BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
2009
BUSINESS CASE FOR RAPID RESPONSE VOLUNTEER COORDINATION SYSREM
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
2009
Contents
1. INTRODUCTION ....................................................................................................... 3
1.1 Purpose ..................................................................................................................................................... 3 1.2 Scope ......................................................................................................................................................... 3 1.3 Definitions ................................................................................................................................................. 6 1.4 References ................................................................................................................................................. 7
2.
BACKGROUND.......................................................................................................... 8
2.1 Current Situation ...................................................................................................................................... 8 2.2 Business Needs/ Benefits ........................................................................................................................... 8 2.3 Project Objective ...................................................................................................................................... 9
3. 4.
STAKEHOLDER ...................................................................................................... 10 OPTIONS ANALYSIS .............................................................................................. 12
4.1 Option 1 – DO NOTHING...................................................................................................................... 12 Description: ............................................................................................................................................... 12 Benefits ..................................................................................................................................................... 12 Risks ......................................................................................................................................................... 12 The total cost of ownership (TCO) ............................................................................................................. 12 Date Estimates ........................................................................................................................................... 12 Option 2 – DO SOMETHING - Rapid Response Volunteer Coordination System .................................... 14 Description: ............................................................................................................................................... 14 Benefits ..................................................................................................................................................... 15 Risks ......................................................................................................................................................... 15 Date Estimates ........................................................................................................................................... 17 The total cost of ownership (TCO) ............................................................................................................. 19
5. 6. 7.
RECOMMENDATION ............................................................................................. 21 ASSUMPTIONS & CONSTRAINTS ....................................................................... 22 APPENDICES (ROI ANALYSIS) ............................................................................ 23
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
2009
1.
Introduction
The global adoption of information systems is important to drive changes in the quality and effectiveness of most organisations, which align with the State Volunteers Service (SVS)’s objectives. Rapid Response Volunteer Coordination Systems (RRVCS) will establish an efficient communication and management tool between volunteers and SVS, and also help SVS to respond rapidly in emergency operation. It is the solution for current problems in SVS such as getting team right sizes, inappropriate skills mixes and delays in responding to emergencies.
1.1 Purpose
The purpose of the project is to develop a Rapid Response Volunteer Coordination System (RRVCS) for the State Volunteers Service (SVS), which aims to replace the current ineffective system. This business case will provide the management of the organization of interest an insight of what the proposed system can achieve, and how it can benefit the organization in various context – effectiveness, efficiency, cost effective and benefit towards the community. This business case will also identified the key priority area that need to be addressed in order to achieve organization’s objectives The deployment of the system will allow the SVS to achieve efficiency and effectiveness at all times, responding rapidly and successfully deploys the volunteers in the need of emergency and disaster. Project’s cost, risk and benefits will be estimated and to achieve the benefits return within next 5 years. To community, it will be able to take advantage of the improve service from the SVS during emergency. This business case will be presented to Jim McGoven (Managing Director, SVS) and the management of SVS.
1.2 Scope
The project scope will define key deliverables and/or high level descriptions of the information system’s functionality. (Marchewka 2003) As refer from the initial email’s requirements, the project will be expected to deliver the RRVCS system to the organization, mainly for the task leaders (the main user of the system), volunteers and system administrators. Each component in the system plays an important role to meet the objectives of the organization. Volunteers’ component – The objective of this component will allow the volunteers to update their requirements to the system. The requirements consist of their date of availability, skills and contact details. It will be initial, as it will allows the task leaders to use the system to assemble the team of volunteers to assists on a task, and communication between the task leader and volunteer will be achievable. Task leaders’ component – The main user and the main component of the system. The task leader will be responsible for selecting the team of volunteers based on the skills the volunteers update to the system. RRVCS will contact the respective volunteers via email to confirm their availability, indicate the earliest time they can assemble and how long
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
2009
they are available for the task. Once responses are received. RRVCS will auto generate the list of candidates to the task leader, and task leader will select the team based on his judgment. RRVCS will send an email to each individual to inform them about the assemble location, time and the length of the task. . System administrators’ component – The component will allow the system administrators to set up and maintain account for the task leader, maintain the database of the volunteers, generate reports for SVS, maintenance and troubleshooting of the system. . According to the requirements, we expect that the RRVCS system will not act and deploy as: Risk and analysis system – Managing and analyze the risk of the emergency and disaster task that is assign to the task leader. Emergency and disaster alert system – Alert system of any kinds of emergency and disaster happen on nationwide. On the functionalities of the system, it is expected to deliver a set of comprehensive functions for the system to function its core duties. The functionalities will be based on the components as mention earlier. Volunteers’ component:
Add and update of personal particulars; Add and update contact details (email address); Add and update of date of availability; Add and update type of skill for emergency operation.
