P5 – Requirements Specification

This is a prioritised list of requirements produced for Parry’s:

Scope of the Work.
The project will involve creating a system that will allow employees at Parry’s to be able to store customer complaints in a database and interact with them. The current solution in place to deal with the complaints involves filling in complaint papers, filing them and then trying to find them when needed, this process is complicated and time consuming.

Inputs.
The inputs of the new system will be the data regarding the customer complaints which will be entered into the database. This will include the customer details as well as details about their complaints.

Outputs.
The outputs of this system would be a screen report of the customer with the information about them. This is what the employee would view when they need to check customer details.

Processes.
The process involved in the system is the database which is to process information about the customer.

Cost-Benefit Analysis.
The costs of the project will be the cost to setup the database needed for the system as well as the software needed to run it. The benefits of the project would be increased customer satisfaction but it is difficult to suggest the financial benefits.

Analysis

‘Using the investigation materials provided, carry out and document structured analysis of the current (As-Is) customer service system at Parry’s. You are asked to provide DPDs, inputs, outputs and processes.’

P4 – Investigation

There are five techniques can be used to gather information about the current ‘As-Is’ system at Parry’s Electrical Store. These five techniques are:

· Observation

· Document analysis

· Interview

· Questionnaire

· Data analysis

I will use some of these techniques to find out about the current system at Parry’s.

P4 – Report

Questionnaire

The first set of data about Parry’s Electrical store that I have collected is the customer satisfaction survey. These are the results from the 130 people interviewed for the customer satisfaction survey:

	Yes	No
Satisfied with speed of response	72	58
Satisfied with quality of response	110	20
Would you use us again?	88	42

These results show that a worrying amount of people are not happy with the speed of the response with nearly half of the customers stating that they were not satisfied with the speed of the response. The amount of people who were satisfied with the quality of the response is very high with the vast majority of people being satisfied however only 88 of the 110 people who were satisfied would use the company again, this is probably because of the waiting time which I have identified as being the biggest problem with the ‘As-Is’ system.

Observation

From observations at the staff we found that two of the three assistants were busy for 60% of the time while the third was busy for 95% of their time. It is apparent from these observations that if a database was implemented then it would be possible to get away with just two staff.

Interviews

Assistants Y and Z were interviewed along with the manager, M.

Assistant Y stated that they worked from 9am until 5pm and that the first part of their job was to find out whether the person had actually bought a product from the company and then take down information on a form. If he cannot sort the problem then he passes it on to Z or the manager. When asked if he thinks if anything needs changing he said that more people were needed and that the three of them leave between 1-2pm for lunch and this was the busiest time.

Assistant Z stated that he dealt specifically with music and TV products but he doesn’t fill in the query forms and he finds filling in forms time wasting. He also thinks he should be paid more as he feels that he does more work than the others and that it takes ages to find out if the customer is legitimate. He sees the need for an up-to-date database.

The customer service manager M stated that the process for finding out whether the customer is legitimate involves checking a printout sheet that he updates each week with new customer details and that complaints are stored in a filing cabinet.

The director stated he intended on expanding the business and to take over multiple stores. He is interested in creating a centralised customer care, which is personal and doesn’t contain complex phone menus and meaningless messages.