Computer Networking: A Top-Down Approach (7th Edition)
Computer Networking: A Top-Down Approach (7th Edition)
7th Edition
ISBN: 9780133594140
Author: James Kurose, Keith Ross
Publisher: PEARSON
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Question
  1. How would you undertake a preliminary investigation for this project

Please answer related wirh rhe lecture

Part 2: Mario's Coffee Expands Pauline very much enjoyed working in the shops. When she was a teenager, she had worked with her Grandfather learning how to make the various coffee drinks. Most of the many cousins in the family had worked at Mario's at some point - several still worked here part-time. Mario had instilled into all of them his goal to serve only a perfect coffee (several had also picked up his love of telling good stories!). Most of her time had been spent working closely with new baristas, ensuring product quality, and with learning the other aspects of the busy cafés. There were a few problems, service was sometimes slow, and they would periodically run out of supplies, but business was still good. After a few weeks, she was feeling more confident in her role, so Pauline started focusing on growing the business. Her first business opportunity came when she had lunch with a high-school friend, Daisy Mathes. Daisy owned a catering company. Pauline, remembering her grandfather had started out providing a coffee service at weddings, saw an opportunity. After much discussion, they decided to work together. Daisy would offer a coffee service as part of an event package and Pauline would sub-contract when the service was requested. Another opportunity presented itself when her leasing agent found a perfect location for her to expand. The location was close to a local college and was large enough that she could provide a lounge space for customers. Working with her agent, she negotiated a long-term lease and started working on renovations and hiring staff. Pauline was elated that all her strategies were coming together, but at the same time was overwhelmed with the amount of work that she was doing. She needed help. She decided to hire for some key positions: 1. General Manager (Mona): responsible for overall daily operations, and the coordination of facilities and equipment, and their related suppliers. The GM will consistently travel between the different locations, ensuring that things are working well. 2. Café Managers (Daisy, Morton): responsible for the day-to-day operation of each of the coffee shops, the Manager would work on all front-line operations, ensuring proper staffing, training, and product quality was maintained. 3. Coordinator (Isabella): the coordinator would manage catering event bookings and ensuring supplies for catering events are ready and shipped to and from events. They also manage event payments, collecting supplier invoices, and ensuring that they are distributed for authorization of payment, or sent to the accountant for payment. 4. Accountant (Yoshi): The coordinator would also collect sales receipts from each store, ensure invoices were collected, prepare payments for bills, enter all transactions in a spreadsheet. General Manager MARTO Cafe Managers Baristas Customer Service Reps Pauline (CEO) Coordinator Accountant Catering Co.
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Transcribed Image Text:Part 2: Mario's Coffee Expands Pauline very much enjoyed working in the shops. When she was a teenager, she had worked with her Grandfather learning how to make the various coffee drinks. Most of the many cousins in the family had worked at Mario's at some point - several still worked here part-time. Mario had instilled into all of them his goal to serve only a perfect coffee (several had also picked up his love of telling good stories!). Most of her time had been spent working closely with new baristas, ensuring product quality, and with learning the other aspects of the busy cafés. There were a few problems, service was sometimes slow, and they would periodically run out of supplies, but business was still good. After a few weeks, she was feeling more confident in her role, so Pauline started focusing on growing the business. Her first business opportunity came when she had lunch with a high-school friend, Daisy Mathes. Daisy owned a catering company. Pauline, remembering her grandfather had started out providing a coffee service at weddings, saw an opportunity. After much discussion, they decided to work together. Daisy would offer a coffee service as part of an event package and Pauline would sub-contract when the service was requested. Another opportunity presented itself when her leasing agent found a perfect location for her to expand. The location was close to a local college and was large enough that she could provide a lounge space for customers. Working with her agent, she negotiated a long-term lease and started working on renovations and hiring staff. Pauline was elated that all her strategies were coming together, but at the same time was overwhelmed with the amount of work that she was doing. She needed help. She decided to hire for some key positions: 1. General Manager (Mona): responsible for overall daily operations, and the coordination of facilities and equipment, and their related suppliers. The GM will consistently travel between the different locations, ensuring that things are working well. 2. Café Managers (Daisy, Morton): responsible for the day-to-day operation of each of the coffee shops, the Manager would work on all front-line operations, ensuring proper staffing, training, and product quality was maintained. 3. Coordinator (Isabella): the coordinator would manage catering event bookings and ensuring supplies for catering events are ready and shipped to and from events. They also manage event payments, collecting supplier invoices, and ensuring that they are distributed for authorization of payment, or sent to the accountant for payment. 4. Accountant (Yoshi): The coordinator would also collect sales receipts from each store, ensure invoices were collected, prepare payments for bills, enter all transactions in a spreadsheet. General Manager MARTO Cafe Managers Baristas Customer Service Reps Pauline (CEO) Coordinator Accountant Catering Co.
