CENTRAL QUEENSLAND UNIVERSITY SYDNEY CAMPUS HEINEKEN INFORMATION SYSTEM PROJECT REPORT 2015 COURSE COIT 20240 - ADVANCE INFORMATION SYSTEM PROJECT LECTURER INDRA SEHER COORDINATOR MARILYN WELLS DUE DATE Friday, 16th October 2015, 5:00 PM SUBMITTED BY NISHITH PODDUTURU S0256334 ROMAN LAMA S0263120 RYOSUKE NOJI S0256474 SHASHANK THANEER S0256342 Executive Summary Because of long lead-time from order to delivery in its supply chain process, Heineken US was not able to fulfil the fluctuating market demand of United States of America that causes Heineken, NV to lose its US market share. Thus, in order to get back Heineken’s market share, Heineken USA required having more accurate forecasting information system using real time knowledge based information and enhanced supply chain management system. As a result, HOPS IS project team has been established to assist Heineken, US in its mission to implement knowledge based enhanced information system that will help Heineken to gain back its loss market share. The HOPS IS project team has incorporated Information System Management and Business Process Reengineering methodologies for analysing and creating action plan for this project. In the first part of the report, Strategic Alignment Analysis has been performed. The project team has used Strategic Alignment Model (SAM) that consist analysis in four topics: Business Strategy, Organization Processes, Information Technology Strategy, and Information System Infrastructure and Processes. SWOT analysis was used for determining the Heineken’s strength, weakness, opportunity and threats that were directly related to the business strategy of Heineken. In organization process analysis, Heineken’s main business processes were determined in order to investigate the alignment between organization business objectives and business processes. The HOPS project has focused more in the distribution and inventory management process of the Heineken US. As per the IT strategy analysis, current HOPS system didn’t necessarily involve all stakeholders associated in the distribution and inventory management process. In the IS infrastructure and processes analysis, HOPS team come up with a five level model pyramid based on the processing requirement of different level of organizations. As per the Strategic alignment model, IT strategy is not aligned with Business strategy and IT infrastructure where as Business Process seems aligned with Organizational Processes and IT infrastructure and process. To overcome the misalignment between IT strategy, Business strategy and IT infrastructure, IT Infrastructure fusion perspective has been used. Following the Strategic Alignment analysis, analysis of current organizational processes and current system issues and problems has been executed. Long lead time, stocks-out, damaging image and human errors was identified as the problems associated with current process. On the other hand, expensive and less secured was identified as the problems associated with current systems. These problems had lead to implementation of new IS system. In the third part of the report, key stakeholders analysis was executed. Customers, employees, managers, project team, Heineken, were determined as internal stakeholders where as suppliers, government; investors were determined as external stakeholders. After identification, analysis of contribution, commitment and support has been done. In order to prioritize the stakeholder power and interest grid was used. With the completion of stakeholder analysis, requirement elicitation methodology was determined. The team has used project characteristic against requirement elicitation techniques map to determine the most appropriate RE techniques for the project. The HOPS IS project team suggested, considering constraints, domain decomposition and document analysis were best approaches for requirement elicitation. Lastly, with the completion of all the analysis, proposed requirements statement has been presented. The system should be cloud based, centralized, and operating in three-tier architecture. In order to process data, integrated, centralized and cloud based database storage is proposed which is connected with data warehouse. Along with data warehouse, distributed data mart has been proposed which can assist in business analytics and intelligence. Apart from this data security has been proposed in order to prevent unauthorized access to the data. The report has presented three solution based on the proposed requirement statements namely 1)upgrading the security and efficiency without changing the legacy system, 2)implementation of the cloud based ERP and 3) implementation of cloud based big data analytics. A selection criterion has been used for ensuring the right solution that is based on organization, individual, technology, systemic and information. Each option was scored against this criterion. Option 2 was identified as the best solution for HOPS IS. With the identification of ERP as solution, further analysis for selecting the proper ERP application has been presented along with the risk associated with the implementation of ERP. Finally, the report has presented the change and risk management techniques to overcome the risk associated with this project.   Table Of Contents Executive Summary i 1. Introduction 1 2. Project Management Overview 6 2.1. Scope of Project 6 2.2. Objectives 7 2.3. Constraints of the Project (Proposed) 7 2.4. Statement of Work 8 2.5. Project Team Members and Responsibilities 9 2.6. Project Schedule 19 3. Proposed Strategic Alignment 24 Analysis of Business Strategy 25 SWOT analysis 26 PESTLE analysis 26 Porter five forces analysis 27 Value chain analysis 29 Analysis of information technology strategy 30 Analysis of Organization process 31 Analysis of Information system infrastructure and processes 33 Summary of Findings 34 Misalignment analysis 34 Proposed Alignment Strategy 35 4. Description of Current System 35 Need for HOPS: 35 Move to e business 36 The HOPS Issue 38 Challenge: 38 Distribution System 39 Challenge 39 5. Proposed Stakeholder Analysis and Management 39 5.1. Identify recognize acknowledge stakeholder 40 5.2. Analyse Contribution, Commitment and Support 42 5.3. Prioritize stakeholder to identify stakeholder engagement 44 5.4. Develop action Plan and action the plan 45 5.5. Monitor outcomes and take corrective actions 46 6. Proposed Requirements Elicitation Methodology 47 Requirements Elicitation 48 Problems associated with Requirement Elicitation 49 Requirement Elicitation Techniques 50 Classification of Requirement Elicitation techniques 52 Compatibility of Requirement Elicitation Techniques with Project Characteristics 54 HOPS Information System PROJECT Characteristics 58 Selected Requirement Elicitation Techniques 59 Requirement Elicitation Scheduling and Administration 60 7. Proposed Requirements Statement 62 7.1. System models 62 Centralized architecture 62 Operating in three tier Architecture 64 Cloud computing 65 7.2. Data models and requirements 67 Operational Data 68 Data Integration 69 Data Storage 69 Big Data 70 Data Security 70 Data Access 71 7.3. Process models and requirements 71 As is model 71 To be model 72 8. Proposed Candidate Evaluation Methodology 73 Efficiency IT Metrics: 79 Effectiveness IT Metrics: 79 9. Proposed Risk Analysis and Risk Management Strategies 81 9.1. Proposed change management solution 81 Change and Resistance: 85 The Role of Communication in Proposed Change Initiatives: 85 Selected Strategies For Change Communication: 86 Problem Centered and Appreciative Models of Change: 87 9.2. Analysis of issues and proposed solutions 88 10. Conclusions & Recommendations 92 Recommendations: 93 11. Reference 97 Table of Figures Figure 1: Scope of project support another scope 4 Figure 2 process of project 5 Figure 3．Matrix of stakeholder influence and project timeline 6 Figure 4: SWOT matrix of Heineken USA 38 Figure 5: Current Distribution Model of HOPS 40 Figure 6:Business Process Model from an order to dispatch 41 Figure 7: Five level pyramid model based on the processing requirement of different levels in the organization 42 Figure 8: Traditional model duration 6-12 week 44 Figure 9: Stakeholder Priority Grid 57 Figure 10: Requirement Elicitation Methodology 62 Figure 11: Requirement Elicitation Mapping Techniques (RE Technology Map) 67 Figure 12: Domain versus RE techniques 69 Figure 13: RE Engineers Type versus RE Techniques 70 Figure 14: Information Resources versus RE Techniques 71 Figure 15: User Involvement versus RE Techniques 72 Figure 16:Quality Type 73 Figure 17: Data model; Data Flow Diagram 85 Figure 18: As is model 90 Figure 19: To be model 91 Figure 20: ERP after 31st December 2004 97 Figure 21: Data management plan workbook and template 104 ListOf Tables Tables 1:Project Charter 12 Tables 2.RACI Chart 20 Tables 3. Project schedule 31 Tables 4:Stakeholder plan 54 Tables 5: Stakeholder Analysis 55 Tables 6: Stakeholder map 56 Tables 7:Stakeholder target map 57 Tables 8: Stakeholder action plan 59 Tables 9: Stakeholder feedback tool 60 Tables 10: Dimension- RE Techniques Table 69 Tables 11: Scoring Schema of Severity, Occurrence and Detection 111 Tables 12: Proposed Risk analysis and solution 114 1. Introduction The subsidiary of Heineken N.V., Heineken USA is operation in since January of 1995, when there were approximately only thirty import brands present. The strategy of Heineken N.V., the parent company behind the establishment of subsidiary company was to push a new market in the United States. (Roberts, 1999) However lately, competition in the beer import segment increased and Heineken witnessed huge decline in sales and lost its status of the leading imported beer in the United States to GrupoModelo's Corona. At multiple levels Heineken faced hard competition in the market of the United States. To get shares in the market segment brewing companies like the Miller Brewing Company and Anheuser Busch made significant amount of investment in marketing and sales. On the other hand, benefits of the loyal customer base factor were enjoyed by the microbreweries companies specialized in it like Boston Beer and Sierra Nevada. Thus, the beer market in the United States had become crowded and competitive. Headquarter of Heineken USA is in White Plains, N.Y. Besides that, other offices of Heineken USA are in Los Angeles, Chicago, Atlanta. The brewing and bottling takes place in the headquarter Netherland and is shipped to different demand points in the United States. The order was usually placed in advance approximately three months before and work would take place manually by filling the order forms by hands and manual data entry in the state by the operator which leads to the long lead time and inefficient forecasting and stock outs along with probability of errors by human resulting in erosion of image of the company. Thus, the data centre and system plays a vital and critical role for the affective and efficient running of the business in the United States. So, for the platform for the customer communication an application was developed in the data centre named Heineken Operational Planning System (HOPS) which is an internet based system supporting collaborative function of demand forecasting and planning for the orders of customers. Distributor place an order using HOPS after which from the nearest demand point shipment is made and trucked to the distributor quickly and as soon as possible. Thereafter, beers are transported by the distributors to the final destination like restaurants, stores and bars. In these whole process of forecasting of demand to the placement of order by the distributor to the shipment to the distributor's door needs to be quick and fast, that is to say order entry process need to run quickly so as to ensure fast delivery if the product, customer satisfaction and fresh products. With the implementation of the e business Heineken USA was able to reduce the lead time from approximately twelve weeks to eight to five weeks that is decrease of almost twenty five precent if lead time depending on the geographical location resulting in reduction of stock outs and human errors. Thus, Heineken USA became capable to compete in the market share of the United States by quickly responding to the demand and the changing market. However, if it becomes possible for the Heineken USA to go back to the development and deployment of HOPS, it would focus on how to the district managers solution could be presented and allowing and providing more information to them. The district managers felt to be eliminated from the process of forecasting and order placement, as they were not in the order entry process. This could allow full potential of HOPS. In 1996, it was good opportunity to gain market share by improving its operation through web based forecasting, order entry and completion of process. As most of the competitors have opted for the better web-based system to have competitive advantage in the market, Heineken USA requires having more accuracy in forecasting process using real time data and expansion of the functionality of HOPS.Also, to enhance distributed order management system by implementation of features like information regarding marketing program, point of sale information, security, flexibility and like it needs new HOPS IS. Information system encompasses computer system, database, software and application programs applied in the business for the creation, collection and distribution of the required and useful data, which in turn expected to provide organization competitive advantage. Based on the organization’s strategies, resources and goals information system is developed for every organization, which is unique and suitable for that particular organization. [O’Brien, 2003] The strategy taken by an organization for the regulation of the behaviour of the industry in which an enterprise operates is said to be strategic initiative. In order to remain competitive in the business world, today organization needs to adjust according to the environment suitability taking into consideration various bases like dynamic market, change in behaviour pattern and demand of the consumer, advancement in the technology. [MacMillan, 1983] Heineken USA thus requires redesigning HOPS, structuring, and redesigning of the data centre to provide Heineken with the best operating environment. The entire work has been divided into following section- ● Scope of Project: Scope is central to the completion of the project. It is essential to control the plan, execution and the content of the project. It is required as well as important that special attention must be paid to both the project and product scope so that we end up the software that we intended to make in the first place. Figure 1: Scope of project support another scope The product scope is the aggregation of all the features and attributes that need to be incorporated in the product to be created. ● Objectives & Constraints The primary objective is redesigning HOPS and structuring and redesigning of the data centre to provide Heineken with the best operating environment so as toenhance the process of order distribution management. Anything that hinders the ability of the project manager of getting done the project can be termed under the constraints of the project. Certain constraints mentioned in this section include schedule constraints, technical constraints, resources constraints, and organizational constraints. ● Statement of Work: This section states the work that need to be completed in order to complete the project- the things focused on. A brief picture of the same is shown as below: Figure 2 process of project ● Project Team Members and Responsibilities: The work must be get done by the member of the team. The centre of this area is to assign different tasks among all the members of the team so as to avoid any duplication of work or work-undone situations. ● Project Schedule: This section evaluates and plans a timeline. Updates are made to the schedule if any as required. ● Proposed Strategic Alignment: It highlights the key management practices which are required foe alignment of the enterprise strategy and the IT strategy. ● Description of Current System: Complete study has been described in this section so as to evaluate the parts and features need to be re-engineered. This section includes the following two parts: o Issues o Problems ● Proposed Stakeholder Analysis and Management: A project stakeholder can be described as the person who has the vested interest on the project’s outcome. Stakeholder hold high expectation that the project turns into reality supporting the features they wanted. They have an important interest in the success of the project. It is important that the product scope is as per demand and need. Stakeholders want assurance that the project will be successful. The importance of the stakeholders is explained through brief diagram shown below: Figure 3．Matrix of stakeholder influence and project timeline Thus management of the stakeholders is very essential. ● Proposed Requirements Elicitation Methodology: It describes different methods used to gather information to know and manage stakeholders’ objectives. What the different users of the system or the stakeholders about to be to effect with the proposed change want. ● Proposed Requirements Statement: This section describes the features and attributes that must be supported while designing the software. This is sub- divided into following sub-heads: o System models o Data models and requirements o Process models and requirements ● Proposed Candidate Evaluation Methodology: it describes how different options have been evaluated or measured to come up with the best suitable option. ● Proposed Risk Analysis and Risk Management Strategies: this area is about keeping away downfall. The focus is in the anticipation of the risk and how to handle them if it arises. It includes following sub-parts: o Proposed change management solution: any changes in the organization’s structure or system or business process bring resistance among the employee. This area focuses on managing to successfully enlighten the organization about the proposed change and wining their support. o Analysis of issues and proposed solutions: this section states where or what the problems are and where the efforts of the team members required. ● Conclusions & Recommendations: final documentation is done in this part summarizing what is required proposed change and how worth it is to re gain first position as imported beer in USA for Heineken USA. 2. Project Management Overview 2.1. Scope of Project ● The establishment of a well-secured information system to ensure better collaborative order distribution management system and thereby adding significant value to the company. ● The new model design work in this project is limited to the enhancement and effectiveness of the Order Distribution Management Process in order to deliver the product on time as per the order placed by the distributor through better and more accurate forecasting process. In addition to that, it also helps to have a competitive advantage in the market and regaining and retaining the number one position in the imported beer market of the Unites States, which presently enjoy by GrupoModelo. ● Discussion has been done about the advantages and benefits that can be enjoyed by the Heineken USA through the implementation of the new model. Two systems have been researched namely big data and Distributed ERP Model for redesigning of the current HOPS and accordingly on the basis of factors like cost benefit and time for the installation of the new system and minimum outage of the business, decision has been made for the design of Distributed ERP model (Distributed Order Management system). ● However, while considering the factor no jeopardize been done on the performance requirement output. The design of the system takes into consideration all the district managers’ role. Linkage among all the distributors, district hubs and main database centre in headquarter has been ensured with the implemented system. ● Discussions made in the project also include how the new model can help Heineken USA to enhance the efficiency of the order distribution management. It further states about the stakeholder analysis and management, how can company analyserisks; assure quality and how to align strategies to successfully complete the project. 2.2. Objectives The objective is to have a well web based information system that can: ● Enhance the process of order distribution management. ● Secured web based system so as to prevent any theft of information and access by an unauthorized user or hackers. ● Assistance in forecasting and placemen and fulfilment of orders so as to assure Heineken USA to capture any opportunity and improve customer satisfaction and be consumer inspired, customer oriented and brand led. 2.3. Constraints of the Project (Proposed) ● Time Constraints As the entire project has to be completed within twelve weeks, time is the main constraint of the project. ● Human Resource Constraints Human resource can be considered as another constraint as the project team is limited to five. ● Scope Constraints Since, the project is focusing on the distribution process of the Heineken USA. So, other process of Heineken can’t be taken into consideration. 2.4. Statement of Work 1 Background: -The HOPS infrastructure serving Heineken USA has lost its competitive edge. 2. Scope: -To develop a new IS that would address the challenges faced by HOPS Goal: -To increase competitive advantage of Heineken USA 4. Key Stakeholders: -System developers, -The leadership and management of Heineken and Heineken USA, -The users of the systems at the production facility in the Netherlands -The distributor, the suppliers -The direct consumers in the US. 5. Project Milestones: ● Project Proposal and Plan　 ● Progress report 1　 ● Progress Report 2　 ● Progress Report 3　 ● Progress Report 4　 ● Presentation Documentation　 ● Project Report 6. Project Budget: -Unspecified 7. Constraints -Time Constraint -Human resource Constraint 8. Assumptions -Flexible budget based on the objectives. 9. Risks and Dependencies -Incompletion of the assigned tasks. -Listed constraints may be accountable for risks. Tables 1:Project Charter 2.5. Project Team Members and Responsibilities The project includes one project manager and four project team member to complete this HOPS project. The team members are shown below; ● Project Manager, IndraSeher ● Project Team Leader, Roman Lama ● Project Team Member, RyosukeNoji ● Project Team Member, Shashank Thaneer ● Project Team Member, NishithPodduturu the below chart describe team members responsibilities with entire project. the chart, RACI matrix identified key activities and decision on project. this approach enable to magnet tasks with who should accomplished with responsively in each activities. the RACI stand for Responsible, Accountable, Consulted and Informed(Kantor, B 2012). WBS Task Name Roman Lama Shashank Thaneer Nishith Reddy Podduturu RyosukeNoji IndraSeher 1 HOPS IS 1.1 Planning 1.1.1 Formulate team R/A R R R 1.1.2 Kick off meeting R/A R R R 1.1.3 Choose a case study R/A R R R I 1.1.4 Analyse current system issue and problem C R/A C C 1.1.5 Define scope C C R/A C 1.1.6 Define objectives and constraints C C R/A C 1.1.7 Estimate risk R/A C C C 1.1.8 Set responsibilities to each member's C C C R/A 1.1.9 Assign team members to task C C C R/A 1.1.10 Set schedule C C C R/A 1.2 Research project requirement 1.2.1 Research Business process C R/A C C 1.2.2 Research competitor R/A C C C 1.2.3 Research current system C R/A C C 1.2.4 Research Big data solution C C R/A C 1.2.5 Research Cloud system C C C R/A 1.2.6 Research for Solutions 1.2.6.1 Research Cloud based Big Data system R/A R C C 1.2.6.2 Research ERP distribution model C C R/A R 1.3 Analysis 1.3.1 Business process Analysis C R/A C C 1.3.2 Stakeholder analysis C C C R/A 1.3.3 Risk analysis R/A C C C 1.3.4 System analysis 1.3.4.1 Current system analysis 1.3.4.1.1 Issue review R/A R R R 1.3.4.1.2 Business process review R/A R R R 1.3.4.2 Define Requirements elicitation methodology 1.3.4.2.1 Define functional requirements C C C R/A 1.3.4.2.2 Define Usability requirement C R/A C C 1.3.4.2.3 Define reliability requirements C C C R/A 1.3.4.2.4 Define performance requirements C C R/A C 1.3.4.2.5 Define security requirements R/A C C C 1.4 Design new information system 1.4.1 Define Strategic Alignment C R/A C C 1.4.2 Design model 1.4.2.1 Design Database R/A C C C 1.4.2.2 Design system models C R/A C C 1.4.3 Define Risk Management Strategies R/A C C C 1.5 Documentation 1.5.1 Report project proposal R/A R R R I 1.5.2 Meeting minute documentation 1.5.2.1 week1 R R R R/A 1.5.2.2 week2 R R R R/A 1.5.2.3 week3 R R R R/A 1.5.2.4 week 4 R R R R/A 1.5.2.5 week 5 R R R R/A 1.5.2.6 week 6 R R R R/A 1.5.2.7 week 7 R R R R/A 1.5.2.8 week 8 R R R R/A 1.5.2.9 week 9 R R R R/A 1.5.2.10 week 10 R R R R/A 1.5.2.11 week 11 R R R R/A 1.5.2.12 week 12 R R R R/A 1.5.3 Project report documentation 1.5.3.1 Executive Summary C R/A C C 1.5.3.2 Introduction C C R/A C 1.5.3.3 Project Management Overview 1.5.3.3.1 Scope of Project C C R/A C 1.5.3.3.2 Objectives & Constraints C C R/A C 1.5.3.3.3 Statement of Work C C R/A C 1.5.3.3.4 Project Team Members and Responsibilities C C C R/A 1.5.3.3.5 Project Schedule C C C R/A 1.5.3.4 Proposed Strategic Alignment R/A C C 1.5.3.5 Description of Current System 1.5.3.5.1 Issues C C R/A C 1.5.3.5.2 Problems C C R/A C 1.5.3.6 Proposed Stakeholder Analysis and Management C C C R/A 1.5.3.7 Proposed Requirements Elicitation Methodology R/A C C 1.5.3.8 Proposed Requirements Statement 1.5.3.8.1 System models C R/A C 1.5.3.8.2 Data models and requirements C C C R/A 1.5.3.8.3 Process models and requirements C C C R/A 1.5.3.9 Proposed Candidate Evaluation Methodology C C R/A C 1.5.3.10 Proposed Risk Analysis and Risk Management Strategies 1.5.3.10.1 Proposed change management solution C C R/A C 1.5.3.10.2 Analysis of issues and proposed solution R/A C C C 1.5.3.11 Conclusions & Recommendations C C C R/A 1.5.4 Progress report documentation 1.5.4.1 Progress report 1 R/A C C C I 1.5.4.2 Progress report 2 C C C R/A I 1.5.4.3 Progress report 3 C C R/A C I 1.5.4.4 Progress report 4 C R/A C C I 1.5.5 Presentation 1.5.5.1 Summarize point R/A R R R 1.5.5.2 Design outline R/A R R R 1.5.5.3 Create presentation slides R/A R R R 1.5.5.4 Present in the class R/A R R R 1.5.6 Portfolio documentation 1.5.6.1 week1 R/A R R R I 1.5.6.2 week2 R/A R R R I 1.5.6.3 week3 R/A R R R I 1.5.6.4 week 4 R/A R R R I 1.5.6.5 week 5 R/A R R R I 1.5.6.6 week 6 R/A R R R I 1.5.6.7 week 7 R/A R R R I 1.5.6.8 week 8 R/A R R R I 1.5.6.9 week 9 R/A R R R I 1.5.6.10 week 10 R/A R R R I 1.5.6.11 week 11 R/A R R R I 1.5.6.12 week 12 R/A R R R I 1.6 Closing 1.6.1 Write & submit Self and peer Assessment R/A R R R 1.6.2 Release assign team members R/A R R R 1.6.3 Close the project R R R R R/A 1.7 Council meeting 1.7.1 week1 R/A R R R C/I 1.7.2 week2 R/A R R R C/I 1.7.3 week3 R/A R R R C/I 1.7.4 week 4 R/A R R R C/I 1.7.5 week 5 R/A R R R C/I 1.7.6 week 6 R/A R R R C/I 1.7.7 week 7 R/A R R R C/I 1.7.8 week 8 R/A R R R C/I 1.7.9 week 9 R/A R R R C/I 1.7.10 week 10 R/A R R R C/I 1.7.11 week 11 R/A R R R C/I 1.7.12 week 12 R/A R R R C/I M Milestone M.1 Project Proposal and Plan R/A R R R I M.2 Progress report 1 R/A R R R I M.3 Progress Report 2 R/A R R R I M.4 Progress Report 3 R/A R R R I M.5 Progress Report 4 R/A R R R I M.6 Presentation Documentation R/A R R R I M.7 Project Working Documentation R/A R R R I M.8 Self and Peer Assessment R/A R R R I M.9 e-Portfolio R/A R R R I M.10 Project Report R/A R R R I Tables 2.RACI Chart 2.6. Project Schedule Project schedule shown the table below; WBS Task Name Duration Start Finish Predecessors 1 HOPS IS 70 days 2015/07/13 2015/10/16 1.1 Planning 12 days 2015/07/13 2015/07/28 1.1.1 Formulate team 1 day 2015/07/13 2015/07/13 1.1.2 Kick off meeting 1 day 2015/07/13 2015/07/13 3SS 1.1.3 Choose a case study 1 day 2015/07/15 2015/07/15 4SS 1.1.4 Analyse current system issue and problem 5 days 2015/07/16 2015/07/22 5 1.1.5 Define scope 1 day 2015/07/23 2015/07/23 6 1.1.6 Define objectives and constraints 1 day 2015/07/24 2015/07/24 7 1.1.7 Estimate risk 3 days 2015/07/24 2015/07/28 7 1.1.8 Set responsibilities to each member's 1 day 2015/07/24 2015/07/24 7 1.1.9 Assign team members to task 1 day 2015/07/27 2015/07/27 7 1.1.10 Set schedule 1 day 2015/07/28 2015/07/28 7 1.2 Research project requirement 15 days 2015/07/31 2015/08/20 1.2.1 Research Business process 5 days 2015/07/31 2015/08/06 43 1.2.2 Research competitor 5 days 2015/07/31 2015/08/06 43 1.2.3 Research current system 5 days 2015/08/07 2015/08/13 43 1.2.4 Research Big data solution 5 days 2015/07/31 2015/08/06 43 1.2.5 Research Cloud system 5 days 2015/07/31 2015/08/06 43 1.2.6 Research for Solutions 10 days 2015/08/07 2015/08/20 1.2.6.1 Research Cloud based Big Data system 5 days 2015/08/14 2015/08/20 43 1.2.6.2 Research ERP distribution model 5 days 2015/08/07 2015/08/13 43 1.3 Analysis 15 days 2015/08/14 2015/09/03 1.3.1 Business process Analysis 5 days 2015/08/27 2015/09/02 14 1.3.2 Stakeholder analysis 5 days 2015/08/14 2015/08/20 14 1.3.3 Risk analysis 5 days 2015/08/27 2015/09/02 14 1.3.4 System analysis 10 days 2015/08/21 2015/09/03 1.3.4.1 Current system analysis 2 days 2015/08/21 2015/08/24 1.3.4.1.1 Issue review 1 day 2015/08/21 2015/08/21 122 1.3.4.1.2 Business process review 1 day 2015/08/24 2015/08/24 122 1.3.4.2 Define Requirements elicitation methodology 8 days 2015/08/25 2015/09/03 1.3.4.2.1 Define functional requirements 2 days 2015/08/25 2015/08/26 27,19 1.3.4.2.2 Define Usability requirement 2 days 2015/08/25 2015/08/26 27,19 1.3.4.2.3 Define reliability requirements 2 days 2015/09/02 2015/09/03 27,19 1.3.4.2.4 Define performance requirements 2 days 2015/08/25 2015/08/26 27,19 1.3.4.2.5 Define security requirements 2 days 2015/08/25 2015/08/26 27,19 1.4 Design new information system 11 days 2015/09/03 2015/09/17 1.4.1 Define Strategic Alignment 2 days 2015/09/03 2015/09/04 27,23,24,25 1.4.2 Design model 10 days 2015/09/04 2015/09/17 1.4.2.1 Design Database 5 days 2015/09/04 2015/09/10 26,30 1.4.2.2 Design system models 5 days 2015/09/11 2015/09/17 39,30 1.4.3 Define Risk Management Strategies 4 days 2015/09/11 2015/09/16 30 1.5 Documentation 69 days 2015/07/13 2015/10/15 1.5.1 Report project proposal 1 day 2015/07/30 2015/07/31 2 1.5.2 Meeting minute documentation 61 days 2015/07/13 2015/10/05 1.5.2.1 week1 1 day 2015/07/13 2015/07/13 109SS 1.5.2.2 week2 1 day 2015/07/20 2015/07/20 110SS 1.5.2.3 week3 1 day 2015/07/27 2015/07/27 111SS 1.5.2.4 week 4 1 day 2015/07/13 2015/07/13 112SS 1.5.2.5 week 5 1 day 2015/08/10 2015/08/10 113SS 1.5.2.6 week 6 1 day 2015/08/24 2015/08/24 114SS 1.5.2.7 week 7 1 day 2015/08/31 2015/08/31 115SS 1.5.2.8 week 8 1 day 2015/09/07 2015/09/07 116SS 1.5.2.9 week 9 1 day 2015/09/14 2015/09/14 117SS 1.5.2.10 week 10 1 day 2015/09/21 2015/09/21 118SS 1.5.2.11 week 11 1 day 2015/09/28 2015/09/28 119SS 1.5.2.12 week 12 1 day 2015/10/05 2015/10/05 120SS 1.5.3 Project report documentation 36 days 2015/08/27 2015/10/15 1.5.3.1 Executive Summary 2 days 2015/10/14 2015/10/15 80 1.5.3.2 Introduction 1 day 2015/09/03 2015/09/03 23,6 1.5.3.3 Project Management Overview 16 days 2015/09/18 2015/10/09 1.5.3.3.1 Scope of Project 1 day 2015/10/01 2015/10/01 36 1.5.3.3.2 Objectives & Constraints 1 day 2015/10/02 2015/10/02 61 1.5.3.3.3 Statement of Work 1 day 2015/10/09 2015/10/09 61,62 1.5.3.3.4 Project Team Members and Responsibilities 1 day 2015/09/18 2015/09/18 36 1.5.3.3.5 Project Schedule 2 days 2015/09/21 2015/09/22 64 1.5.3.4 Proposed Strategic Alignment 3 days 2015/09/23 2015/09/25 37 1.5.3.5 Description of Current System 8 days 2015/08/27 2015/09/07 1.5.3.5.1 Issues 2 days 2015/08/27 2015/08/28 27 1.5.3.5.2 Problems 2 days 2015/09/04 2015/09/07 27 1.5.3.6 Proposed Stakeholder Analysis and Management 2 days 2015/08/31 2015/09/01 24 1.5.3.7 Proposed Requirements Elicitation Methodology 4 days 2015/09/17 2015/09/22 30 1.5.3.8 Proposed Requirements Statement 15 days 2015/09/18 2015/10/08 1.5.3.8.1 System models 2 days 2015/09/18 2015/09/21 38,30 1.5.3.8.2 Data models and requirements 2 days 2015/10/07 2015/10/08 38,30 1.5.3.8.3 Process models and requirements 1 day 2015/09/24 2015/09/24 38,30 1.5.3.9 Proposed Candidate Evaluation Methodology 4 days 2015/10/05 2015/10/08 24,26 1.5.3.10 Proposed Risk Analysis and Risk Management Strategies 8 days 2015/10/05 2015/10/14 1.5.3.10.1 Proposed change management solution 3 days 2015/10/12 2015/10/14 25 1.5.3.10.2 Analysis of issues and proposed solution 4 days 2015/10/05 2015/10/08 25 1.5.3.11 Conclusions & Recommendations 2 days 2015/10/12 2015/10/13 60,66,67,71,72,76,59 1.5.4 Progress report documentation 41 days 2015/08/07 2015/10/02 1.5.4.1 Progress report 1 1 day 2015/08/07 2015/08/07 43 FS+5 days 1.5.4.2 Progress report 2 1 day 2015/08/28 2015/08/28 82FS+14 days 1.5.4.3 Progress report 3 1 day 2015/09/11 2015/09/11 83FS+9 days 1.5.4.4 Progress report 4 1 day 2015/10/02 2015/10/02 84FS+14 days 1.5.5 Presentation 8 days 2015/09/21 2015/09/30 1.5.5.1 Summarize point 2 days 2015/09/21 2015/09/22 57 SS+17 days 1.5.5.2 Design outline 1 day 2015/09/23 2015/09/23 87 1.5.5.3 Create presentation slides 4 days 2015/09/24 2015/09/29 88 1.5.5.4 Present in the class 1 day 2015/09/30 2015/09/30 89 1.5.6 Portfolio documentation 69 days 2015/07/13 2015/10/15 1.5.6.1 week1 1 day 2015/07/14 2015/07/14 109 1.5.6.2 week2 1 day 2015/07/21 2015/07/21 110 1.5.6.3 week3 1 day 2015/07/28 2015/07/28 111 1.5.6.4 week 4 1 day 2015/07/13 2015/07/13 112 1.5.6.5 week 5 1 day 2015/08/11 2015/08/11 113 1.5.6.6 week 6 1 day 2015/08/25 2015/08/25 114 1.5.6.7 week 7 1 day 2015/09/01 2015/09/01 115 1.5.6.8 week 8 1 day 2015/09/08 2015/09/08 116 1.5.6.9 week 9 1 day 2015/09/15 2015/09/15 117 1.5.6.10 week 10 1 day 2015/09/22 2015/09/22 118 1.5.6.11 week 11 1 day 2015/09/29 2015/09/29 119 1.5.6.12 week 12 1 day 2015/10/15 2015/10/15 120 1.6 Closing 1 day 2015/10/16 2015/10/16 1.6.1 Write & submit Self and peer Assessment 1 day 2015/10/16 2015/10/16 42 1.6.2 Release assign team members 1 day 2015/10/16 2015/10/16 131 1.6.3 Close the project 1 day 2015/10/16 2015/10/16 131 1.7 Council meeting 61 days 2015/07/13 2015/10/05 1.7.1 week1 1 day 2015/07/13 2015/07/13 1.7.2 week2 1 day 2015/07/20 2015/07/20 109FS+4 days 1.7.3 week3 1 day 2015/07/27 2015/07/27 110FS+4 days 1.7.4 week 4 1 day 2015/08/03 2015/08/03 111FS+4 days 1.7.5 week 5 1 day 2015/08/10 2015/08/10 112 FS+4 days 1.7.6 week 6 1 day 2015/08/24 2015/08/24 113FS+9 days 1.7.7 week 7 1 day 2015/08/31 2015/08/31 114FS+4 days 1.7.8 week 8 1 day 2015/09/07 2015/09/07 115FS+4 days 1.7.9 week 9 1 day 2015/09/14 2015/09/14 116FS+4 days 1.7.10 week 10 1 day 2015/09/21 2015/09/21 117FS+4 days 1.7.11 week11 1 day 2015/09/28 2015/09/28 118FS+4 days 1.7.12 week 12 1 day 2015/10/05 2015/10/05 119FS+4 days M Milestone 56 days 2015/07/31 2015/10/16 M.1 Project Proposal and Plan 0 days 2015/07/31 2015/07/31 43 M.2 Progress report 1 0 days 2015/08/07 2015/08/07 82 M.3 Progress Report 2 0 days 2015/08/28 2015/08/28 83 M.4 Progress Report 3 0 days 2015/09/11 2015/09/11 84 M.5 Progress Report 4 0 days 2015/10/02 2015/10/02 85 M.6 Presentation Documentation 0 days 2015/09/30 2015/09/30 90 M.7 Project Working Documentation 0 days 2015/10/15 2015/10/15 44,57,90 M.8 Self and Peer Assessment 0 days 2015/10/16 2015/10/16 105 M.9 e-Portfolio 0 days 2015/10/15 2015/10/15 91 M.10 Project Report 0 days 2015/10/16 2015/10/16 57 Tables 3. Project schedule 3. Proposed Strategic Alignment A business can be said to be best aligned when its corporate strategies and organizational infrastructure address and caters for the interests of all stakeholders in the business. In order to achieve this overall strategic alignment, the business needs to align its assets to the corporate strategies. The business assets include; employees, business core competencies, business processes, corporate culture, market and product knowledge and equally important the enabling technology. For Heineken USA, the company needs to strategically align its core assets to the needs of the market. The current setup does not address the needs of the market and hence it reduces the competitiveness of Heineken USA in the market. Therefore, the implementation of the proposed strategic alignment at Heineken USA will address holistically the challenges that the company faces at the moment. The proposed strategic alignment will also open up the company to new opportunities and an increased market share (Day 2012). By reducing the straggle in distribution, the market will be served with fresher products and the suppliers and distributors would be able to provide data for the demand at different seasons, hence production will also fluctuate based on the demand. There are several benefits that strategic alignment brings to a business. Of importance is the overall role that strategic alignment plays in giving a business a competitive edge. The effect of an effective strategic alignment on the organizational performance can be traced in the systems deployed and the people involved. The shareholders of a business perform better when they are fully aware of the goals of their organization, and they understand, accept and develop a sense of ownership in the business. On the other hand, the systems put in place during strategic alignment eliminate redundancy, conflict and defines the processes, which provide competitive advantage to the organization (Gerow et al. 2014). The strategic alignment model provides a framework for integrating an organization's infrastructure and resources to the business environment so as to achieve optimum functionality. This modelledwas developed and authored by Henderson and Venkatraman (1993) in a bid to conceptualize and address the growing popularity of strategic management in IT. The SAM points out four essential domains of strategic alignment as; business strategy, information technology strategy, organizational infrastructure and processes, and information technology infrastructure and processes. Henderson and Venkatraman (1993) state that the power of the SAM can be demonstrated by two fundamental characteristics of strategic management namely the strategic fit and functional integration. The strategic fit refers to the importance of using the business strategy to determine the resources needed by the business. On the other hand, functional integration describes the relationship between business domains and functional domains. Analysis of Business Strategy A business strategy can be defined as a summary of the actions that a business plans to execute so as to achieve its desired long-term, middle term and short-term goals. In order to have a clear vision of how a business should be operated, it is important that the business outlines its business strategy. A business strategy is important to any organization because it lays the path and aligns the organization's resources towards accomplishing its premeditated goals and objectives. Subsequently, strategy is important because it creates context for operating and conduits for decision-making. In addition, a business strategy establishes the rules for determining the skills needed by employees, the priority of initiatives, organization structure and business processes, and the resources needed by a business because of knowledge integration (Kearns &Sabherwal 2006).Some of the available tools that can be used for business strategy analysis include; SWOT analysis, PESTLE analysis, Porter five-force analysis and value chain analysis. SWOT analysis A SWOT analysis or SWOT matrix is a technique used for highlighting an organization’s Strengths, Weaknesses, Opportunities and Threats faced by an organization. SWOT is a simple technique that can help a business to highlight the opportunities that one it can exploit. By understanding the weaknesses that exists within the business, an organization can prioritize its resources and reinforce its weak links (Murray-Webster & Williams 2010). . Consequently, an organization that understands the threats that exist in the business environment can prepare itself to mitigate and deter any risks that might befall them. However, SWOT analysis has two major limitations. One of them is that does not priorities the issues that an organization has highlighted. The second limitation is that SWOT analysis does not provide alternative decision to the issues that have been highlighted. PESTLE analysis The PESTLE analysis framework or the PEST analysis framework is strategic diagnosis tool that is used by organizations when analysing the external macro environment that a business is operating or is bound to operate in (Murray-Webster & Williams 2010). The factors that are analysed include; political factors, economic factors, social, technological, legal and environmental factors. 