Task leaders’ component:
Query the system for the available volunteers for a task based on date of availability
and skill; Send email to the volunteers to confirm their status; Send email to the volunteers to indicate the where and when to assemble and the length of the task; Generate a list of confirmed volunteers; Generate the latest time for the team to assemble; Generate the durations the team can perform the task; Select the team of volunteers. System administrators’ component: Add and manage task leader’s account; Generate report; Manage volunteers’ database; Others system administrative job scope.
We will also need to consider the possible external factor that will affect the project. Some of the external factors that will affect the project directly or indirectly are: Technology development – The tools and development standards are consistently changing. The tools and standard we use today might be out of date in the future.
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Consistently updating of standards will cause confusion and result major failure to the development of the system. Financial – SVS is a non-profit organization, it is fund by the State Emergency Service (SES). With the economic crisis, SES might reduce the budget for the RRVCS project. This will cause delay and possible of axing the entire project. Social pressure – The implementation of the RRVCS will effectively achieve cost benefits and reduce human resource. SVS will be under pressure from the social organization such as the union to axe the project. It will be designed on what is known as the three-tier system architecture. This kind of architecture has three levels: Front-end – The interface each user will come to communicate with the system Web-server – Responsible for process management Back-end (Database Server) – Responsible for database management The deliverable of the system will be built on the web-based application technology. It will be a convenient and user-friendly system as the volunteers can access to the system anywhere with an internet connection, and it will be ease to use as the system’s GUI will be base on standard web-based application.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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1.3 Definitions
Terms Return On Investment (ROI) Definitions Provide a measure of the value expected or received from a particular alternative or project. (Marchewka 2003) (Total Discounted Benefits – Total Discounted Costs) / Total Discounted Costs The higher the ROI, the better as it acts as an indicative figure of how fast a company will retrieve its initial outlay. A negative ROI is an indication a company will never retrieve its initial outlay, thus do not proceed. Graphic User Interface (GUI) The graphic interface of the application that is presented to the user. Application that is build for internet and is easy to access from a web browser. Example: Amazon and eBay. It focuses on time value of money. It is to determine whether the return of the particular project is worth the value. It defines the organization’s required rate of return. It is the minimum return a company would accept from a project if a company were to make an equivalent investment in an opportunity of similar risk. (Marchewka 2003) It refers to the salaries, training, upgrade, supplies, maintaining of a project. The total cost of acquiring, developing, maintaining, and supporting the application system over it useful life. Its include such cost as: - Direct upfront cost - Ongoing cost - Indirect cost (Marchewka, 2003) NPV of $1 receive at stated future date (Financial Dictionary , 2009)
Web-based application
Net Present Value (NPV)
Discount Rate
Ongoing Cost
Total Cost of Ownership(TCO)
Discount Factor
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1.4 References
Marchewka, J. T. (2003). Information Technology Project Management John Wiely & Sons, Inc. Ma, Z. . Vanderbilt University Medical Center.2002. . Financial Dictionary.2002.
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2.
Background
2.1 Current Situation
As refer from the initial email’s, SVS is a non-profit organization and are associated with State Emergency Services (SES). The core business function is coordinating with the volunteers for emergency operations, such as fighting of bushfires and assisting flood victims. Mr. McGoven (Managing Director SVS) explained the current problems that the organization is facing. Over the years, SVS have been recruiting large number of new volunteers and have been taking up more and more tasks. With the huge database for the volunteers, the existing system and procedures are not able to cope and lead to major problems for SVS: Respond slowly to emergency situations Unable to get the right team size , with appropriate skill mixed Heavy workload for office staffs. Volunteers’ skill and qualification is not up to date Too many or not enough volunteers turned up for the emergency task Inefficiency communication between task leader and volunteers, will lead to safety issue. These problems contribute largely to the inefficiency, ineffectiveness and waste of resources (human, financial) of the organization. Thus, an information system such as RRVCS will be needed to fix the current situation of the organization.
2.2 Business Needs/ Benefits
The implementation of the RRVCS system will meet the business needs of the organization, mainly coordinating with the volunteers for emergency operations. RRVCS will be able to: Handle huge amount of data of the volunteers, less human-errors and free up heavy workload for staffs in management database The system is automated and it will help the task leader to manage and deploy right team size of volunteers with appropriate skill with minimum delay. Thus the task leader will have more time in planning and organize the operation. Communicating efficiently with volunteers through automated email system, Create reports to management level. SVS will benefits greatly from the implementation of the systems in term of – effectiveness, efficiency, cost effectiveness, and error reduction. It will also improve the image of the organization to the community
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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2.3 Project Objective
The objective of the project is to achieve the organization’s goals – effective, efficiency, contribute towards the community and cost effectiveness by reducing cost, reduce wastage of time. It also an answer to the current problems SVS is facing. The other objective is to attract more volunteers to join SVS. It also promotes greater interaction with the community to learn more about SVS.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
2009
3.
Stakeholder
Project stakeholders take form of individuals or organizations actively involved in the project known as the primary or secondary system users. They identified as being critical to the success of, and having a positive influence on, the project. A detailed list of stakeholders was developed within RRVCS Design. It includes stakeholder’s role and interest which can influence on or be affected by the project’s daily activities. Stakeholders included: Volunteers; Emergency task leader; Office staff; System administrators; Developers; Government agencies; 1. Volunteers – as the common system users in RRVCS will use the system to:
register their availability, skills and keep their contact details up to date (especially, email address) Confirm their availability, what time they can get to the assembly point and how long they will be available for the task, if emergency situation happens. Act accordingly to task leader’s instruction. With RRVCS, volunteer will find it easy to log in/ update information in their own profile. In emergency case, they can receive important information and instruction from task leader more efficiently to act fast. 2. as: Task Leader - the main user of the RRVCS will involve several different actions such
Providing training and supported information for volunteers. Selecting volunteer’s skills need to carry out the task and assemble team. Generate, collect, and analyse information about emergency situation. Design strategic, operational, and contingency plans. Manage operations and resources for the response. Execute emergency (including evacuation) orders and response operations.
Task Leader will be interested in such RRVCS as they can communicate more efficient and effective to available volunteers in emergency situation, through system automated emails. System helps task leaders to preparing a list of candidate teams with the required set of skills, indicate how soon the team could be ready and how long the team will be available. It means that system contribute reducing the current heavily workload for task leader and help them to response operations faster and efficient. 3. Office staffs take a role in keeping skill information up to date or registering new volunteers. RRVC can help them to manage the database more organized and less work since office staffs mainly deal with non computer users.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
2009
Office staff, volunteers and task leader will have to play important roles in operation and functionalities of the system 4. A system administrator's responsibilities include: User administration (setup and maintaining account) - Adding, removing, or updating user account information, resetting passwords, etc. Implement the policies for the user/group users. Setup security policies for users Maintaining / update system, troubleshooting if there is any reported problem. Responsibility for security Verify that peripherals are working properly Quickly arrange repair for hardware/software in occasion of hardware failure /software Installing and configuring new hardware and software. Monitor system performance Create a backup and recovery policy Improving system accessibility (i.e.: functionality and usability) through user feedback. System administrator benefits will be apparent after the system development has completed. They will enjoy all benefits employment offers, given of course that they have the necessary skills for such positions. 5. Developers are responsible for: Design/ implementation/testing this project base on Requirements analysis and Specification Reporting development process following the reported schedule and deliver completed project on expected time. Developing project suitable to the budget of SVS.
The developer’s main interest is gains their own skills and experience in a field of expertise. Employment opportunity they may receive after the project. 6. Government Agencies – main funding for recent and future development of SVS. Both Government and SVS managers are interest on positive impact of project on SVS operation and to society. They are concern of the legal aspect such as – volunteers’ policies, Information system’s security and privacy of personnel data.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
2009
4.
Options Analysis
Once the objectives, which the project aims to achieve, have been identified, it is necessary to decide upon the way in which objectives will be achieved. The purpose of this section, is to identify alternative options, assess their feasibility and agree upon which project strategy is most suitable. Management will be able to make decision which intervention will receive maximum benefit regarding the objectives and criteria that have been defined in the previous stage. A high level of cost, benefit, description and risk analysis will be exam through this section.
4.1 Option 1 – DO NOTHING
Description: As its name implies, the “Do Nothing” option refers to maintaining the current SVS operations without RRVCS. All information about volunteers, task leaders and emergency service continue to be managed by office staff.
Benefits
The main benefit specific to this option is that no costs are involved Financial Benefits, as there is: No software and hardware purchase; No annual rent for the new office; No system development involved- payment for developers; No need to employ system administrators; No training involved; Another benefit is that management can remain on the same status which it currently is in. Management and task leader are experienced in their current operation.
Risks
A risk specific to such an option is potential loss of improving responsiveness and reducing wastage of volunteers’ resources in the future operation. This risk is potentially high. It can involve in loss of lives when respond is delayed just a few second. Besides that, volunteers can be discouraged by inefficient communication with task leader. Heavy workload will continue to pressure on office staff. Chances of human- errors in databases management. Inconvenient for users to update their own information, may cause volunteers to feel frustrated and less enthusiastic. Volunteers’ skill qualification is not up to date
The total cost of ownership (TCO) Date Estimates
Fund/resources is not required since no future investment costs are involved
No date estimates can be provided for this option as it does not involve any further action if RRVCS decides not to proceed.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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Option 2 – DO SOMETHING - Rapid Response Volunteer Coordination System
Description: This option offers SVS continuing with Rapid Response Volunteer Coordination System development. Typical to all systems being developed, this consists of a number of phases; these are: Planning – All information in regards to the organization’s system needs are collected and analysed. Our developers will also organize Project Team and Work Groups, define Issue & scope management process and create HighLevel Project Plan Design – All features in regards to the functionality of the system are designed; this phase comprised of: 1) Application design, 2) System arch, 3) Database design, 4) Unit Test Plan, 5) Create operational design, 6) Perform technical design Review, 7) Create detailed project plan. Implementation include: 1) Reviewing system design document and execute the project plan; 2) Reviewing & modifying Project Plan during the phase as needed; 3) Develop applications & user interfaces; 4) installing & configuring test system, 5) Execute unit test plans per system design document
Unit integration: 1) Project team will review/revise test team work group, 2) Create test requirements document , 3) Create test plan document,4) Execute Test Plan, provide test status and modify Project Plan as needed Deployment & Maintenance: 1) Proceed with the training of all system users, 2) Provide support, and release new system versions or patches fixing bugs, or implementing new functions through user feedback. (VUMC, 2002) During implementation, developers will continue to report in details to SVS management about current project’s process. If there is any problems available, developers will report immediately and suggest the solution options. At the end of project, all