MURDOCH UNIVERSITY.

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MURDOCH UNIVERSITYICT231 SYSTEMS ANALYSIS AND DESIGNASSIGNMENTDate Due:Sunday 24July2016Assignment InformationYou shouldsubmit your assignment from the ICT231 LMS site using the Assignment course tool. Youcan receive email notification that your assignment has been received.For help on the submissionprocess, go to:http://www.lms-support.murdoch.edu.au/student/assign_sub.html. Late submissionswill be penalised at the rate of 10 marks per day late or part thereof.You should submit your assignment as ONE word-processed document containingallof the requiredquestion answers. Youmustinclude a completed assignment cover page (see end of this document –copy and paste this INTO your document). Youmustkeep a copy of the final version of your assignmentas submitted and be prepared to provide it on request.The University treats plagiarism, collusion, theft of other students’ work and other forms of dishonestyin assessment seriously. This is an INDIVIDUAL assignment. Any instances of dishonest in this assessmentwill be forwarded immediately to the Faculty Dean. For guidelines on honesty in assessment includingavoiding plagiarism, see:http://www.murdoch.edu.au/teach/plagiarism1
To submit:1.Domain class diagram.Produce an analysis class diagram focusing on the problem domain. At this point it is notrequired to be fully attributed. However it is important that you attempt to model as many ofthe entities as possible, and to ensure the correct multiplicity. A large amount of the requiredinformation is present in the OVERVIEW section of the case. However it is important to studythe whole case as there may be other details or important context that is situated in othersections. (35)2.Decision Table.Draw a decision table to capture the logic of determining the priority category for a call. This isexplained in the interview section on page 6.You may wish to follow the decision table examples/exercises used in the tutorials as a templateand starting point for this exercise. (25)3.Activity Diagram.Draw an activity diagram to show the flow of activity for the process of logging an emergencycall and dispatching a response team. Most of this activity flow is explained in the interviewsection of the case on page 8. Two of the most relevant items have been highlighted in the caseas a hint but other useful information may be present elsewhere. End the activity diagram with“Close Emergency Call” even though this may not explicitly be stated in the interview sectionhighlighted. (20)4.Activity Diagram.Drawan activity diagram to show the flow of activity for the process of supervisor actions onwaiting emergencies. This describes the situation when an operator is attempting to dispatch aresponse team but no teams are available. As with previous questions, the most relevant sectionof the case has been highlighted as a hint. (20)2
Rescue911 CaseThe following sections provide an overview of Rescue911,providing background to the business,problems experienced,and requirements for the new system. Additional detailedinformation ispresented in the form of data gathered frominterviews with key stakeholders.Overview(Question 1)Rescue911 is an ambulance and emergency services company. The company operates a single 24-houremergency operations call center in which all calls toRescue911 are received and processed.Response teams aredispatched by call center operators. They are all trainedemergency medicaldispatchers. Rescue911 hasapproximately 2000 EMTs (emergency medical technicians)working in theseresponse teams. Response teams are locatedat 25 base stations that are distributed across thegeographicregion serviced by Rescue911.As a private ambulance and emergency servicescompany, theassignment of response priorities and thecoordination of the dispatch process are core toRescue911’svalue offering. The dispatcher plays a key role in matchingRescue911’s response capabilityto emergency situations.Rescue911 knows that the overall effectiveness of the EMS system begins withthe logging of emergency calls and the dispatch of response teams.People that make use of Rescue911’s services include subscribers and non-subscribers. Directsubscribers are individuals or families that subscribe directly to Rescue911and pay a monthly fee.Indirect subscribers are automatically subscribed to the services of Rescue911 as a result of theirmedical aid scheme, home insurance or life assurance policies. These medical aid and insurancecompanies are called providers. The indirect subscribers do not pay the monthlyfees; instead Rescue911recovers monies from their providers by billing the providers directly for the services rendered. Non-subscribers can also make use of Rescue911’sservices i.e. Rescue911 will respond to all emergency callsreceived. However, non-subscribers will be billed for any emergency care provided to them.Rescue911has seen significant growth in operations in recent years. They currently have 2 million subscribedmembers (direct and indirect), 2008 revenue was $500million, and in the first 6 months of 2009 theyhave responded to 125 000 emergency incidents, an average of 25emergencies per base station per day.Organization StructureRescue911 has a flat organizational structure. Beyond the Chief Executive Officer (CEO) there are onlythree senior managers, the Chief Medical Officer, Chief Operating Officer and the Chief Financial Officer.The responsibility of the Chief Medical Officer is to make sure that Rescue911’sdispatching and medicalprocedures adhere to the expectations of the National Association of EMS Physicians. The ChiefOperating Officer is responsible for the day to day business. He is in charge of the call center and all basestations. The call centers operators are emergency medical dispatchers certified by both national and3
international academies of emergency dispatching and have been trained in emergencytelecommunications. Rescue911’sorganizational structure is depicted in Figure 1.Figure1Organizational StructureProblem StatementThe recent growth of Rescue911 has not come without its problems. Rescue911 has begun to receivenumerous complaints about their services from subscribers and providers. They are also underincreasing pressure from the government, hospitals, doctors, medical aids and insurance companies toproperly account for their services. Typical problems include: spending too much time monitoring andcoordinating response teams instead of focusing on the medical aspects of dispatching, lack of real-timeinformation on EMT and response team availability, inability to confirm for callers whether a responseto an emergency has been dispatched or to provide details on the response configuration, inability todetermine which emergency calls have been closed / concluded and which are still in progress, underqualified teams are often dispatched and themes arriving at a scene are not adequately skilled to dealwith the emergency situation, over qualified teams are being dispatched to noncritical incidents leadingto poor utilization of skilled resources, lack of proper documentation of services provided at a scene toboth subscribers and non-subscribers, inaccurate records of shifts worked by EMTs at the various basestations, incomplete records of EMTs and their qualifications, and lack of metrics for performancemanagement especially in relation to response turnaround times.Rescue911 management has determined that many of the problems result from inadequate systemsthat have not kept pace with their growth rate. They aim to solve these problems through theintroduction of a new information system. The system is to be called ERIS (emergency responseinformation system).4
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