A case study of the Asset Management proposal for a hypothetical organization that embodies System Analysis and Design.

1. Running head: A COMPLETE PROPOSAL 1
A complete proposal of business development
Moises R. Villarta Jr.
Grand Canyon University: MIS-652
October 09, 2019

2. A COMPLETE PROPOSAL 2
A complete proposal of business developments
This article is a recommended process improvement for the University of South Carolina
(UofSC) Darla Moore School of Business (DMSB) relating to the stewardship of assets.
Executive summary
The organization DMSB does not have an effective and efficient operational activity
pertaining to the stewardship of technological devices that the college is responsible for. In order
to appropriately meet compliance, an Asset Management team will be chartered to conduct
regulatory workflow of the process with controlled autonomy and developed database systems
into integration of all data. The entire scope are detailed and illustrated via a development
design, KPI metrics to measure efficiency, a specific requirements and specifications relating to
the progression, a guideline about governance and operation, and guidance policy in order to
address change management. Diagrams are generated to illustrate graphical view of the
development, a design case of data entry, and a wireframe layout of user interface in entering
unique data information to SharePoint.
Problem statement
The current asset management approach of the organization is not well-organized and do
not yield an appropriate count of all technological resources that the IT department have
stewardship over. Generating of reports according to device warranties are not correct and
operational activities leading to repairs is cumbersome due to insufficient particulars about a
device such as asset tag, hardware specification, outstanding warranty or contract, and even
current designation of that asset. Also, the record keeping of assets are completed via Microsoft
Access database which is proven ineffective, cumbersome, and susceptible to outdated records of
asset changes.

3. A COMPLETE PROPOSAL 3
Impacted processes and stakeholder role
Maintenance of inventory with “Microsoft Access’ alone is not operative and not ideal
because data encoding from this application is purely manual and do carry security threat of
inaccurate data entry, handling, retrieval, and even demonstrate inadequate reporting of required
templates by stakeholders such as the IT Manager and Security Office. A principal culprit of this
problem can be pointed to institutional autonomy of managing assets of whatever regulations has
been enforced by the university affecting audit policies and school budgets. With concerns
relating to organizational of such stewardship, the cause may be the lack of eagerness by
leadership to innovate inventory control to a strategic and automated operations. Another
possible culprit is that there is lack of expertise and project management skill of the leader.
Process Improvement objectives and evaluation of workflow and data
The primary objective of this process improvement would be scrubbing the current
database with right information then convert that database into a SharePoint publishable format.
The purpose of SharePoint publishing is that there will be a quick and manual reproduction of all
devices by any delegated users for review, data entry, edit, and audit. The next objective is to
established an on-premise application server to auto detect network devices as well as active
directory objects. Software preferred for exploitation is PDQ Inventory and is based on the
financial budget approved by IT management to purchase the software. The type of license
selected would be a subscription based with annual renewal of $500 per operator and a total of
$1500 for three DMSB administrators initially. An asset management (AM) workflow diagram
labeled as figure 1.1 shown on appendix “A’ of this document will interpret how the workflow is
being passed on to succeeding phase or stages and what is being done with the data during the
operation.

4. A COMPLETE PROPOSAL 4
Goals with identified key performance indicator (KPI)
The main goal of this proposal is to strategically maneuver the organizations current
workflow in managing their assets creditably. In order to deliver this expectation, a primary key
performance indicator (KPI) is shown below that illustrate time efficiency of data entry and any
manner that involved manipulating of asset records.
The numbers are calculated based upon the number of assets being process and the number of
days it took to process. A second KPI to mention for this project would be based upon the
provisioning stretch of asset acquisition to end-user distribution. The third KPI of this
development is delivery time of a requested report by any stakeholder. The KPI spreadsheet
above will be use for the metrics but the values will vary according to the purpose. With
establishment of these three KPI, it’s confirmatory that stakeholder report requests will be
handled with 99% exactness and fast conveyance.
Asset Governance
The objective is to safeguard DMSB stewardship of technology assets, continuously
maintain a comprehensive, careful documented, and up-to-date inventory of all technologies
that DMSB Office of Information Technology (OIT) is accountable for, with at least read access
for everyone in the department. An asset management team (AMT) will be charged with the