staff, especially task leader is trained according to the training procedures such as giving users a set of instructions in completing various tasks, and the provision of system manuals for future reference. The detail of the functionality documents about RRVCS will be provided to the management. Project team will also prepare the system instructions to the volunteers to learn from past lesson learn that the developers encountered. During the operation, system administrators will respond to any queries in regards to system functionality, troubleshooting, fixing errors, and collect user feedback. He will also advise the management about new technology which will be able to improve the performance of the system. If there is any unsatisfied feedback from user, this can lead to the development of new and improved functions or interfaces which are crucial for system stability and usability.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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This project offer the SVS the better impact on community, more benefit and avoid risks that options ‘DO NOTHING’ is facing. It also create more economic feasibility in term of high efficiency, effectiveness operation and more return on investment (refer to TCO). About legal feasibility, volunteers’ personal information is protected by the system database security management. However, the RRVCS development are base on assumption that will be able to provide the task leader, office staff and management all needed functions which will be reliable and fast. All requirements, which were specific by Mr. McGoven , are accurate and accepted by all users. Project developers are assumed that they will be able to overcome their own constraint about unexperienced and lack of understandable about new project. Benefits
To operational area : Improving responsiveness in emergency cases. Decrease workload of office staff. Minimise human-errors in database management. Better communication between volunteers and task leaders. Improve managing of human resources. To Financial area: Decrease management database’s cost in followed years. Higher return on investment in time saving time and workload. To volunteers: Reducing wastage of volunteer’s time Convenient for volunteers registry, update profile, availability and skills. 24/7 access to the system service
Risks
To Social area: Positive impact in community safety. Likelihood Impact (Low – (Low – No. Risk Response Medium – Medium – High) High) Project member facing personal problems or sickness Responsibilities are reassigned to each team member to temporarily cover for missing workforce
1
M
H
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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2
Project not meeting a deliverable deadline
L
H
Constantly monitor progress, solve problems appearing immediately, corrective measures Allow sufficient slack time along the critical path of the application development for recovery Repeated misconduct that threatens the project must be report to top management.
3
Developers not holding on to his / her responsibilities
L
M
Other developers need to provide sufficient support to counter follow-on problems which may cause the project failures
4
System failure/ poor quality
L
H
Frequently back-up files, keep detail documentation for whole project development so developers can find the errors if there is critical failure in the system Ensure the support staff know what action to take if problems arise.
Monitoring and controlling the cost for project close to budget figures. 5 Cost overruns M M Reporting to top management to find better financial solutions, if it is necessary to spend out of budget for project’s success.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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6
Hardware/Softw are failures
M
M
Maintaining them regularly. Update if there is new technology available.
7
A finished project may have lower user satisfaction
L
M
Focusing develop functionality of the system base on expectation of users and organization’s objectives. Improving the system by collecting the feedback from users Office staff, task leader will need to have appropriated training for the usage of the system.
8
User is not IT Savvy
M
M Management will receive the functional documentation of the system.
9
PCs bought upfront might not be compatible with the system
L
H
A upgrading of hardware will be needed to support the system. Network traffic must be monitored carefully, and if there is any congested traffic, Contingency plan must be in place.