1. Political: The extent to which a business environment is influenced by government determines the economy of a market or certain industry. For example if a government imposes a new tax haphazardly, the revenue structures of an organization might be affected. Political factors to watch include; stability of government, tax policies, trade regulations, fiscal policy, trade tariffs among others. 2. Economic: These metrics that determine the health of an economy by analysing a countries performance and how it impacts directly on the performance of the business. Economic factors to consider include; interest rates, inflation rate, foreign exchange rates, purchasing power, and economic growth patterns among others. 3. Social: This includes the analysis of the social environment of the market including; cultural factors, demographics, consumer trends among others. 4. Technological: This involves analysing the available technology that can advance the efficiency and superiority of the product in a market and business processes in an organization. It also analyses the level of technology absorption in certain market and technology obsolescence in an organization. 5. Legal: This includes understanding the legal framework that guides the existence and operation of an organization when proving goods and services in a market. Consequently, it involves analysinginternal policy and how that fits into the external legal environment. This includes consumer laws, labour laws safety standards among others. 6. Environmental: In today’s business environment, government and consumers are very sensitive to how companies treat and value the environment. Therefore, pollution and sustainability actions in a market should be analysedso as to determine how to develop a good relation with the environment. In addition, other environmental factors that have to be analysed include the weather patterns, geographic conditions, climate and the company’s environmental and carbon offsets. The major limitation of this analysis technique is that the external factors considered during analysis are highly dynamic and they may change at extremely fast paces (Murray-Webster & Williams 2010). . It may be therefore impossible to predict the final outcome of an analysis. Porter five forces analysis This framework was originally developed by Michael E. Porter in 1979. It provides a business with the analysis framework of the major factors that determine its position and strength in an industry. These include:- 1. Competition in the industry The strength of a business in the market can be analysed by understanding the number and capability of its competitors. If there are substantially many players who offer equally attractive products and services, then that business has little power. This is because buyers and suppliers can switch loyalty easily if they feel their needs are not being met fully. 2. Potential of new entrants into industry This is the analysis of the ease of entry into the industry that the business operates in. If it is a low capital venture with minimal barriers and regulations, or if the technology used in the business is not protected, or if there are few economies of scale, competitors can easily setup their business and threaten the existence of the business and hence the market has power of the business. 3. Power of suppliers This force provides an analysis of how much power and control a supplier has over a business. This includes how much the supplier’s actions can affect prices over a short and long term. In addition, it looks how many suppliers are in the market because the fewer the number, the more power they have. The power of suppliers can also be determined by the switching costs in the industry and the supply purchase cost relative to substitutes. 4. Power of customers This includes the number of customers in a market relative to the number of service/goods providers, the product differentiation, the buyer's’ incentive, brand identity and price sensitivity among other. A business that has few buyers is likely to be controlled by the power of the buyers. They can easily drive the prices down and dictate terms. 5. Threat of substitute products This power is gauged by the ability of the customers to identify an alternative to the services or products that the business offers them. If there is a cheaper and effective way of getting the value of the solution that the business offers, then this weakens the power of the business in the market. The main limitation to this model is that it does not put into consideration non-market forces. in addition, the model envisages a perfect market condition and hence it rarely applies to the current industry that is highly dynamic, especially the USA beer industry where Heineken USA operates in. Value chain analysis Value chain analysis is a strategic analysis process where a business identifies its primary and support activities that determine the value of its final product and then revaluate these activities with an aim of reducing costs and increasing efficiency. It is an important strategy analysis tool because it enables businesses to identify where their internal competitive advantages and disadvantages lie in terms of processes and resources (Porter 1985). According to Porter (1985), the primary activities of the value chain are: - ● Inbound logistics These are the activities include the receiving of raw materials from suppliers, storage of the same materials and releasing the same for processing. ● Operations This is the process of production of developing the raw materials into products and services. ● Outbound logistics These activities include warehousing and distributing the final product or service to the markets. ● Marketing and sales Activities in these areas include the analyses of the needs and wants of customers and creating awareness about the products among the target audience. These activities include advertising and promotion. ● Service activities in this area include the provision of after-sales services and support to the consumers of the product of service. The primary activities are aided by the support activities namely:- ● Procurement This function entails the purchasing process of material, input and equipment. ● Human Resource Management This activity includes employee recruitment policy, training and development, motivation, rewarding and remuneration ● Technology Development. This is the availability of innovations and value-addition technology in the company. ● Firm Infrastructure This includes planning and control systems, organizational culture, corporate strategy, finance, accounting among others. The major disadvantage of the value chain analysis is that it does not factor in external threats such as direct competitors, new entrants and product substitutes. A SWOT analysis of Heineken USA provides a holistic image of the position of the company, and the opportunities that herein present themselves in this market. The choice of utilizing SWOT as opposed to the other strategy analysis techniques is based on the complexity of the matter. At this moment, the problem of the existing system has already been identified and hence SWOT analysis provides a simple and effective technique of presenting the position and needs of Heineken USA. Figure 4: SWOT matrix of Heineken USA Analysis of information technology strategy The strategic alignment between the business and information technology is the planned approached where the business processes will develop a symbiotic relationship with IT so as to achieve competitive advantage. In the strategic alignment model, components of information technology strategy include the scope of the technology, systematic competencies, and information technology governance. The scope of the Information technology relates to the extent to which IT will be applied in the business processes. The systematic competencies entail the capabilities of the IT services that differentiate the system from others in the market. The component of IT strategy that touches on governance describes the measures that guide responsibility, transparency and the management of the system among the users and stakeholders. This includes identifying the risks and deterring or mitigating them when they arise (Wu et al. 2014). The current HOPS information technology strategy does not cater for all the stakeholders of Heineken USA. Therefore, its scope is limited to the Heineken Management team in the USA and the factory plant at the global headquarters in Netherlands. Consequently, the distributors have restricted access to the web-based communication platform (Kim & Price 2003). This might be one of the ways that the management addresses governance’s issues in the system. However, this affects the relationship between the distributors and suppliers with the Heineken team because it shows that there is no trust among the shareholders. The systemic competencies also show that the legacy system might still have challenges regarding its ability to offer timely replenishment of inventory because of the flexible access that distributors have been given. Analysis of Organization process An organizational process can be defined as a set of tasks that have to be executed in order to complete transactions and attain the desired goals and objectives. These processes are not limited to internal operations , but they also cover transactions with customers and suppliers among other stakeholders. At Heineken USA through the current system, the lead time between the order and supply is between four to six weeks (Kim & Price 2003. The organizational process is such that an replenishment orders from the various distributors are placed one every month into the Heineken USA website. With this system, Heineken distributors access the HOPS Web site using a standard web browser and Internet connection. Once they enter their ID and password, they can review their sales forecast and modify the there order and submit the order. The approved forecast is processed by the Replenishment Planning module and calculates the distribute Figure 5: Current Distribution Model of HOPS In the current system, communication is only enabled in one direction; from the Heineken team in the USA to the distributors. However, in the modern business environment, communication with stakeholders should be an ongoing endeavour, making it interactive as possible. Therefore, this new system would ensure that apart from just placing in their orders, the distributors would also be able to communicate to the Heineken team about issues that affect their wellbeing being and ability to deliver to the consumer’s satisfaction. Secondly, in the current system, is web based, making it highly unresponsive and slow in relation to the current standards. Consequently, the current web-based system requires to be manually installed in a computer hardware that is provided by the distributor. This requires various updates by the distributors when advised by the Heineken USA team. This in essence means that the distributors are being made to partake in activities that ideally are not his. Therefore, the system that is being proposed will ensure that the role of the distributor remains selling while the Heineken team takes care of the system as stated by Morrison et al. (2012).This will be achieved by placing in place a cloud-based application that would not require distributors to manually install in computer hardware and that will be available on-demand. This also saves the distributor the need for larger storage. The availability of the system on-demand will also ensure that the distributors have greater control of their inventory management as opposed to having access once every month. This also translates into shorter storage and warehousing periods, a move that reduces the cost of storage significantly while ensuring that the market is supplied with fresher beer. The image below represents the simple business process model that the stakeholders of the system would use the system. This has been well articulated by Tallon (2011) on how strategic alignment increases value along the value chain in what he termed as spill over effects of strategic information technology alignment. Figure 6:Business Process Model from an order to dispatch Analysis of Information system infrastructure and processes IT infrastructure is a critical component of the overall IT strategy. IT infrastructure comprises of the operating software, hardware, communications, networking and other technology stack required to enable the primary goals of the system to be achieved. Consequently, part of the infrastructure and resources is the skills set and experience necessary to operate the system effectively. The human component of the infrastructure strategy enables the definition of policy regarding use of IT, system design, planning, development and operations of a viable IT infrastructure. The IT infrastructure strategy and the business strategy must be in tandem for the overall goals of the organization to be achieved. Consequently, the IT infrastructure should be able to optimize the business processes and ensure that the primary concerns, including security and governance issues are satisfactorily addresses (Yaokumah& Brown 2014). As an enterprise resource planning (ERP) system, this system is expected to address the internal and some external components of Heineken USA. This includes logistics and distribution. Therefore, the system must be able to be used effectively from planning, to providing decision support to and even transaction processing. Therefore, the system will be a five level model pyramid. Figure 7: Five level pyramid model based on the processing requirement of different levels in the organization Summary of Findings Misalignment analysis From the analysis of the Business strategy and the analysis of the IT strategy, it show that the current system does not provide an optimal set of processes that will ensure that Heineken USA competes and regains its position in the beer market of the USA. Essentially, the IT strategy is not in line with the business strategy at Heineken USA In addition, the IT strategy it aligned with IT infrastructure but it is not aligned with the business strategy. This is because the business strategy of Heineken USA is to ensure that the consumers get their beer as fresh as possible. The current IT infrastructure does not guarantee in as much as the IT strategy has placed this as the scope. However, the business strategy is fully aligned with the organizational strategy. This is because from the organization structure point of view, the relevant offices at the Heineken USA are harmoniously operating with the relevant stakeholders. Proposed Alignment Strategy The proposed system aims at aligning the current IT strategy with the relevant IT infrastructure and resources. This will be done by ensuring the system that is proposed provides the necessary capacity to provide an event-management capability which monitors the execution of supply chain events and notifies all the stakeholders any changes that come up. The proposed system will also enable the management to track key performance indicators (KPIs) such inventory, sales, enabling management to plan production, and schedule events according to the data. The alignment strategy will also ensure that the appropriate IT infrastructure is put into place to support these activities. The IT infrastructure includes the cloud-resources where the system will be based, and the skill-sets of human resources who will be in charge of monitoring system performance and governance of the system. The strategic alignment is based on the information technology infrastructure fusion perspective. The IT infrastructure fusion perspective combines the strategy approach with the potential perspectives of the technology (Cuenca, Boza& Ortiz 2011). This perspective focuses on the new, and emerging IT architecture. The proposed system will also be based on new and emerging technology; cloud based technology. 4. Description of Current System Business system can be defined as a methodical process or procedures through which goods or services are rendered by the organization to its customers. Thus, this set of process is used as a mechanism for delivery. Heineken USA is mainly a single product business, which operates in the alcohol industry. Need for HOPS: Traditionally that is prior to the implementation of HOPS in its management and operational system, the whole process of the forecasting, order entry and fulfilment process used to be manual and would be a long process. The old distribution system of Heineken USA is explained below with the help of a flow diagram: Figure 8: Traditional model duration 6-12 week Issues under this system were as follows: ● Long lead time: due to long lead time, Heineken USA was not as responsive to the change in the market compared to its competitors. The freshness of the product was also lost due to high lead time which was also the point of concern. ● Stock-outs: Arbitrary method of forecasting was used where facts from the last year were taken and increasing or adjusting the same in accordance to the current depletion trends using a consistent amount. Thus, other factors essential and responsible for the change in demand were not taken into consideration. This led to the distribution of Heineken products by the distributors not matching to the preference of the customer and products worse than what is offered by the competitors. Moreover, Heineken USA could not meet the unexpected change in the situation where it was required to quickly respond like heat wave in any particular region. All this resulted in the stock outs of around five precent of time. ● Damaging image: due to the lack of Heineken’s USA ability to respond to the changing market situation, long lead time and lack of flexibility, it faced an undermining image of the best in class, a premium brand for the imported beer. ● Human Errors: the filling and calculation in the order work papers were done manually. The entries in the order entry system were also done manually. All this resulted in the carriage of the goods to the wrong destination and sometimes even wrong amount of beer in container box as against the ordered amount. [Perez, Juan Carlos, 1997] Move to e business Heineken current system is based on Internet Protocol. Under its current system, all the private networks of the company are connected together using Internet public wires for transporting, carrying and conveying data connecting its United States Headquarters to its distributors. Using web based system around supply chain planning software, Heineken current system allows it to connect its entire sequences of activities. This system is named as HOPS (Heineken Operational Planning System). It is a kind of Collaborative Planning, Forecasting and Replenishment (CPFR) software, thus allowing Heineken USA to feature real time forecasting and ordering as business data shared through this software. It supports joint practices and cooperative management of inventory. It has a website which is customized as per the requirements of the distributors, company and business. To access this customized web page, distributors need to log on using standard browser and Internet Service Provider connection. Distributors are provided with login ID and password and after entering their respective ID, web displays sales forecast of Heineken for their region. However, distributors are given an option to change and present their forecast. This can be done by entering relevant data related to closing inventories in their hand, what have been sold by them to retailers and data (if any) about the open orders that are not yet received and thus supports collaborative forecasting. Thus, the current system allows vendor managed inventory management through which internal facts and data are shared by both the parties (company as well as distributors) so as to allow integration of their plans, forecasts and schedules related to delivery to enable necessary and required flow of products and services. The system displays last year statistics. For example, system provides distributors about the units sold by them last year during the same time period along with the forecasts done by Heineken about their requirement in the current period. With addition to this, system also provides distributors with critical and decisive information related to seasonal trends, forthcoming promotional events, market trends, new products or products bottleneck and similar data that affect demand for the product. After the forecast is done or accepted, inventory planning process starts. The system uses Logility’s Replenishment Planning Module for the calculation of the inventory requirement of the distributor based on the data related to modified forecasts, existing inventory, planned movement and variable lead times. During all this process, distributor needs to be in logged on and once the planning done, distributor is provided with the replenishment plan. On the approval by the distributor, electronic purchase order is created by the system and lead time with Heineken NV begins which is usually 5 to 6 week. In addition, HOPS permits distributors to check and track orders any time with the help of the computer and web browser. The system allows distributors to check and get knowledge about the contents of products in each container. Heineken holds a cross functional team where members have strong operational and technology knowledge. The current HOPS do not hold client/ server software and EDI. All that distributors need to access HOPS is a computer and Microsoft Internet Explorer or Netscape Navigator installed in it. It runs on an Oracle 7 database running on a Compaq ProLiant 5000R server. This needs to be supported with Windows NT and Website Professional Web Server software. For the encryption of information between HOPS and the browser Secure Sockets Layer 2.0 is used. [Gyeung-min Kim, 2003] The HOPS Issue There has been a vast shift in the market trend, which demand for more functionality and uses and flexibility that are absent in the HOPS. The decisions in supply change management are inter linked and highly depended on the demand forecasting. ● If the planning time is long, time taken for the forecasting lengthens, forecasting made would not be reflecting the true and current market conditions and thus irrelevant and resulting in poor customer service and satisfaction. [Stalk, 1998] ● For the supply chain management to work effectively and economically, demand forecast needs to be in accordance to the current market share and share of information among partners involved in the supply chain management system. [Smith &Wintermyer, 2000]. ● The demand and preference of the customer can no longer be met with the distributor’s data, in fact needs direct customer access through real time customer centric system for forecasting and analysis of the situation. ● The shift in the market from the quantity to quality forces Heineken USA to give key consideration to forecast and distribution in order to regain and maintain number one position in the foreign beer import market. Heineken needs to regain the trust and loyalty of the distributors and the final consumers. [John Price, 2003] Challenge: ● Security system needs to be enhanced. Confidentiality is a major perturb for the Heineken USA and its distributors. Confidentiality issue can be hindrance or bar to Internet based commerce for both, business-to-businessInternet commerce and business to consumer Internet commerce. ● Competitors of Heineken USA have relatively deployed a less expensive web based solution resulting in gradual wear away of web based supply chain edge. Moreover, since the major factors for the demand of the beer are the price of the beer, demographic structure and price of the substitutes, quality and freshness of the beer, Collaborative Planning, Forecasting and Replenishment based on past year data does not seems good as the forecasting decision needs to be real time based. [Victor J. Tremblay] ● Heineken knows that with the shift in the preference and demand of consumers from quantity to quality, it needs to differentiate its service with that of competitors through increase in efficiencies and effectiveness of the distribution network system. Distribution System Currently, all its distributors are on the system and thus online. The company has built small warehouses or hubs in the vicinity of U.S. ports and distributors order their beer requirement through HOPS from their regional warehouse or hub. On the basis of the aggregate demand for the beers, Heineken brews beer and ships that to the built warehouses or hubs and from there it is transferred to the distributors. [www.uta.edu] Heineken USA uses Remote Location Filing Program which allows it to diffuse data essential to enter electronically. Beer is imported by Heineken through eleven ports. Using Remote Filing Program, BDP International appropriately electronically files the entries to customs authorities. [Gyeung-min Kim, 2003] Challenge ● Heineken USA faces the challenge to regain and continue to have its position in the U.S. market of being the number one importer of beer. Thus, it needs to strengthen efficiencies and coherence in its distribution network. 5. Proposed Stakeholder Analysis and Management Stakeholder analysis and management is key to successfully achieve the scope and object of the project. According to Bourda from Tata Consultancy Services (n.e), stakeholders are crucial for business process re engineering project. if key stakeholders are not clearly identified or requirements are not met enough, it would be caused problems. Therefore project should clearly identify stakeholder and analysis them. Operating stakeholder management has different railway across any organization, from peak executive bodies to individual streams of projects. the stakeholder management cycle to leads organization to identify the stakeholders, develop stakeholder management plan. Stakeholder management cycle consist five steps; identify, recognize and acknowledge stakeholder, Analyse Contribution, Commitment and Support, Develop an Action Plan, Action the Plan and Monitor Outcomes and Take Corrective Actions. 5.1. Identify recognize acknowledge stakeholder The first step of stakeholder analysis is defined the stakeholders. Stakeholders are individuals who have interests in or may be affected by, the issue under consideration. Stakeholder plan effectively use to identify the involved party who has interest in the project. Below the table shown stakeholder plan in this project. As making assumption with stakeholders, they are not applicable to insight this project because of difficulties to communicate with them to identify as individuals and analyse their specific goals and interest in the project. Stakeholder Position Organization Goal Method Risk Roman Lama Project team leader HOPS Proposed Requirements Elicitation Methodology. Proposed Risk Analysis and Risk Management Strategies Research and Analysis information Specific Requirement fulfilled Lack of Analysis Communication Breakdown Strategy Solution misalignment Shashank Thaneer Project team staff HOPS Proposed System models Proposed Strategic Alignment Research and Analysis information Specific Requirement fulfilled Lack of Analysis Communication Breakdown Strategy Solution misalignment Nishith Reddy Proddatur Project team staff HOPS Proposed Project Management Overview Proposed Description of Current System Research and Analysis information Specific Requirement fulfilled Lack of Analysis Communication Breakdown Strategy Solution misalignment RyosukeNoji Project team staff HOPS Proposed Requirements Statement Proposed Stakeholder Analysis and Management Project Management Overview Research and Analysis information Specific Requirement fulfilled Lack of Analysis Communication Breakdown Strategy Solution misalignment IndraSeher Project manager HOPS Deliver to achievement on the project Regular meeting Failure to communicate may impact on the entire project Marilyn Wells Project Supervisor HOPS Suppliers A Suppliers in USA Heineken USA - Not applicable Not applicable Distributor B Distributors in USA Heineken USA implement secure distribution system, not applicable not applicable Staff C Internal staff Heineken USA - Not applicable Not applicable Manger D Manager Heineken USA Enhance efficiencies and securities in its distribution network Not applicable Not applicable Consumer E Consumer Heineken USA - not applicable not applicable Tables 4:Stakeholder plan 5.2. Analyse Contribution, Commitment and Support Stakeholder management is required to effectively manage stakeholder and it should be document the approach to increase support and decrease negative impact from stakeholder thought the lifestyle of the project, the table xxx is represent stakeholder analyses with the influence event and interests. Stakeholder Position/Title Department/Organization Influence Interests Roman Lama Project team leader HOPS High strong risk analysis and assessment experience Build effective relationship Shashank Thaneer Project team staff HOPS High Strong knowledge of system modelling Nishith Reddy Predator Project team staff HOPS High Strong knowledge of business process analysis RyosukeNoji Project team staff HOPS High Strong experience with scheduling, design system IndraSeher Project manager HOPS Medium Provide team to Marilyn Wells Project Supervisor HOPS Medium To help project successfully achieved Suppliers A Suppliers in USA Heineken USA Low Distributor B Distributors in USA Heineken USA Low Concern about reduction in procurement costs, Smaller inventory, and shorter cycle times, security of web based distribution system Staff C Internal staff Heineken USA Low Easily operate the system for non-experience staff Manger D Manager Heineken USA Low Concern about security of their web based distribution system Enhance efficiencies in its distribution network Consumer E Consumer Heineken USA Low less distribution time Easy operate website Tables 5: Stakeholder Analysis Further to that with stakeholder analysis, the stakeholder map describes the level of contribution, commitment and support in the project and it can be used to extensible to guide stakeholder management. The below is described current status of stakeholder with matrix of contribution and commitment on this project. Commitment Disagrees Neutral Supportive Committed Contribution Critical Roman Lama Shashank Thaneer NishithReddy Proddatur RyosukeNoji Desirable Marilyn Wells IndraSeher Non-essential Suppliers A Distributor B Staff C Manger D Consumer E Tables 6: Stakeholder map To achievement the scope of project, the project team should analysis the desire level of stakeholder contribution and commitment. It reflet toe ideal or target scenario for the project. The table xxx shown the ideal level with each stakeholder. Contribution from external stakeholder would improve the project to successfully achieve the project objectives. Commitment Disagrees Neutral Supportive Committed Contribution Critical IndraSeher Marilyn Wells Roman Lama Shashank Thaneer Nishith Reddy Proddatur RyosukeNoji Desirable Suppliers A Distributor B Manger D Non essential Consumer E Tables 7:Stakeholder target map 5.3. Prioritize stakeholder to identify stakeholder engagement Stakeholder engagement is the process which engaged relevant stakeholder with organization desired outcomes. To identify stakeholder engagement, prioritize stakeholder support to understand how critical stakeholders are in helping deliver on outcomes of the project. (Kennon and et al, 2009) The below figure shown Stakeholder Priority Grid by Power and Interest matrix, and the colour code describe which stakeholders are expected to be blockers or critics, and which are likely to be advocates and supporters or your project, advocates and supporters in green, blockers and critics in red, and neutral in orange. Figure 9: Stakeholder Priority Grid 5.4. Develop action Plan and action the plan To develop action plan has important role in the stakeholder analysis. The plan moves stakeholders into stronger support position to plan the activities into action. To develop action plan the project manager should concerned any obstacles to full contribution and commitment of the stakeholder. The project plan aim to reduce these obstacles to encourage stakeholder to be the right position. Based on previous stakeholder analysis and task handler map, the action plan is below; Stakeholder Current Level Target Level Actions Roman Lama Committed, Critical Committed, Critical High Shashank Thaneer Committed, Critical Committed, Critical High Nishith Reddy Proddatur Committed, Critical Committed, Critical High RyosukeNoji Committed, Critical Committed, Critical High IndraSeher Supportive, Desirable Supportive, Critical Medium Marilyn Wells Neutral, Desirable Neutral, Critical Medium Suppliers - A Disagree, Non-essential Neutral, Desirable Low Distributor B Disagree, Non-essential Supportive, Desirable Low Staff C Disagree, Non-essential Neutral, Non-essential Low Manger D Disagree, Non-essential Committed, Desirable Low Consumer E Disagree, Non-essential Neutral, Non-essential Low Tables 8: Stakeholder action plan 5.5. Monitor outcomes and take corrective actions The purpose of this step is to periodically re-assess their position to determine whether action is requirement to maintain stakeholder commitment and support or not. It is required a review the previous four step to discover whether there are any stakeholders, they are in the desired position in term of the commitment and influence. To review the stakeholder analysis, the project should be defining the monitoring methods. The stakeholder feedback is deployed to evaluate steakhouse management to determine the adjustment. Therefore, a tool should be created to reflect the aspect to management of key stakeholders. To memoir stakeholder the tools are decided as like below; Objective Description Face to face meeting It is held weekly basis with project manager and project team member which allow team member to ask any questions about the project And the occupation help to progress the project on the right truck Progressive report 4 progressive report submitted by the project team member to report the progress of the project. The report help manager to understand what issues has been occurred in the project and how it should be fix. E-Portfolio That is weekly basis self-report for the project team member to review progress of the entire project and each activity done by individual. Email A simple email asking key questions and providing clear solution from manager or supervisor to team members, Online chat It is one of most frequently used tool for the feedback with internal team members. Tables 9: Stakeholder feedback tool 6. Proposed Requirements Elicitation Methodology Requirement is a condition that needs to be fulfilled in order to achieve a target. As per BABOK Guide V2 (2009), Requirement is a capability needed by a stakeholder to solve a problem or achieve an objective, a condition that must be met by the solution to satisfy a contract, specification or other formally developed documents. Requirements are not abstract; they are variable and keep on changing with time. Requirements not only depend on past, present and future conditions of an organization but also depend on organizational structures, policies, rules, processes, stakeholders and information systems. BABOK Guide V2 (2009), has used following scheme to classify Requirements: a) Business Requirements These are the superior level definition of aims, objectives and goals that an organization needs to fulfil. They represent cause for the initiation of the project, what the project will achieve and the metric against which the success of the project is measured. b) Stakeholder Requirements These are the statement that describes demands or needs of stakeholders or group of stakeholders. Stakeholders Requirements serve as a connection between business requirements and solution requirements. c) Solution Requirements These requirements detail qualities/traits that solution should posses in order to meet the business requirements as well as stakeholder requirements. Solution requirement is subdivided into 2 types to completely address information system solution requirements. i) Functional Requirements These provide requirement regarding the functional characteristic of the information system under development. ii) Non Functional Requirements These are requirement specifications that define environmental conditions under which the system must perform to provide effective solution. All of the above mentioned requirements need to be identified, analysed and validated properly in order to achieve success in any Information System Design projects. Different research papers has stressed on the fact that one important reasons for Information System Design projects failure is the impotence of the Information system to exactitude user requirements, business requirements and solution requirements, an aftermath of inaccurate and incomplete requirements collection during the Requirements Elicitation phase (Mathiassen et. al, 2007; Byrd, Kossick, and Zmud, 1992; Bostrom, 1989). Thus, proper Requirements Elicitation techniques need