Part 3: Mario's Place is Growing Mario's Place has been growing at a very fast pace over the last two years. Three new stores have opened (all near local College campuses), one closed, a new office has been set up (unintentionally), new catering services have been added, and several new staff members have joined the senior management team, including Rosalina as their Marketing Manager. Through many changes Pauline has never lost sight of the goal to serve only the best coffee, but she has had some challenges. Main Street UBC Campus Gastown/ Vcc Langara /HQ Downtown (original) Robson/ Career Colleges Currently, each store has a cash register and a credit/debit card terminal. The amount of each product purchased is entered into the cash register. The cashier is responsible to ensure that taxable transaction is entered in properly, separate keys are provided to enter each item that is taxable or non-taxable. If the transaction is a cash transaction, the cash transaction total is entered, and the cash drawer will open. If the transaction is using credit or debit, the credit transaction button is pushed, and the transaction is finalized. The cashier enters the amount of the transaction into the credit card terminal and the customer pays the transaction. This is a confusing and error-prone process. In a meeting with Yoshi, Pauline started seeing problems in their revenue collection. Yoshi told her that often he cannot read the daily cash deposits, and the bank has been sending deposit correction notices on deposits. The bank is only sending him summarized transaction reports for the credit and debit machines, so store managers have not been able to balance store sales. He is feeling a sense of growing frustration because he's being asked to confirm information which he truly can't accurately confirm. Pauline recognizes that the current system is not sufficient for the future. She has asked Yoshi to start a project to purchase a Point of Sale (POS) system that will move Mario's Coffee into the future. Yoshi knew that eventually any new system would have to integrate with an accounting system, his first priority was to ensure that he was getting accurate transaction data from each location. He was hoping that the new terminals would be accessible remotely, but felt it was more critical that the system provided complete and accurate daily transactions and summary information. It was also his hope that he would be able to confirm that each location sales and incoming cash and card transactions balanced each day. Yoshi visited each of the café locations to meet with café managers, each expresses similar requests of the new system. Inventory continued to be problem; they often weren't certain what products were selling. They insisted the system be able to track individual products sold and whether the transaction is cash or bank card. It was also important that the system identified which cashier was responsible for each transaction. They wanted to be able to quickly balance at the end of the day. The coordinator, Isabella, indicated it would be great if the system could manage the event transactions as well. They are almost always by credit card, but periodically, are paid for by cheque. The transactions are complicated though as there are generally 10-15 products and services that make up an event invoice. Rosalina insisted the system be able to automatically apply discounts and promotional pricing to ensure consistent product pricing and it would be nice for it to be able to allow cashiers to sign up customers into a customer loyalty program.
expand button
Transcribed Image Text:Part 3: Mario's Place is Growing Mario's Place has been growing at a very fast pace over the last two years. Three new stores have opened (all near local College campuses), one closed, a new office has been set up (unintentionally), new catering services have been added, and several new staff members have joined the senior management team, including Rosalina as their Marketing Manager. Through many changes Pauline has never lost sight of the goal to serve only the best coffee, but she has had some challenges. Main Street UBC Campus Gastown/ Vcc Langara /HQ Downtown (original) Robson/ Career Colleges Currently, each store has a cash register and a credit/debit card terminal. The amount of each product purchased is entered into the cash register. The cashier is responsible to ensure that taxable transaction is entered in properly, separate keys are provided to enter each item that is taxable or non-taxable. If the transaction is a cash transaction, the cash transaction total is entered, and the cash drawer will open. If the transaction is using credit or debit, the credit transaction button is pushed, and the transaction is finalized. The cashier enters the amount of the transaction into the credit card terminal and the customer pays the transaction. This is a confusing and error-prone process. In a meeting with Yoshi, Pauline started seeing problems in their revenue collection. Yoshi told her that often he cannot read the daily cash deposits, and the bank has been sending deposit correction notices on deposits. The bank is only sending him summarized transaction reports for the credit and debit machines, so store managers have not been able to balance store sales. He is feeling a sense of growing frustration because he's being asked to confirm information which he truly can't accurately confirm. Pauline recognizes that the current system is not sufficient for the future. She has asked Yoshi to start a project to purchase a Point of Sale (POS) system that will move Mario's Coffee into the future. Yoshi knew that eventually any new system would have to integrate with an accounting system, his first priority was to ensure that he was getting accurate transaction data from each location. He was hoping that the new terminals would be accessible remotely, but felt it was more critical that the system provided complete and accurate daily transactions and summary information. It was also his hope that he would be able to confirm that each location sales and incoming cash and card transactions balanced each day. Yoshi visited each of the café locations to meet with café managers, each expresses similar requests of the new system. Inventory continued to be problem; they often weren't certain what products were selling. They insisted the system be able to track individual products sold and whether the transaction is cash or bank card. It was also important that the system identified which cashier was responsible for each transaction. They wanted to be able to quickly balance at the end of the day. The coordinator, Isabella, indicated it would be great if the system could manage the event transactions as well. They are almost always by credit card, but periodically, are paid for by cheque. The transactions are complicated though as there are generally 10-15 products and services that make up an event invoice. Rosalina insisted the system be able to automatically apply discounts and promotional pricing to ensure consistent product pricing and it would be nice for it to be able to allow cashiers to sign up customers into a customer loyalty program.
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Step 1

       The Preliminary investigation of project involves a series a steps that should be considered in the system that would

provide  more useful features . The investigation should analyze the current system find the drawbacks and remove the

bottlenecks to automate the system to a greater extent .

        The problem should be defined and understood properly ,the project scope should be analyzed , certain  facts related

with providing the facilities should be recorded , the time and cost of the new system should be calculated ,the uses

provided by the new system should be well defined , the supporting staff should be familiarized with the system and

proper documentation should be provided to help understand the system .These are some of the strategies that should be

stated in the preliminary investigation.

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