10
Congested Network Traffic to the system
M
M
Information from : http://www2.cs.uh.edu/~zhibinma/ Phase 1 Date Estimates 2 3 4 Project Start Date Prototype Delivery Date (Planning phase) Executing project and controlling phases Date 23 Mar 2009 4 May 2009 27 July 2009 – 16 Oct 2009
Final product delivery date (Closing and 19 October 2009 Evaluating phase)
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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5
Project end date
30 October 2009
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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The total cost of ownership (TCO)
Cost for development system Item PCs
Price ($) 10,000
Description 5 PCs @$2,000 for the task leaders to use
Network devices, Computer Servers 35,000 and Gateways
Three computers will be purchased for the Network Server Database Server Web Server Initial fit-out cost for a special-purpose office to be used by task leaders when accessing the system. Cost of the system development Cost for initial network installation and consultant fee Initial rent for new office. Internet Service Provider fee for internet connection
Office fit-out
52,000
System Development
30,000
Network Installation & Consultant 5,000 Fee Office Rental ISP Fee
Total investment : $158,560 Ongoing Costs - annual basis Item Office Rental
25,000 1,560
Price ($) 25,000
30,000
System admin staff
ISP Fee
1,560 1,000 2,000
System & Database Maintenance Fee PCs Depreciation
Network devices, Computer Servers 7,000 and Gateways Depreciation
Total investment : $65,560
Description Annual rent for the new office. Annual costs for dedicated staff to handle system-related queries from volunteers and task leaders, including account administration. Internet Service Provider fee for internet connection Annual maintenance cost for system and database PCs depreciation value on annual basis All network devices depreciation value on annual basis
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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Total Cost Ownership (TCO) of the project is expected to decrease in the following years since there won’t be any repeated cost of development and also there will be a benefit from reducing Office staff cost (Annual costs for parttime staff to keep skill information up to date, register new volunteers, prepare reports for the Board, etc) from $40,000 to $20,000 after the second year operation and $10,000 in subsequent years. SVS also benefits from of improving responsiveness and reducing wastage of volunteer’s time, which is estimated to change: $100,000 in the first year and $200,000pa in the subsequent years in terms of dollars. It will help to reduce the initial total TCO within 5 years.
Overall, ROI calculated (refer to Appendices) indicate the positive return on investment of the project within just 5 years of operation. Project will offer great benefit for SVS.
Note: we assumed that the cost of system development will be $30,000 (refer to the above table), it will be a one time cost during the development stage. There will be also a one time network installation & consultant fee. The ongoing cost we assumed that, should include are – ISP fee, System & Database Maintenance fee , PC Depreciation and all others Network devices Depreciation.
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BUSINESS CASE FOR RAPID RESPOND VOLUNTEER COORDINATION SYSTEM
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5.
Recommendation
Based on analysis in options analysis-part 4, it is recommended that SVS managers should proceed with the development of Rapid Response Volunteer Coordination System (RRVCS) because the future benefits of this project is higher than the current system, even we have to face more risks. However, risks in RRVCS option can be overcome by the solutions which are stated above. Risk in “Do Nothing option” is the huge potential loss for SVS in much aspect from unable to reduce workload for staffs, loss in volunteers’ willingness, slow responsiveness and etc. Those risks in current SVS operation can even cause negative impact in community and volunteers in long term. In moral aspect, cost saving without investment the project can’t be compared to risk which community may face in emergency cases or loss of life. It is also estimated above that the benefit offered from project will exceed the CTO within just 5 years from ROI and NVP calculation. On the basis of a fundamental financial management rule, the initial investment for project is reasonable for future benefits.
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6.
Assumptions & Constraints
The following assumptions have been made on the business case The current system is not automated and have to manually manage by the office staff The funding of the project will be make available for prior to the start of project development The fund of the project will be based on the Total Ownership Cost The system administrators’ duties is the general task which based on the developer they required (Refer to section 3) The discount rate will remain the same for the first 5 years The computer server will be able to support the database of the system. We have identified the constraints in relations of the project that will affect the development of the system. Scope The requirement stated in the initial email is limited The developing team have little resource for the requirement of the system through the management Environment The development and operating environment is new, and no project staffs member are familiar with it Technical Developers in the team are from different programming background, developer might not have the same knowledge as the others Cost The current cost that is estimate is for the first 5 years, cost in the future might be increasing due to certain factor – database storage no longer able to support huge amount of data. Additional cost in future might slow down the progress of the project. (There is no additional cost projected at this time.)
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7.
Appendices (ROI Analysis)
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