Project Sponsor:
Name: Marilynn Pelky, Executive Director, Volunteer Center of Racine
Department:
Phone: 262-996-9612 Email:
Business Need:
VCR currently uses tools such as Excel to maintain information on the volunteers, organizations and the positions that
the volunteers fill at different organizations. VCR also uses an older system to keep track of volunteers 55 and older.
However, these tools have several limitations and are unable to meet the growing requirements as the number of
volunteers, organizations, and the funding agencies grow.
This project is aimed at obtaining a system that keeps track of the myriad pieces of information that VCR needs in a
structured and organized database and provides the VCR employees a user-friendly interface to access the information
and generate appropriate reports.
Functionality:
The VCR information system will:
• Maintain information on all volunteers in one integrated system.
• Maintain information on stations at which volunteers volunteer their time and the activities of the volunteers
• Maintain information on the donors to the VCR and the donations
• Generate reports for volunteer center management, and donors, which may include government agencies and
private foundations
• Maintain and track expenses and budget
In addition, it is expected that all the above functions are integrated in one system with a user-friendly interface so that
users with limited exposure to technology can use the system.
Expected Value:
Tangible:
• Because the quality of data on volunteers will improve with the new system, costs such as mailing costs can be
reduced. An approximate estimate of this reduction is between $1,000 to $1,500.
• Since the new system will generate reports automatically, it is expected that the time to prepare reports for

funding agencies will be reduced by 50%.
Intangible:
• Improved operations which will result in faster matching of volunteers with stations looking for volunteers.
• Improved satisfaction for the volunteers and for the stations.
Special Issues or Constraints:
• The VCR is new to project management methodologies. Hence, there may be a learning curve involved with
different phases of the project.
• Since the project is to be carried out by students, ensuring the continuity of the student team is critical for the
success of the project.
Figure 2.
8 Chalasani, Baldwin & Souderpandian
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produce a variety of reports in preparation of grants and in fulfillment of state and national
reporting requirements.
The VCR used terminology that was initially unfamiliar to the team. A station is a
place where volunteers work by devoting their time and effort. Stations include local
hospitals and schools where the volunteers work. A job refers to a specific activity that
a volunteer performs at a specific station. Example jobs include driving seniors between
a nursing home and a hospital or working at the reception desk at a blood-donation center.
Placement is the process of matching volunteers, depending on their skills and interests,
with specific jobs at stations.
Currently, VCR uses an electronic system for maintaining senior volunteers, 55 and
older, and their activities under the Retired and Senior Volunteer Program (discussed
below). Activities of all other volunteers (younger than 55 years) are maintained using
paper processes. Jeff and his team documented the current business processes using
UML documentation such as the use-case diagram. For a discussion of UML, the reader
is referred to Arrington (2001). In addition, Appendix A provides an introduction to UML.
Jeff McCoy, leader of the project team, created the following use-case diagram to
illustrate the different activities performed by the current electronic system.

The actors in the above use-case diagram include the following: 55-or-older
volunteers, VCR-employees, station-coordinators. The current electronic system main-
tains information only on volunteers who are 55 or older. These volunteers fill out a paper
application form to join VCR, indicate preferences on which station they would like to
work, and respond to special-event mailings from VCR via phone or e-mail. In addition,
volunteers can retire from VCR, and this activity is accomplished by phone or e-mail. VCR
employees create volunteer records in the current electronic system for new volunteers
who are 55 years or older. VCR employees may also update information on existing
volunteers, and search for volunteers who might be interested in a specific job at a
specific station. In addition, VCR employees may update volunteer activities including
the number of hours spent by each volunteer in a job. Station coordinators communicate
with VCR employees most often by phone, and they request volunteers for specific jobs
at their stations. Station coordinators also communicate the number of hours spent by
each volunteer at their stations in specific jobs by filling out a paper form. Most of these
activities do not have any predetermined frequency and take place on-demand.
Note that the tasks performed by the volunteer and the station coordinator do not
directly involve the current electronic system. However, the information obtained by
performing these tasks is entered into the electronic system by the VCR employee.
The use-case diagram on the next page was also created by Jeff. This diagram
includes all processes not integrated with the current electronic system. Some of the
processes indicated in this use-case diagram do not necessarily involve “paper.”
However, they use manual processes such as using the typewriter or maintaining
documents and spreadsheets that are not integrated with the electronic system described
in the previous section (Figure 4).
The actors in the above use-case diagram include the following: VCR-employee and
the donor.
As part of the “Generate Mailings” use case, VCR employees prepare word
documents announcing opportunities to volunteers and mailing labels in Microsoft
Word; they then mail them to volunteers. To accomplish the “Create Reports for Funding
Agencies” use case, VCR employees obtain information on the number of hours spent

Information System for a Volunteer Center 9
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permission of Idea Group Inc. is prohibited.
Figure 3. Use-case diagram for the current electronic system
10 Chalasani, Baldwin & Souderpandian
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permission of Idea Group Inc. is prohibited.
Figure 4. Use-case diagram for the current manual/paper processes (not integrated
with the current electronic system)
Information System for a Volunteer Center 11
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Figure 5. Volunteer Center of Racine — Use-case diagram
12 Chalasani, Baldwin & Souderpandian
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by volunteers on the electronic system, and type these hours on a report form that the
funding agency provides. VCR employees track expenses in a PC-based financial system,
while the donations to VCR and the donor information are maintained in a spreadsheet.
Information on volunteers younger than 55 is also maintained in a spreadsheet.
Funding agencies are one source from which VCR gets its support, apart from
donations by individual donors. Some of the funding agencies require reports on a
regular basis. These reports should include the following pieces of information.
• Volunteer name
• Station name
• Station and job description
• Hours worked for the period
Some of the reports are indicated below.
• United Way Quarterly Report
• RSVP Homeland Security Report

• Wisconsin State Funding Report
From the above use-case diagram, it is clear that there is no comprehensive system
at VCR that keeps track of the expenses, donations, and donors. In addition, volunteers
who are younger than 55 are maintained in a spreadsheet.
Analysis of the Current System: Problems and
Opportunities
Based on their analysis of the current system, Jeff and Lindsay developed a list of
the following problems and opportunities for improvement.
• Problem: The Volunteer Center is using a hybrid paper and electronic system.
Opportunity: Combine into one unified electronic system.
• Problem: The current electronic system is on one personal computer that holds
data only on retired and senior volunteers (those who are 55 and over). Any
remaining volunteer categories, such as youth and adult (under 55), are handwrit-
ten and entered on an Excel spreadsheet on a separate personal computer.
Opportunity: Bring all volunteer data into one integrated system.
• Problem: The data is entered manually which can lead to input errors and data-
integrity issues. For example, the same station names are entered differently at
different times.
Opportunity: Maintain consistent names and categories in the system, and
minimize the user-input in the form of free text in the system.
• Problem: There is no support offered on the current electronic system. Questions
about the operation of the RSVP system go unanswered.
Opportunity: For the new system, provide support by creating user manuals.
• Problem: Reports are manually compiled.
Opportunity: Improve the productivity of the VCR employees by generating
reports required by different funding agencies electronically from the system.