5. A COMPLETE PROPOSAL 5
housekeeping and will include representatives that covers computing like devices, audio and
video equipment, back-end infrastructure, and headed by the IT Manager for the implementation,
development, oversight, and management. The AMT can be utilized sporadically by various
individuals and groups for accountability, reporting, budget-oriented and other planning, and
other purposes. “Comprehensive” as stated from the objective generally implies that all DMSB
assets that is associated with technology and OIT has any measure or direct stewardship over it,
that it must be included. “Continuously and up-to-date” (stated from the objective) should be
understood to mean updating the inventory within ten (10) business days of any change. In other
words, this means that at any given time, the inventory data should not be more than ten (10)
days out-of-date. This charge is about transparent stewardship and specific accountability of each
role and not about tools. Team autonomy is essential: but, the team must follow the design
architecture proposed for this project. The leadership above the hierarchy of IT manager reserves
the right to discretion to scrutinize effectiveness of such organizational access, usefulness, etc.
and to require improvements or changes as it deems appropriate or necessary. The asset
management team may also draw on help from others in IT department as needed to conduct or
complete a work process. Independent or semi-independent DMSB inventories such as
classroom equipment managed by University IT can be designated as sub-inventory categories in
the comprehensive inventory.
Change Management or Control
Any projects both large or small have a scope and any changes to the scope and
requirements can lead to workflow degradation, push back of delivery, or failures of projects. In
a scenario where, upon final meeting and in correlation with project workflow the leadership has

6. A COMPLETE PROPOSAL 6
added a scope change and demanded an earlier delivery of the solution, there are several pitfalls
that can disrupt the process of the architecture.
If the required change lessens the license users for the PDQ system to reduce the budget,
a possible impact of such add-on request may lead to an operational silo and inadequate in-house
expertise of the system. If the required change leads to a scope of the project, a slight redesigning
of the overall workflow will be affected but not unbearable since the workflow is in the early
stage, but, It is a horrendous scenario when scope creep rises in the middle or near-end of the
project. When a scheduled delivery has been requested to push back three weeks earlier than its
intended timeline, team pressure would arise, member viewpoint and disposition becomes
negative, and conceivable degradation on work breakdown structure will occur.
In relating to same scenario and change appeal, when the request is to lessen the licensed
user of the PDQ system to cut budget cost, an alternative approach would be to delegate an
internal user account shared by asset management team on a purpose for administering the
application. Alternatives for scope changes will vary upon the expectation describe by the
stakeholder of the project and this approach will also apply on the delivery timeline.
A rigorously written and defined doctrine must be employed and implemented to control
changes during the project workflow and then proliferate to its life cycle.
This policy must state the following practices:
 The cost threshold of items to be included on the inventory
 Assets that are tagged or not tagged should consistently be recorded and categorized
through SharePoint inventory portal
 Requirement and specifications must accurately be followed upon procurement or
stewardship of any technological devices.

7. A COMPLETE PROPOSAL 7
 Asset purchasing to SharePoint entry must be in a linear workflow
 Purchasing to end-user delivery workflow must follow the structural procedure
 Integration of asset data must be appropriately reconciled with PDQ system
 Expected and re-occurrence reports must be provisioned and timely updated
 A form template for asset changes must be filled and submitted and then be reflected on
asset management recording within 10 days of such occurrence
 A surplus form must be completed, signed, and submitted to AMT for historical tracking,
and lastly
 Missing, damaged, or stolen property will be reported to AMT and a form for such
utilization should be completed with any pertinent details then signed.
 Policies and templates are revised as needed according to leadership expectations and
approvals.
 Asset management workflow must inherit and follow lifecycle of plan-do-check-act
(PDCA) approach founded as Deming Wheel.
Not following the policies set forth for this design will lead to:
 Incorrect data and specifications of assets in all databases
 Threshold that are unnecessary will flood the inventory database of useless information
 Report generation or formulation will be incorrect
 Historical value of surplussing technological devices will lead to inaccurate preparation
of capital replacement
 Audit investigation will occur because of imprecise handling of missing, damaged, or
stolen devices.

8. A COMPLETE PROPOSAL 8
References
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Paper presented at PMI® Global Congress 2009—North America, Orlando, FL.
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http://web.cs.wpi.edu/~matt/courses/cs563/talks/smartin/int_design.html
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you! Paper presented at PMI® Global Congress 2008—North America, Denver, CO.
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pdq-coms-inventory-management-software/
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https://viewer.gcu.edu/fehBxz
Simplilearn. (2019, March 11). ITIL CSF & KPIs. Retrieved October 6, 2019, from
https://www.simplilearn.com/itil-csf-kpis-article.
UofSC School of Business. (n.d.). Retrieved August 21, 2019, from
https://sc.edu/study/colleges_schools/moore/index.php

9. A COMPLETE PROPOSAL 9
APPENDIX A
Figure 1.1 below reveals complete workflow of managing assets for the DMSB organization.
The development mainly utilizes three propagated databases in order to formulate a constructive
report requested by the management. This diagram indicates the workflow being process and
construction of dataflow in order to deliver a complete inventory and report provisioning.

10. A COMPLETE PROPOSAL 10
APPENDIX B
The diagrams on this page exemplify a case design from purchasing to SharePoint entry and a
wireframe layout pertaining to user interface upon data entry.
Case Design
The figure in 1.2 presents a focus flow of data
entry of unique information that are not
automatically inbred through PDQ system.
Wire Frame

11. A COMPLETE PROPOSAL 11
APPENDIX C
Requirements Table:
Specification Table: