Stakeholder Analysis and Business Requirements for Parramatta City Council Car Park System

This document provides an analysis of stakeholders and their objectives, as well as the business requirements for the implementation of an automated car park system for Parramatta City Council.

Running head: PARRAMATTA CITY COUNCIL CAR PARK SYSTEM
Parramatta City Council Car Park System
Name of the Student
Name of the University
Author note

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Table of Contents
1. Stakeholder Analysis – Objectives and Business Requirements.................................................2
1.1 Business Requirements of Parramatta City Council..............................................................2
1.2 Objectives of the Stakeholders..............................................................................................4
2. Plans for Quality Assurance Testing...........................................................................................6
3. Plans for Change Management....................................................................................................8
References......................................................................................................................................11

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1. Stakeholder Analysis – Objectives and Business Requirements
1.1 Business Requirements of Parramatta City Council
The concerned project is for the Parramatta City Council who mainly operate their car
parks within the city of Parramatta. They main provide different kind of facilities to the cars that
are parked within their city council. With the implementation of new kind of business services
within the car parking sector, the council has also decided to renovate their systems in order to
provide the best and world class facility to their customers (Rong et al. 2015). Hence, the new
kind of business requirements of the company is based on implementing an automated system
that would be able to control the various activities occurring at their car parks. The Parramatta
City Council would implement the new Information Systems (IS) within their car parking area in
order to ease the process of issuing of tickets and handling payment issues. The new system
would be driven by sensor supported technology that would be fitted under the roads at the
Parramatta City Council. Each of the booking of the cars would be handled by an automated
system that would be implemented for the benefits of the company.
With the implementation of the new system, the day-to-day operation of each of the car
parks would be renovated. The different operations that are supported within the car parks are
issuing of tickets for each customer who would park their cars within the parking area. With the
new system, there are some problems defined within the sector. This include the monitoring over
the service level agreement (SLA) that is mainly contracted with the security provider company
(Da Xu, He and Li 2014). The new to-be implemented system would help in addressing the
discussed issues. The different faults that are recorded within the system would be recorded and
maintained by the new system. There are some other business requirements in the new form of
barriers, card readers and security cameras. The new system would be able to address each of the

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faults and thus bring in transformation with the selling of tickets and bringing in more form of
security for the users.
Based on the consideration over the present systems at the Parramatta City Council, it has
been found that there is a lack of a proper service level agreement. Thus there is no kind of
relation with the organization who is providing security for the organization who have been
contracted for providing security of the cars and the other systems at the car park. A certain
agreement is highly needed in order to maintain the privacy and security of data and also ensure
that a proper level of security is being maintained for the security of the cars that are parked
within the park (Litman 2018). A service level agreement would be highly important in order to
ensure the protection of the company against any kind of incidents that might be reported within
the car park. A legal agreement should be maintained for guarding the company in such kind of
incidents. The new implemented system would ensure a new legal monitoring agreement. This
new kind of system would improve the safeguarding of the rights of the company. The new
system would increase the efficiency of operations for the company and thus control the different
kind of barriers for the company (Kotb et al. 2016). Hence, such areas, which are highly crucial
for the company should be improved and thus bring in more form of efficiency for the operations
of the company. This would ensure that each of the operations that are performed within the
company would be performed in an efficient manner.
With the implementation of the new system, the concerned stakeholders would see a
major kind of improvement in the way in which they would serve the customers. The entire
operational system would be shifted to an automated platform. The car parking facility provided
by the Parramatta City Council is mainly responsible for controlling the entry and exit of cars
from the car park. They are also responsible for handling the different payments that are made