to be identified and used for collecting, analysing and validating the requirements. Requirements Elicitation Requirement Elicitation is the process of identifying, analysing and validating the requirements of the users and other stakeholders to get incorporated in the Information System Development process. According to Hancheng (2013), Requirement Elicitation is a process that analyses, synthesizes and extracts correct and real user’s demands and needs. The Requirement Elicitation needs to be carried out throughout the project life cycle depending on the business and stakeholders needs. These business and stakeholder requirements can only be identify through meetings with the stakeholders (Pacheco &Garcia 2012). Figure 10: Requirement Elicitation Methodology Problems associated with Requirement Elicitation Challenges of Requirement Elicitation are categorized into three; Problems of scope, Problems of understanding, and Problem of volatility (Ashraf & Ahsan, 2010). To start with; Problems of scope occur when the requirements do not address the system requirements. It occurs when the boundary of the system is not well defined or necessary design information is left out. Problems of understanding refer to miscommunication of requirements between the stakeholders, analyst and system designers. During Requirement Elicitation, if miscommunication occurs requirements may not be well communicated that leads to incomplete, vague, and inconsistent requirements that do not address the exact needs of stakeholders. Problems of volatility indicate the problems that arouse because of the variable customers' requirements. As customer’s needs change with time due to change in requirements, the validity of the requirements may not be acceptable by the time project is delivered. To sort out these problems, effective Requirement Elicitation techniques need to be chosen depending upon the characteristics of Information System Development projects. Requirement Elicitation Techniques Requirements can be conceived by interfacing with the stakeholders or some other resources (Iqbal 2014). The tools that are used for Elicitation of these requirements from the stakeholders are generally termed as Requirement Elicitation Techniques. Some of the most commonly used elicitation techniques are listed below. Depending upon the nature of organizations, different elicitation techniques are used to achieve successful elicitation of the organization’s requirements. i) Interview Interview is the process of getting information regarding the domain of interest. Interview is classified as structured, semi structured and unstructured. The success of any interview is entirely dependent on the expertise insights of inquired information (Manzoor et. al, 2008). The performance of an interview by an expert may not be précised in the particular event as it is performed naturally. However, few experts undertake specific model to perform interviews. In accordance with data acquired during interview, the information designer assembled the model and these models are used to investigate interviewee opinions with the help of experts. ii) Questionnaire According to Manzoor et al. (2008), questionnaires are surveys to get information from groups of people. Basically there are two courses that are used by analyst to gather sentiments; to obtain factual confirmation for presumptions, and to gather suppositions and proposals. The perspectives of individuals about the organizations are inquired by initial twelve enquiries. A short analysis after every enquiry depicts the individual views on real subject matters. iii) Brainstorming Brainstorming is a collective creativity act where diverse stakeholders take part in discussion to obtain solution of a specific problem by quickly producing number of ideas. Important reason for utilization of brainstorming is that it promotes freethinking and allows exposure to new concepts or answers of existing problems (Manzoor et. al, 2008). This technique is basically used to prepare statement of purpose for target framework or task. It is very important to abstain from investigating unnecessary or vague topics while performing brainstorming. iv) Document Analysis Gathering of information from the existing document is the basic idea behind document analysis techniques (Manzoor et. al, 2008). It is completely dependent upon documents that are accessible and expert’s opinions. It helps to find out how experts are sorting out problems and processes information are assigned and aggregated to present to others. Documents like manual of existing system can be used to analyse how that system functions in order to examine its capacities. Also, documents like hierarchical outline chart can be used to express the structure of an organization regarding the connections among department’s staff. v) Prototyping Manzoor et al. (2008) defines prototyping as an iterative process that represents a small analysis period of System Development Lifecycle. Because of instable prerequisites like necessity of input from stakeholders in early stage, requirements analysis may not be achieved successfully. To address this problem, prototyping techniques are utilized where a model is developed for the system that addresses the necessities of the stakeholders at that period of analysis. vi) Ethnography Ethnography incorporates techniques that try to provide understanding of how people live their lives. Unlike traditional researchers who observe and ask highly practical question as per the model, anthropological researchers observe the customers by visiting their house or offices and gather information in non directed way. The goal of ethnography is to observe customer’s behaviour on their terms rather than on researcher’s term (Anderson, 2009). vii) Laddering An approach to identify requirements and organize space entities can be identified as laddering (Manzoor et al. 2008). It is a structured interview that identifies stakeholder’s goals, objectives and values as a strategy to create, analyse, and modify the progressive stuffing of expert’s knowledge. Create, Review, and Modify are basics three steps of laddering. viii) Domain Decomposition According to Tsumaki and Tamai (2006), Domain decomposition is a technique that divides target domain into subdomains. If the domains are decomposed into small, manageable units, it is very easy to list up requirements without an overview. There is also a possibility of executing this process in bottom-up approached by composing small subdomains requirements into larger one. Classification of Requirement Elicitation techniques Tsumaki and Tamai (2006) has considered two dimensions to characterize differences between Requirement Elicitation Techniques; 1) based on elicitation operation type and 2) based on target object type. The first dimension of classification (elicitation operation type) is further divided into Static and Dynamic Type: a) Static The collection of requirements is performed in structured and systematic way. This technique is highly suitable for domain with static structure. Some examples of static techniques are domain decomposition, interview, and laddering etcetera. b) Dynamic The collection of requirements is performed in imaginative or un-methodological way. This technique is suitable for domain with dynamic nature. Some examples of dynamic techniques are ethnography, brainstorming etcetera. The second dimension of classification (target object type) is also divided into Closed and Open Type: a) Closed The target object space is close, known and stable. This technique incorporates target object spaces that are understood easily by focusing on forms and syntax as the space is bounded and structured with known syntactic forms. Some examples of closed techniques are interview, prototyping, and laddering etcetera. b) Open The target object space is unstable, unknown and open. This technique incorporates target object space that has to be examined thoroughly to understand the meaning. Some examples of open techniques are brainstorming, ethnography etcetera. The figure below illustrates Requirement Elicitation mapping techniques (Tsumaki and Tamai, 2006). The Requirement Elicitation map is a two-dimensional map demonstrating the location of Requirement Elicitation Techniques depending on the classification dimensions. Figure 11: Requirement Elicitation Mapping Techniques (RE Technology Map) Dimensions Requirements Elicitation Techniques Closed Domain Decomposition, Document Analysis, Interview, Laddering, Use case Open Questionnaire, Goal Oriented approach, Brainstorming, Ethnography, Prototyping Static Domain Decomposition, Document Analysis, Interview, Laddering, Questionnaire, Goal Oriented Approach Dynamic Brainstorming, Ethnography, Prototyping, Use case Tables 10: Dimension- RE Techniques Table Compatibility of Requirement Elicitation Techniques with Project Characteristics The uniqueness of RE Techniques introduced in the above section should be matched with the project characteristics and used to direct the selection of techniques. Tsumaki and Tamai (2006) have suggested six factors that distinguish the project: the application domain, requirements engineer types, information resources, user involvement, requirement properties, and non-functional requirements. Among these six factors, requirement properties and non-functional requirements only enrich the selection of decision factors. All factors have been mapped in RE Technology map using one-dimensional line that depicts the direction of compatibility of techniques. Double headed arrow has been used to represent it symbolically as shown in Figure 3. a) Application Domain The Figure 3 depicts the direction that corresponds to application domain stability. The application domains, which are relatively stable,are mapped at the top. When the system development information and experience are well accumulated, the domain can be stated as closed space. Unstable or open domain are mapped at the bottom of the RE technology Map. Figure 12: Domain versus RE techniques b) Requirements Engineer Types The Requirements Engineer types mapping in RE Technology Map is represented in Figure 4. The Engineers with logical and systematic thinking are located in left hand side where as those preferring intuitive or imaginative ways are mapped in right hand side. Domain Decomposition, Document Analysis, Questionnaire, Goal Oriented, Interview, Laddering, Use case, Brainstorming, Ethnography, Prototyping Figure 13: RE Engineers Type versus RE Techniques c) Information Resources The direction in figure 5 corresponds to the information resources availability. When the available resources are abundant in the form of documents, manuals, or knowledge base information of existing system, the closed space techniques are suitable where as when resources are implicit and scarce, open space techniques can be incorporated. Figure 14: Information Resources versus RE Techniques d) User involvement Information resources and user involvement are close related. When information resources are available abundantly, no user’sneeded to be involved. However, user’s collaboration may be needed sometimes. On the other hand, when resources are scarce, the involvement of user’s is predominant. The figure 6 depicts the direction of user involvement. Figure 15: User Involvement versus RE Techniques e) Requirement properties Some of the requirement properties identified by Tsumaki&Tamai (2006) are correctness, completeness, un-ambiguity, consistency, modifiability, verifiability, traceability, and ranking. Priority of these properties depends on the nature of the project. The two dimensional figure 7 corresponds to the requirement properties mapped into RE Technology map. The techniques in the static-closed quadrant respond to techniques completely covering the target domain. The dynamic-closed quadrant is suitable for techniques, which utilize scenarios, based approach for attaining behavioural consistency. In the static-open quadrant, techniques used to acquire logical consistency are mapped. The dynamic-open quadrant is suitable for techniques that help in producing wide variety of requirements from different prospective. Figure 16:Quality Type f) Non-Functional Requirements Non-functional requirements are more easily elicited using goal-oriented approach that incorporates concepts of soft goals. Security concerns can be easily address by incorporating scenario based approach or use case approach. Prototyping may be used in order to address the non-functional requirements like ease of use by providing user with opportunity to touch and feel the interface. HOPS Information System PROJECT Characteristics Based on the rigorous analysis carried out by the HOPS project team, the HOPS IS project has following characteristic. a) Application Domain The HOPS project has stable application domain as the objective, aim and scope of the project is well defined. Likewise, the entire project is based on the case study, which forms a well-defined document. b) Requirements Engineer Types As the HOPS Project is completely document based and has proposed methodology to carry out for completing the project, the requirements engineer falls under logical types. c) Information Resources As the HOPS Project is completely based on case study, all the information used for analysing the case was obtained from the library and online resources, which was more than sufficient. Thus, information resources in the case of HOPS project can be considered abundant. d) User involvement The idea of user involvement in HOPS Project seems bit illogical, since the case study is about Heineken, USA. The involvement of customers from US market and even staffs of Heineken, US seems to be unobtainable in this case. Thus, user involvement can be considered to be little. e) Requirement properties As the project has well defined scope, objectives, as well as complete documents to research upon the project can be considered to be of complete quality types. f) Non functional requirements The HOPS Information System has security as major non-functional requirements apart from having common non-functional requirements like flexibility, durability etcetera. Selected Requirement Elicitation Techniques With the completion of categorizing Requirement Elicitation techniques for collecting information, now it is time to select appropriate techniques to collect rich information for organization. As per the Tsumaki and Tamai Requirement Elicitation comparability format, the HOPS project seems to be more flexible or appropriate towards static-closed quadrant of RE technology Map. Techniques, which come under this quadrant, are domain decomposition, document analysis, interview, and laddering. Among these four techniques as per the projects conditions and assumptions two techniques are selected. a) Domain Decomposition The decomposition of domain target i.e. Distribution Process Reengineering into sub domain as distribution system requirements identification, and distribution business process identification will help in acquiring information related to distribution process reengineering in quite substantial amount. As the project objectives will be subdivided into number of small goals, it will be easy to achieve each goal of project, which will eventually aid in achieving the entire project objective. b) Document Analysis Document Analysis techniques is the most prominent elicitation technique in case of HOPS IS Project as the entire project is completely based on the case analysis and literature resources available. During document analysis, the HOPS team needs to consider following documents to acquired important data: ● Functional and Non functional information of existing system: helps to understand the current system functions and identify the necessary modifications that need to be implied in order to achieve the desired new system. ● Business Process Documentation: enables to have thorough understanding of business process endorsed by Heineken, US which ultimately helps HOPS team to extract process related important data for reengineering. Requirement Elicitation Scheduling and Administration After the identification of the Requirement Elicitation Techniques that are to be incorporated to acquire the most prominent data, the next step is to schedule the Requirement Elicitation. This errand technically assists the Team to conduct Requirement Elicitation session in proper sequences to achieve better results. Before conducting Requirement Elicitation, the Team should have detailed knowledge of what needs to be done in Requirement Elicitation session. Thus, this RE schedule errand will help team to decide upon what needs to be done before conducting Requirement Elicitation session. Along with the proper scheduling, Pacheco &Garcia (2012) has suggested three steps to taken into consideration while performing Requirement Elicitation session: Step 1-Scope clarification The understanding of what the team is going to achieve through Requirement Elicitation should be clear to all members of the team. To figure out the scope of elicitation different meetings are to be scheduled and findings are to be communicated with each stakeholder. Step 2-Gathering additional Materials Supporting materials collection is another important aspect that the team needs to configure. The additional information about the business process can be excavated through different resources available in the form of research papers, articles, and documents. Step 3-Resource Scheduling The ability to schedule available resource to figure out the appropriateness of the resources is another important aspect of Requirement Elicitation session. To avail resource scheduling, HOPS team needs to conduct meeting frequently if the stakeholder’s environment is unpredictable. With the completion of scheduling, the final part is Administration of Requirement Elicitation methodology. The team must be responsible to manage the elicitation for proper utilization. Lots of whiteboards, notes, sound recordings, flip diagrams etcetera will be resulted at the end of Requirement Elicitation session. These findings need to be communicated with each stakeholder. Thus, documenting these requirements in a proper way must be carried out in order to communicate these gathered requirements more effectively and efficiently. The HOPS team needs to administer these requirements gathering in a most effective way as possible for optimizing the documentation process of the entire HOPS IS project. 7. Proposed Requirements Statement 7.1. System models Centralized architecture A centralized system can be defined as the form of computing architecture where all of the functional software and data components are located on a common server also identified as a data centre (Ezhilchelvan, P., & Morgan, G. (2001). A centralized system enables the administration, management, deployment and utilization of all of the central server's computing resources from the data centre. This makes the data centre to be responsible for the delivery of processing power, application logic, and providing both basic and complex computing resources to the diverse client nodes that have different interests. This is the proposed system architecture because of the various benefits associated with centralized system architectures. These include:- a. Flexibility Flexibility of a system can be defined as the ability of the system to accommodate diverse user requirements, diverse infrastructure needs and to adjust its performance based on the existing needs of the users. All these should be effective enough to support the business process that the systems primarily intend to serve. Centralized architectures are not very flexible because of interdependent nature of the system components (Yang, Zheng and Pardo 2012). Centralized information systems are not flexible because for other systems and components to integrate with the system, adjustment has to be made to the other primary system, and this affects the entire network. b. Competent management and maintenance of system Having all the core resources of an information system in a common location makes it easier to administer and manage the system holistically. This includes handling security and integrity issues that might arise when several users have separate data centres (Özsu&Valduriez 2011). Consequently, centralized data architecture enables knowledge experts/teams to carry out routine maintenance and updates on the knowledge base without fears of incompatibility with other components in the system. This is because the knowledge experts have a complete overview of the system, hence they have access and complete control to the entire system. Consequently, training various users about the system becomes less strenuous. c. Less chance of data duplication In a centralized rule-based system, all data is contained in a single location either as a file or as a database. Consequently, this data is stored in one rule format. This enables the system administrators to have a singular version of any particular information system for the entire system to be stored only once (Bangale et al. 2014). This frees up space in the storage capacity of the system. Consequently, it eliminates the need of having multiple data entry human resources. Most importantly, avoiding duplication of data across the system eliminates the increased chances of having inconsistent data in the system. d. Decreased operation expenses A centralized information system holds data used across the organization at a common place, allowing all stakeholders to access the same information. This not only makes its faster to manipulate the data, but it also makes it easier for stakeholders to access resources. In a centralized architecture system, the need for multiple hardware and software is eliminated significantly, making it cheaper to operate the system. Consequently, the need of redundant skills is also eliminated, further reducing the operational expenses of the system (Bangale et al. 2014). e. Enhanced business process Complex business processes are usually associated with resource wastage, and inefficiency. Consequently, complex systems are usually highly bureaucratic and non-interactive. Unlike distributed systems, centralized systems are usually simple in nature because of the minimal need for integration of various components. Consequently, centralized systems eliminate redundancies and loops in business processes hence increasing the ease of transacting between various entities (Bangale et al. 2014). The fact that various entities share resources also makes the business process simple to manage, simple to track transactions and also easy to maintain. f. Reduced security vulnerabilities With a system that has centralized architecture, the attack surface is reduced because the system has a few access points. Unlike in decentralized/distributed system architecture that have wider attack surface because of the various entry points, centralized systems are less vulnerable to attack especially. Consequently, centralized systems are not managed by different teams, and different resources, hence the possibility of compromise is greatly reduced (Elmasri and Navathe 2014). Centralized systems have personnel whose task is solely mitigating risk across the system. The roles and responsibilities of the knowledge base in the centralized model are clearly defined and hence in case of a security breach, there is direct ownership and a rapid remediation path. Operating in three tier Architecture N-Tier architecture systems divide the entire system into modules, which can be altered, modified, changed, or replaced independently. Therefore, three-tier architecture separates its modules into three tiers based on the complexity and knowledge base of the various users and how they use the various resources in the system (Kliazovich, Bouvry& Khan 2013). These tiers are; workstation or presentation interface tier, the functional or business logic tier, and the database and programming tier. This type of architecture has been proposed for use because of the following reasons:- a. Flexibility The fact that this type of architecture encompasses the separating of the functional logic of a system from its presentation logic, the three-Tier architecture makes the system much more receptive to changes. This includes the ability to alter or modify different components of the system independently without interfering with the other components in different tiers (Kraska and Trushkowsky 2013). The three levels of the architecture also provide opportunity for integration of various components to the system, making the system pliable. b. Reliability If a system utilizes the three-Tier architecture model, it is easier to increase the reliability of a system because of the multiple levels of redundancy. This enables each of the various components in different levels to reinforce the presence of the other two components in the other layers. In addition, reliability of the system arises from the integrated factions of the system that significantly reduces its downtime is it fails. This is because one layer can be substituted without interfering with the other layers. c. Maintainability In a three-tier system, separate skills sets are required in order to maintain the system across the various tiers. Therefore, diagnosis and troubleshooting of any issues arising in a system can easily be carried out by the various experts. For example, HTML/CSS experts are expected to work in the presentation layer, PHP/Java experts in the functional layer, while SQL experts are expected to work in the data access layer. Through this separation of skill sets, changes that might be made in one component have no effect on the other layers as they are harmonized concurrently. However, hiring the various knowledge bases might be expensive. d. Scalability In a three-tier architecture model, components of the system are distributed across the three levels, making the system to have a larger capacity. This has a direct effect on the ability of the system to accommodate surges that might arise due to increased demand for the system. The availability of redundancies also makes the system more stable and accommodative to the user needs. However, the presence three different specifications of components make it difficult for three-tier systems to be easily scalable because of different performance levels require entire system upgrades. Cloud computing Cloud computing could be defined as a means storing and accessing computing resources including data and application programs on-demand over the internet instead of storing them on a local computer's hard drive (Géczy, Izumi &Hasida 2012). In essence, the cloud is used as a metaphor for the Internet. The resources required by an organization can be placed in remote places and can be utilized by organizations whenever needs arise as opposed to owning the resources holistically. This approach has been proposed because of the following reasons. a. Flexibility With cloud-based computing, an organization is assured of getting a variety of products that suit their needs. This is because cloud-based systems store various applications and it is the client’s needs that determine what to use. This is unlike local systems that require physical purchases, which can be costly and time consuming. With cloud-based systems, organizations can be assured of software and other infrastructure as a service (Benlian and Hess 2011). Consequently, rather than awaiting for yearly product cycles, updates and new products are rolled out regularly, bringing new capabilities all the time. Using cloud-based systems eliminates the risk of remaining with obsolete versions of products. Another form of flexibility is based on the stakeholders ability to access all the data and services from anywhere in the world via the virtual office and Internet connectivity. b. Scalability With cloud-based computing services, organizations can be assured of scaling up or down operations, including storage capacity, seamlessly in accordance with the immediate user demands needs as stated by Bilal et al. (2013). Instead of an organization purchasing and installing expensive upgrades, the cloud computer service provider can ensure that the needs of the users and the capacity of the system do not jeopardize the smooth running of the business despite the user demands. c. Maintainability Cloud-based services are easier to maintain for organizations. This is because cloud-based systems and applications do not require organizations to perform updates to on-premises equipment. This eliminates the need for the organizations to hire IT experts to carry out system upgrades and system maintenances, and hence the organization strictly focuses on its core business. Consequently, maintainability of the cloud-based systems is relatively easier and faster because of the one-off approach to performing upgrades and maintenance. This minimizes the time and effort spent in deploying new and upgraded applications on individual or distributed systems that are most likely situated in different locations. d. Reliability According to Erl, Puttini and Mahmood (2013), cloud-based systems are also associated with reliability because of the high knowledge base that cloud computing service providers exude. In addition, the economies of scale that cloud-based systems deploy ensure that the services are readily available when needed. The fact that cloud-computing service providers have diverse resources under the same system also ensures that alternative services are readily available if the primary services used by a cloud-client are not available. e. Cost effectiveness The lifetime costs associated with obtaining cloud-computing services are significantly lower when compared to local based systems. This reduction of the lifetime costs can be traced down to the reduction in the cost of managing and maintaining your IT systems. This because an organization that uses cloud-based computing systems no longer need to hire and pay wages and other benefits to expert staff. Consequently, rather than purchasing expensive software applications and hardware equipment for the business, the respective cloud computing service provider is guaranteed to provide the organization with the software and data infrastructure, and the workstations can also be bundled up with the service. There are also fixed costs of operating the system, including energy costs (Baliga et al. 2011). Other operating costs that can be avoided by implementing cloud-based computing services include elimination of the cost of new software and hardware, system, reduced power consumption because of fewer hardware and software and increased efficiency. f. Security The security associated with cloud-based systems is highly guaranteed as protection from theft or vandalism, physically, to the hardware components of the system. However, security is also defined in terms of protection of information systems from theft or vandalism to the software, to the information stored in the system as well as from disruption of the services that the systems provide. This is because the physical infrastructure and data centres are secured far from human traffic that might expose the system to vulnerability (Younis&Kifayat 2013). In addition, the various stakeholders only get to interact with the resources that they need, hence reducing the attack surface, and probabilities of intrusion by other employees. Consequently, when resources are stored in the cloud, they can still be accessed even when the primary workstations are stolen or destroyed. g. Efficiency The first form of efficiency in a system is derived from virtualization. Virtualization enables the utilization of hardware components, including servers and hence optimizing them to reduce the energy consumption (Baliga et al. 2011).Consequently, the reliability and scalability capabilities of cloud-based systems reduce the likelihood of system failures because of overload. Therefore, the reduced downtime makes the system highly efficient as it enhances the smooth running of the core business (Younis&Kifayat 2013). Lastly, cloud-based systems are cost efficient because of the ability to share resources, and the lack of fixed costs to the services. 7.2. Data models and requirements data model is the structure and meaning of data through the business process with information site,, to develop data model, it should be contained, meet the data requirement, be clear and unambiguous to all, be stable in the face of changing data requirements, be flexible in the face to change business as practices, be re-usage by other, be consistent with their modelling which is covering same goal, and be able to integrate data from different data model (West, 2011).with HOPS distribution system the stage of data. the list of below showedwhatfigure requires for our proposed data model. proposed data model contains 5 parts of figures operation data, data integration, data storage, big data analysis, data security and data access. as describe the data flow, the proposed data model will improve the efficiency and security for the distribution system which enable to accuse from any more with 2 factor authentication and it can be use predictive marketing research. the proposed model shown the below: Figure 17: Data model; Data Flow Diagram As data flow diagram described, the proposed data model will improve the efficiency and security for the distribution system, which enable to accuse from any, more with 2factors authentication and it can be use predictive marketing research. the proposed model shown the below: Operational Data Operation data is collection of reliable and useable information which consistency between data definition and datacollection method. Operational Data are needed inorder to allocate, manage resource applied to migration management, support migration intelligence analyse determining the extent to show whether policies are doing when they are supposed to. Also, it is needed todetermine the extent to which unintended negative consequences are being avoided (IOM international organization for migration).Let’s assume, there can be several operational data with HOPS, such as Order history, Order name, date of order, product name, stock number of each products, delivery data history, amount of sale and so on. As operational data in the HOPS’s Distribution system, data type can be classified information as order, sales and product and these three types of information is core data in the business process of Heineken distribution. Data Integration Transaction data with HOPS information system contains structured data form operation, and unstructured data form outside of distribution system. though the integration process data can be modify reducing data complexity, and increase the value of data self in order to analyse easily by own information system. in the data integration stage, all of data integrated into the information system which contains some internal data such as operational data, and external data as unstructured data, communication data in social network with consumers, consumers trend data about relevant data. According to Goodhue 1992, general definition of data integration is standardisation of definition and structure with across collection of data sources. integration is the common field definition and codes across different part of the organization and the data is operated to focuses on logical compatibility at the identification levels of data element. Data integration increases the mobility and accountability, which provide the benefit of sharing information which come from difference and elements. Data Storage The elements of the data storage can be classified with two part; data warehouse and cloud storage. Data warehouse is a central repository for all an organization's data, which integrated with purpose, oriented and the system used for reporting data analysis and decision making. the structured data with data warehouse go through the cloud storage. Data warehouse architecture can be categorized into three types; scalable, shared-memory and shared disk, and shared-nothing (POPEANGĂ, J 2014,). Scalablecontexture is managed large volume of data from different sources with response time to users. shared-memory and shared disk caricature cannot scale with amount of data because of that this architecture involved large volume of data exchanges interconnection network. share-nothing architecture minimized sharing hardware resources. This research represents that share-nothing architecture scales better for cloud data warehouse by cost and performance perspective, which can be performing well when loading query data and running complex queries. The benefit of cloud storage security aspect is that data is encrypted during transmission and at rest with online storageservice andnon-authorized users cannot access the files. Cloud computing bring organization lots of benefit as cost saving, on-demand service, scalability, redundancy and inelasticity, and security benefits. the concept of cloud computing is also provided the continued benefit as elimination downtime better network and formication security management, disaster recovery with backup management and geographical redundancy.(Ristov, 2012) Big Data Big data and business intelligence is considered as powerful tool for business information data collection and analysis. Big data is described as massive volumes size, velocity updating and changing data, and multiple varieties of format, validity accuracy, usefulness, venue location and vocabulary context. The analysis trend data collected by business is main drivers for big data analysis tools big data analytics is the process which analyse and mine the data though the operational process which produce businessknowledge, this technology include the rapidly decreasing cost of storage and CPU power which drive the organization cost effectiveness (Big Data Working Group, 2013). this technology allows user to take advantage of distributed computing system with large quantitative data through flexible parallel processing. Data Security Provided security technology and how it improve security for the systemthe cloud security can ensure the safety of user data in the system. According to Wu 2015, the concept about trusted computing and storage technology is shown that trusted cloud computing virtual storage system provide highlights of the key technology such as isolation block device with encryption and two-way authentication. benefit of encryption is reducing the overall database performance. Encryption is most use data securing method in cloud computing. encrypted data need to decrypt every time when queries are running and many methods, such as cryptographic methods and end-to-end policy based encryption, have shown better security with operation (Hussain & Ashraf, 2014).Two factor way authentication methodology to improve security level. Multipleplatforms with static password and one time password will solve the drawback of security. Two-factor way authentication provides more secure system and user enables to access the system from different location with high-level security that single way. One-time password is one of trend in the information technology in the Two-factor Authentication system for more server applications. According to Huang 2013, simple and effective one-time password methods generate the unique pass code for tone time use. Calculation is based on timestamps and sequence of number. The implementation of one-time can be implemented with low computation cost and cost for proprietary tokens. Data Access Data access involve authorization to access different data repositories and it can help to distinguish level of user access. As the proposed data model, it can be involved three stakeholders as distributors, internal Heineken staff and Heineken managers. Further to that cloud computing technology with brand new security technology two-factorauthentication, bring web-based system with multiple device remote access with more secure level. 7.3. Process models and requirements Business process is collective activities and event that occurred when deliver value to the customers. Business process model is managing information, activities and event with well defined and structure. Withoutmodelling, it would be very difficult to mange amounts of information to achieve business objectives. (Aldin 2011) therefore, analysis the system with process modelling would support to understand how the information system achieves the objectives, improve efficiency and security. Further to that, to propose better information system, as is and to be modelling would be the best method to describe our aim as improving efficiency and security aspect on the business process. As is model as is model is helot to understand what activity or event accurately happened during the process with current system. The figure below is shown that current distribution process in Heineken. Once distributes order request through the website, the order is reach into distribution sales division and then, distribution approved order and send request into manufacture. Once the manufacture reviewed the order from distribution sales division, manufacture produces the product and delivers to distributors. Figure 18: As is model To analysis as is model, approved process and order request on Heineken’s distribution sales would be obstacle for the process. To improve leading time in distribution system, we proposed this activity as automated. To be model To be model is proposed diagram how the process improves with new proposed model. as stated in the previous section, to achieve our objectives, improve the system efficiency, when distributor offer the request on the web system, the system automatically send the request to manufacture and report the distribution sales division. New model describe the process between web systems and distributes sale division in order to reduce leading time to produce product. Figure 19: To be model 8. Proposed Candidate Evaluation Methodology The intended information system planning to be implemented needs to be compared with other information system that is existing or intended if selection to be made between alternative information system options and thus evaluated to improve the Information System in those areas where the existing system found lacking and hence coming up with better Information System. It is essential that designer of the information system have full, accurate and complete information regarding the factors required for the designing of information system. Similarly, the buyer of the information system needs to be satisfied and informed that whether the goals intended to be achieved have been fulfilled or not. This decision can be evaluated with the set of criteria stated before designing the information system and after completion of design. Following assumptions have been made for the proposed candidate evaluation: ● Factors to be considered for evaluating an information system good varies from customer to customer basis and needs, purpose and perspective of the stakeholders. No information system can be termed as good in an absolute sense. [Ashby, 1962] ● In the given study, to take a decision managerial point of view has been chosen. In case of candidate evaluation it is always required to consider a point of view rom whose perspective decisions shall be conducted because of relativity nature. [Irani, 2002] ● To come up with the information system fulfilling required goals, it is also necessary that all the participants and stakeholders of the information system be satisfied. Thus, the same shall also be given consideration in the process of the evaluation. [Jiang and Klein, 1999] Meaning of evaluation: the term evaluation must not be confused with the term measurement and comparison. Measurement can be defined as quantification of a phenomenon. On the other hand evaluation means measurement in combination with observation of what is desired. The observation is made from the point of the person doing the evaluation. On the other hand, comparison can be termed as putting of the evaluations done against each other. In the given study, the candidate evaluation proposed for the information system is on the organization sense. Following are the different categories for evaluation of the project or the ways the project is selected by the organization: Constrained optimization: under this approach different mathematical calculation like algorithms, the selection committee uses linear programming, and non-linear programming for the evaluation purpose. Thus, it is a complex approach of evaluation that considers different factors, various variables and probability of the success of the project. Benefit comparison methods: it is most commonly used approach for selecting the project. Under this method a predefined approach is being used for the selection of the product. Project with the best attributes is selected. For example, if we have projects both of which offers lots of benefit to the organization, than the management will choose the project, which has the most to offer. [Torkzadeh and Doll, 1999] Using a scoring model: under this approach desired attributes of the information system are noted down and each attribute is assigned a value or score in all of the proposed projects or options. The project with the highest score is selected. [Martinsons et al, 1999] Facing a murder board: a murder board can be said to be a committee of people acting as an advocate against the project. They look for the weakness of the project through questioning all sorts of questions. It is not much used approach. Finding the project’s ROI: ROI stands for return on investment which sates how much a project is valuable in terms of dollars and thus is a straightforward approach. The project which is expected to have highest return on investment is selected. In the given study, use of balance scorecard model is found to be flexible for the proposed candidate evaluation approach. Following are the attributes or criteria chosen or proposed for the evaluation: ● Organization: it is evaluates how well the information system support performance of the organization and it is taken into consideration from the management and sales department’s point of view. ● Individual: this relates to the satisfaction and performance of the people using information system. ● Information: it relates to the quality, access and durability of the information. ● Technology: it relates to the hardware, software, usability and security of the system and how well information can be used, managed and distributed. ● Systemic: it is related to the system’s point of view that is how well system can be said to be good as per the literature study.[Joel Palmius, 2007] The above criteria list has been made after studying sources that are publically available which is subjected to minor adjustment as suitable for the information system. The scoreboardis indexed as below: Description Score Incomparable 9 Exceptional 8 Excellent 7 Very Good 6 Good 5 Satisfactory 4 Fair 3 Minor 2 Poor 1 The proposed candidates or options are: Option 1: upgrading the security and efficiency without changing the legacy system: Like HOPS will continue to keep the information and website and similar system with certain in house development for increasing security and efficiency. Option 2: implementation of the web based ERP: For the management of the inventory order and distribution process, web based ERP can be implemented. Option 3: implementation of the Cloud Based Big Data Analytics: To keep track of the inventory, orders, market demand in the real time basis for the purpose of the forecasting and managing distribution process. The Balance Score Chart of each proposed candidate out of 9 is as below: Option 1: In house development for Security CRITERIA SCORING DESCRIPTION SCORE Organization Satisfactory 4 Individual Minor 2 Information Fair 3 Technology Poor 1 Systemic Minor 2 Total Score Fair 12 Option 2: ERP CRITERIA SCORING DESCRIPTION SCORE Organization Incomparable 9 Individual Exceptional 8 Information Excellent 7 Technology Excellent 7 Systemic Exceptional 8 Total Score Exceptional 40 Option 3: Big Data Analytics CRITERIA SCORING DESCRIPTION SCORE Organization Very Good 6 Individual Very Good 6 Information Incomparable 9 Technology Incomparable 9 Systemic Exceptional 8 Total Score Excellent 38 Thus, as Implementation of ERP scores the most among the three proposed options, it is selected. Today, there are many vendors in the market offering different ERP solution. However, the core and the main function is similar that is focus on the finance, accounts, human resources, sales and marketing, inventory management and logistic. The distinctions among vendors are done through the functionality offered by them in terms of CRM and SCM system. It is still a common phenomenon to witness a failed ERP implementation or the ERP solution chosen by the customer does not stand up to their expectations. The average rate of ERP solution failure is sixty six per cent. [Gartner Inc.]. To avoid failure in ERP, it is required to understand the cause for the occurrence of failure. The main purpose of the ERP solution is to provide, support and automate the business process in the selected area. The overall view of the ERP after 31st December 2004 is as shown in below figure: Figure 20: ERP after 31st December 2004 Finding the right ERP Solution: Following are the three basic attributes that must be present in the ERP solution package selected for the successful deployment: Overall Fit: it can be defined as the degree of gap existing between the business process and the system. ERP solution to be successful must not have the major gaps except few minor ones. If the ERP solution fits the business process of the organization, it is likely to satisfy customer’s demand. Buying a software package suits some organization but not all. The tailoring of the software is to be made to line up the solution with the business process but it is relatively expensive. Proper Business Analysis: to come up with the best ERP solution strategy that fits the business process, a proper and thorough study and understanding of the business analysis is essential. It will provide with the basic tools which can further be used for the measurement and selection of the capability of vendors available. Solid Implementation Plans: a plan will monitor the time and the quality maintenance objectives. After the completion of the project it is essential that employees are able to use the tools and what needs to be done in case of any fluctuation. [ PaigeBaltzan, 2009] Besides the above stated criteria, efficiency and effective metrics is also proposed to be used to justify the expenditure to be done on the software development. Efficiency IT metric measures the performance of the Information System. On the other hand, effective IT metric measures the impact of the Information System on performance of the organization including customer satisfaction and sales. Efficiency IT Metrics: ● Throughput- At a particular time certain predefined information is to be allowed to pass through the system. This is feature is to checked or considered under throughput. ● Transaction Speed- It checks the time actually a system required for the performance and completion of a transaction and also the web traffic. Depending upon the usability of the system in the organization speed requirement differs from organization to organization. ● System Availability- It considers the number of hour or the duration users can access the system that is when the system is available to users. ● Information Accuracy- As the name suggests, this element of the Efficiency IT Metrics considers the extent of accurate or right result generated by the system in its performance and execution of same transactions many times. ● Response Time- the interval between the users entry and the response by the system is considered in this element whereof the time required interacting with the user is evaluated. [Amy Philips, 2009] Effectiveness IT Metrics: ● Usability- it considers and evaluates the easiness in transaction performance by user and accessing of information by user or to what extent is the system user friendly. ● Customer Satisfaction- For this element satisfaction surveys are held. ● Financial- like return on investment, cost benefit analysis. [ Amy Philips, 2009] Besides integration of the various processes of the organization, the system must be also attributing certain other factors to qualify for ERP solution. Following needs to be considered when using ERP solution: [Amy Philips, Paige Baltzan, 2009] Information Security: The data needs to be protected and safeguarded from unauthorized use and access. The users of Heineken USA system include not only the organization itself but also the warehouses or hubs, distributors. It needs to also support mobile devices and mobile computing. Thus, ERP needs to support good network security management through detecting intuition and prevention of the hackers or stopping the unauthorized user accessing the network. The features like managing user access and up-to date antivirus software and patches attributes to safeguard. Flexibility: While evaluating the ERP, it is necessary to make sure that system supports attribute required to support tomorrow’s business also so as to ensure ability of the system to adapt all types of changes of business that may happen. Scalability: The growth of an organization can occur because of several reasons or factors. Further, their also different forms of the growth of an organization. The system much support sufficient space or there must be provision of space so that in situation of increase in demand the system is able to support speed processing of a transaction. Expected demand growth and unexpected growth both should be taken into consideration while anticipation of growth for evaluating the scalability of the system. Reliability: Reliability of the system ensures the system is functioning correctly and is providing accurate information. It evaluates the extent of accurate or right result generated by the system in its performance and execution of same transactions many times. It is essential for Heineken USA to evaluate the accuracy of the system as forecasting decision is highly depended on the information and thus in case of processing of unreliable data organization can be put to a great risk. Availability: Availability means the amount of time the system is in operation on continuous basis. The measurement of this feature is done relatively in terms of “never failing” or “hundred precent operational”. Evaluation of the system in availability checks whether the system the system is in operation for a long period of time on continuous basis, 24*7. While evaluating availability of the system downtime of is also required to evaluate on the basis of the time series data accessibility information. Performance: This feature attributes the speed and throughput of the system. It measures how quick the system performs a particular processing or transaction. Evaluation of the performance of the system is essential because the failure of the system in terms of performance 9. Proposed Risk Analysis and Risk Management Strategies 9.1. Proposed change management solution The risk associated with the change in the organization whether in structure or business process is effectively and efficiently handled with the better understanding and control about/on the exposure to hazards. Heineken USA is deploying new system process in its current HOPS thus going through re-engineering process of HOPS, with the help of effective change management Heineken USA can reduce the impact of the change on its business through understanding the risk involved, assessment of the impact and co-ordinating the change. Thus, we are very well clear with the intent of the change management which is to act as an enabler to enable an organization in easy adaption and response change without the negative consequence associated with the changing conditions. Following are the ways in which change management supports business adaption to the proposed change: ● Firstly, a standardized method for the efficient evaluation of the potential positive and negative aspect of change is provided by the effective change management. This method also helps in the quick response to all activities cause of the change. ● Secondly, the change management allows the organization to have an on-going living history of activities related to change by ensuring: o Record of all the change o Evaluation o Proper plan o Accounting for the change. ● Thirdly, whenever change is associated with all the levels of an organization certain disruptions are associated to such change. Effective change management help to minimize or reduce such disruptions. Risk is associated even with the simplest change that is for an example even with the regular update of the desktop or the operating system risk is entailed with it like inability of the users to use the desktop and thus incomplete work leading to unanticipated downtime and impact on the business. Following are the five ways in which risk of change often avails to: [ITIL® v3] ● The risk of not properly assessed and unauthorized change ● The risk of unplanned disruptions, downtime, traffic accidents, or damage to power lines and the like. ● The risk of not satisfying or low rate of success with change ● The risk of enormous emergency changes ● The risk of delay in project by a significant amount of time. According to the ITIL Change Management, seven question need to be answered for every change to address the above five mentioned risk. The seven questions are listed below: ● Who raised the change? ● What is the reason for the change? ● What is the return expected or required with the change? ● What are the risks entailed with the change? ● What are the resources required to successfully deploy the change? ● With who do the responsibilities for the building, testing, and implementation of the change bestow? ● What is the relationship between the proposed change and other changes? By answering the above seven standardized questions, most of the organization had successfully mitigated and reduced the risk associated with the change. Thus, by answering the above seven questions enough information could be generated enabling the understanding of the critical aspects of proposed change. The informed decision can be taken after gathering all the information-required co-ordination and mitigation of risk. The two options for the proposed change are big data and ERP Inventory Distribution Management. As explained in candidate evaluation management, the ERP Inventory Distribution Management is chosen for the reengineering HOPS for Heineken USA. Using the above seven mentioned question, we arrived at the following answers: ● Who raised the change? This identifies both Business Management Team and Information Technology Department/ Team sponsors for the change. ● What is the reason for the change? Heineken USA requires redesigning HOPS and structuring and redesigning of the data centre to provide Heineken with the best operating environment and enhance the process of order distribution management. ● What is the return expected or required with the change? Assistance in forecasting and placement and fulfilment of orders so as to assure Heineken USA to capture any opportunity and improve customer satisfaction and be consumer inspired, customer oriented and brand led. ● What are the risks entailed with the change? The system could be set inaccurately, leading to the harmful traffic allowance in the enterprise. ● What are the resources required to successfully deploy the change? ● With who do the responsibilities for the building, testing, and implementation of the change bestow? This question answers or identifies the person responsible to ensure that the proposed change is correctly and as intended built, tested and implemented. Following diagram identifies the participation of the stakeholders at the different level: Figure 21: Data management plan workbook and template ● Driving: stakeholders at the driving level are impacted directly by the change and they hold certain responsibility for the change process. Stakeholders at this level are expected to lead the implementation of the proposed change. ● Advocate: stakeholders at the advocate level are impacted directly by the change and they hold certain responsibility for the change process. Stakeholders at this level have skills and are expected to encourage, support and influencing the users. ● Active Participation: stakeholders at the active participation level are impacted directly by the change and they hold certain responsibility for the change process. They are needed to change certain aspects of how and what they do. ● Willingness: stakeholders at this level are expected to provide help and assistance in the process of proposed change. However, they are not directly impacted by the proposed change. ● Understanding: to make them feel informed, stakeholders at this level is provided with basic awareness and understanding for the proposed change. They are not directly impacted by the proposed change. ● What is the relationship between the proposed change and other changes? This question states whether any change that is mutually exclusive at the time of the proposed change existed and if so the interaction between the two. Change management can be defined as the process within an organization that involves the following steps: [Lewin, K. (1951). Field theory in social science. New York: Harper. Seo, M., Putnam, L. L., &Bartunek, J. M. (2003). Dualities and tensions of planned organizational change. In M. S. Poole & A. V. de Ven (Eds.), Handbook of organizational change, 73–107. Thousand Oaks, CA: Sage.] ● Unfreezing: it means creating the perceived gap between the present state of affair and the ideal state of affair that lead to the desire for the change and would lower the resistance by the lower level management. ● Moving: it means taking steps like education, training and restructure for development of the new attributes, behaviour among the members of the organization necessary for the implementation of the proposed change. ● Refreezing: it means reestablishment through various supporting mechanisms within the organization of the new state of equilibrium. ● Values ● Practices ● Procedures. Change and Resistance: Most of the time, members of the organization resist the change because change lead to the alteration of the identity as an individual and organizational identity also for the organizational members. Employees are often found using different strategies like rationalization, denial, fantasy, idealization and symbolization to show their resistance to change. [Brown, A. D., & Starkey, K. (2000). Organizational identity and learning: A psychodynamic perspective. Academy of Management Review, 25, 102–120. Fiol, C.M (2002). Capitalizing on paradox: The role of language in transforming organizational identities. Organization Science, 13, 653–666.] The Role of Communication in Proposed Change Initiatives: The key for the development of change initiative and implementation of it is the communication. Following are functions served by the communication during initiatives of the proposed change: [Lewis, L. K., &Seibold, D. R. (1998). Reconceptualising organizational changes implementation as a communication problem: A review of literature and research agenda. In M. E. Roloff (Ed.), Communication yearbook 21, 93–151. Thousand Oaks, CA: Sage.] ● Information Sharing: communication is the best media that an organization uses for the announcement of the organizational process or system change and thus providing information regarding nature, timing and the importance of the change to the stakeholders of the organization. ● Participation: a well created communication process can get the involvement of the lower level employees in the process of the planning and implementation of the proposed change initiative or construction of the process that supports high involvement of the upper level management and thereby limiting the participation of the lower level employees, as may be required. ● Vision and Motivation: the effective communication can deliver the need and the important drivers for the proposed change in the system process along with the future goals and result to be obtained with the change initiative. ● Social Support: studying different articles we can see that high level of anxiety is evident with the change. Thus, communication is essential for determination of the employee’s response to the change, alleviating of the fear in the employees and thereby creating a social support system among employees. ● Evaluation /Feedback: every change requires a communication process for getting employees feedback regarding their performance during the change initiative and thus providing the organization information about the strengths and weaknesses of the initiated proposed change. Selected Strategies For Change Communication: Following are the certain strategies to be considered while communication or during the communication of the proposed change initiatives: [Lewis, L. K., Schmisseur, A. M., Stephens, K. K., & Weir, K. E. (2006). Advice on communicating during organizational change. Journal of Business Communication, 43, 113–137.] ● Ask for Input: the key success for any type of organizational change is participation. By establishing team for the planning, listening sessions or/and the multi- stakeholders dialogues are techniques for obtaining input. ● Use informal networks and knowledge of the key stakeholders: key stakeholders because of their several and various networks have an access to essential information. This information could be useful in determining the wellness with which a process is working along with the difficulties and challenges that may exist. Thus, it is essential and vital to involve key stakeholders in the change management process. With the help of their network, key stakeholders can successfully diffuse information and can act as an opinion leader thereby influencing the change process. ● Disseminating Information: it is critical to keep stakeholders informed of the proposed change. Multiple methods must be used to communicate the message and also throughout the initiative is important to repeat the message constantly. The various media that to be used for this are: o Email o Team meetings o Posters o Newsletters o Websites o Public presentations. ● Manage the style and content of the communication: messages for the change must be clear, motivating and credible. Structuring of both the formal and informal rewards encourages and alsoain support towards the desired behavioural change. ● Create and Communicate Vision: vision must attribute the following feature: o Clear o Personally relevant and reasonable o Vividness o Simple o Unambiguity Problem Centered and Appreciative Models of Change: Following is the proposed change management model for implementing the proposed change in the system design and process: Problem- Centered Models: identification of gap between the present state of affairs and the ideal state of affairs so as to design and implement the change. After the problem is identified, structured steps are to be followed so as to facilitate the proposed change: [Kotter, J. P. (1996). Leading change. Boston: Harvard Business School. Kotter, J. P. (1998). Leading change: Why transformation efforts fail. In Harvard Business Review on Change, 1–21. Boston: Harvard Business School.] ● Establish a sense of urgency: this step involves cultivation of awareness among the members of the organization so as to reduce resistance to change by creating an influential reason for change, in regard to: o Competitive and market scenario and realities o Potential or existing crises o Major opportunities prevailing ● Create a guiding Coalition: putting together the group of the key stakeholders who will lead the change. ● Develop a vision and strategy: eloquent of the guiding vision so as to inform about the change initiative and also the strategies required for accomplishing the proposed change. ● Communicate the vision: determination of the appropriate media required for diffusing the vision among the employees of the organization and to constantly spreading the message. Along with this, it is also required that the key stakeholders leading the proposed change “walk and talk” the change initiative thus modelling the vision for the other members of the organization. ● Empower broad- based action: assessment of the potential obstacles that impede the change. This step involves creation of the organizational environment that would well recognize risk taking, non-traditional thought, and innovation and rewarding the same. ● Generate short term wins: this step involves creation of the small wins along the way so as to increase and boost the motivation of the members of the organization and manifest that the proposed change could be successful. ● Consolidate gains and produce more change: the small wins credits in leveraging the business process and system that don’t fit the vision. Policies are aligned with the organization and individuals who can implement the proposed change are brought in the organization. ● Anchor the new approach into the culture: proclaiming the connections between the new system process and the success of the organization. This step also involves creation of leadership culture and leadership development program for supporting the new vision and furtherance of the proposed change development. 9.2. Analysis of issues and proposed solutions Analysis of issues and proposed solution In order to manage risks associated with HOPS IS reengineering project, HOPS team has decided to utilize Failure Modes and Effects Analysis (FMEA). FMEA is used to plan schedule maintenance by identify the prevailing failures or risks, predict their effect and assist in resolving identified risk (Braaksma et. al, 2012). The purpose of FMEA is to initiate failure elimination process starting with the most prioritized one. The FMEA scoring schema is used by HOPS IS team to prioritize the identified risks. The high priority score means instant attention to be paid in order to manage that risk. The calculation of Risk Priority Number is based on three characteristics namely a) severity, b) occurrence and c) detection which is given points from 1 to 10. Severity Rating (S): Severity is calculated as the impact of the risks on the project. The scoring scenario of the severity is shown below. Occurrence Rating (O): Occurrence Rating is estimated in terms of probability of occurrence of failure. The scoring scenario of the occurrence rating is represented below. Score→ Category ↓ 1 2 3 4 5 6 7 8 9 10 Severity None Very Minor Minor Very Low Low Moderate High Very High Hazardous, with warning Hazardous, without warning Occurrence > = 1 in 150K 1 in 150000 1 in 15000 1 in 1500 1 in 2000 1 in 400 In 20 1 in 8 1 in 3 < = 1 in 2 Detection Almost Certain Very High High Moderate High Moderate Low Very Low Remote Very Remote Absolute Uncertainty Tables 11: Scoring Schema of Severity, Occurrence and Detection Detection Rating (D): Detection is categorized as the ability to predict the risk. The scoring scenario of detection rating is depicted above. The Risk Priority Number is then determined by multiplication of the points given in each characteristic. Risk Priority Number (RPN) = Severity x Detection x Occurrence RISK MANAGEMENT MATRIX ID Risk Description Severity (SEV) Occurrence (OCC) Detectability (DET) Risk Priority Number (RPN) Risk Sources Risk Description Risk Response 1 Poor Project Management 8 3 5 120 Project Management committee The inability of management of HOPS Project to handle the project properly. Implement tough statutory directives before incorporating new ARE. 2 Inadequate description of Business Requirement 8 7 9 504 Business Requirement The objectives that the proposed IS should meet. Well-described Business requirement of HOPS to be created. End-to- end modelling needs to be created and requirements should be verified once and again. 3 Scope Creep 8 7 9 504 Scope The HOPS project’s schedule, cost, quality is affected by any change in scope of implementation of proposed IS. Scope should be tightly monitored and decision process should be managed well. 4 Bad Business Process Re-engineering implementation 7 6 5 210 Business Process Re-engineering While implementing proposed IS, BPR is inevitable. Thus, HOPS Project Manager should pay more attention to implement BPR Techniques. Creating the business process road map, modelling re-engineering before implementing. 5 Poor Communication 8 4 8 252 Communication Without proper communication among every stakeholder the HOPS IS project is sure to fail. The proper communication between the proposed system vendor and project team must be regular. 6 Schedule Overrun 7 8 2 112 Time Time is always overseen in a project plans. Managing Project schedule by proper implementation of project plan 7 Lack of Quality 8 5 5 200 Quality control The quality control techniques are required for ascertaining the minimum quality requirement of Project. While implementing proposed IS, quality control process may get overseen. In order to ensure quality, the quality control team surveys the quality on preplannedorder during the lifecycle of project. 8 Cost Overruns 7 8 2 112 Budget Changes are inevitable in any Project. These changes impact the cost of the project. Thus, the HOPS IS project might need extra budget to cope with changes. Change control portfolio can be created prior to implementations of propose IS. 9 People Issues 9 9 10 810 Employees With the implementation of new IS, there might be adaptation problems with employees. The chances of resistance to this change are high. Changes Control Portfolio can be created prior to implementation of propose IS. Tables 12: Proposed Risk analysis and solution The interpretation of Risks from the Risk Management matrix could be done as follows: Example: If HOPS IS Project Team is to consider one risk from this suggested pool of risks, for example people issues, the team could read respective number for every category. The severity is read as 9 which indicate that this risk will have hazardous impact on the project. 9 point is given to occurrence which means that the probability of this risk is 1 in 3, which is very possible and often. The detection is given 10 which implicate that there is uncertainty on the detection of the people issues before the implementation of proposed IS. Thus, the risk prioritization order is Thus, the risk prioritization order is 1. People Issues 2. Inadequate description of business requirements 3. Scope creep 4. Poor Communication 5. Bad Business Process Re-engineering implementation 6. Lack of quality 7. Poor project management 8. Cost overrun 9. Schedule overrun 10. Conclusions & Recommendations This project focuses on re-engineering and updating the exiting software HOPS and creating Inventory Distribution Management ERP System. To have an effective project management the center of concentration is to get the work done within the estimated time and budget along with accomplishment of the expectation of the customer. The concern of the management at the end is results. The attributes of the re-engineering of HOPS project are as follow: • To improve or change the organization’s environment. • To get things done. • Having a unique starting point and a unique ending point. • To come up with system that is able to solve current problem and seize the upcoming or present opportunities. • The overall management of the project is challenging. The project that is done but not done well basically faced with the following attributes: • Poor requirements collection from the interested audiences. • Poor communications • Poor morale among the project team. Before starting with the project management, care has been taken to understanding and identification of the purpose of the project and checking the consensus of everyone with the proposed result of the project. Recommendations:  The Iron Triangle of time, cost and scope must be kept in balance. Thus, before introducing any change in the scope of the project it is required to change cost or time of the project or both as required so as to have the triangle balanced.  As we all are aware that the needs, goals and concerns of management at each level of the organization is different to each other, it is recommended to address management at all levels so as to keep the project moving towards completion.  It is required to assess the problem and issues from customer’s point of view. This can help in root cause analysis in software project:  To get the project work done tools are needed. These tools range to anything from hardware to the programming language required used for developing the software. Technically, it is always recommended that selection of the tools must not be done according to the dream lists of the hardware and software that might be required for completion of the software; instead the finding the ideal tools depends upon experience, conditions of the organization, nature of the work to be performed.  Knowledge is required to be transferred clearly. It is necessary to facilitate meetings, follow of an agenda, presentation of information and everyone’s consensus to next task.  It is recommended to ensure accurate communication by everyone from the team members of the project to the project stakeholders. Following are few points recommended to avoid poor communication: o Time for proofreading and editing if required o Keeping mails short and simple o Email must be send only when no other option is available and it needs to be communicated o Performance evaluations must be communicated verbally  Communication management plan must be created by the organization in which communication demand of the project shall be documented. It must define when and how communication shall must occur.  Effective risk management processes to be followed. 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