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within the car park whenever a customer would arrive at the car park (Dick, Hull and Jackson
2017). There are two types of customers who visit the car park. These include the regular
customers and ordinary customers who rarely come to visit. The ordinary customers mostly pay
for their use at the time when they would be using it. The seasonal ticket holders pay for the
services in an advance process. They pay a fixed amount in advance for their parking needs for a
time period of two to twelve months. The seasonal ticket holders are mainly allocated with a
fixed parking space in a particular designated area that would not be made to be available to
ordinary customers.
1.2 Objectives of the Stakeholders
The stakeholders who are involved within the Parramatta City Council are mostly
concerned with the efficiency of the car park. They understand the concerns of the customers and
thus have decided to bring in a new system that would help in improving the business of the car
park (Pham et al. 2015). These stakeholders are highly concerned with the conclusion or success
criteria of the project. There are a number of stakeholders who would be involved with the
development of the new system at the car park.
The different stakeholders involved within the company and their primary objectives with
the development of the new system at the car park are:
1. Owners of Parramatta City Council – The owners of the car park would be
responsible for looking into each of the critical aspects that might affect the customers and the
business of the organisation. They would decide on the best factors, which would need to be
implemented within the car park in order to provide the best kind of service to the customers.
This would in turn increase the business profitability of the car park and thus they would be able
to gain the attention of more new customers (Neyestani et al. 2015). They would decide on the

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best kind of measures that need to be implemented that would suit the needs of the car park and
meet the expectations of the customers.
2. Employees at Parramatta City Council – The employees who would work within the
Parramatta City Council would also be considered as another important stakeholder within the
organisation. They would listen to the instructions of the Parramatta City Council and thus would
provide outcomes based for the benefit of the customers (Chadwick, Super and Kwon 2015). The
main objective of the employees is to run the new implemented system with high care and thus
ensure the best kind of facility for the customers. They would also be responsible for
understanding the concerns of the customers and thus provide necessary solutions for the raised
issues.
3. Customers – There are two kind of customers who would arrive at the car park and
thus avail the different facilities, which are supported within the car park (Paul and Bogenberger
2014). The individuals would bring their own cars within the company and thus park them with
proper access to the car parks.
4. Security Company – The other kind of stakeholder involved within the company is
the security provider companies. The security provider company would be responsible for
assessing the security of each of the cars that would be parked within the company (Ji et al.
2014). These organisations have mostly been appointed by the Parramatta City Council in order
to handle each of the security of each of the cars parked by customers. These companies are
mainly responsible for handling the security of the customers at regular intervals that are mainly
meant for providing high form of security to the cars.

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5. IT Service Provider – They are the new stakeholders of the company and would thus
ensure that the new system that would be provided to Parramatta City Council would be able to
meet their growing needs. The new systems should be highly efficient for meeting with the
requirements of the organisation. The new system would manage the entire booking system of
cars that would arrive at the park (Sochor, Strömberg and Karlsson 2015). Thus the main
objective of stakeholder group would be highly benefited by providing the best kind of benefits
to the customers.
2. Plans for Quality Assurance Testing
Quality Assurance can be defined as a planned set of activities that for the purpose of
ensuring the quality of planning processes with the development of any form of new system. It
would also ensure that the developed system would meet and comply with each of the industrial
requirements of the Parramatta City Council. The entire system that would be implemented at the
car park would be based on an automated software (Berger and Rumpe 2014). This software
would handle each of the particular details that need to be met within the car parking system. A
sensor based system would be responsible for monitoring the entire set of activities that take
place when a customer would enter into the parking area. This also includes the monitoring of
the activities of the car during the entire stay of the car at the parking area (Chen and Luo 2014).
A check facility should also be installed within the software system that would take a note of the
exit activity of the car. Whenever a car would leave the parking space, the customer would
produce the ticket to the ticket holder at the exit area.
The new system would also handle the management requirements that are needed to
handle the number of tickets that are sold to customers in a year. The calculation of such aspects
would help the council to undertake a review of the number of customers who have made use of

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the services (Cascetta et al. 2015). Management of the operational costs of the to-be
implemented system is also another important concern. Thus such high designed criteria that are
defined for Parramatta City Council would need to have a high-end system and there should also
be a measure for maintaining the quality of the new systems.
The quality of the new system should be per the needed criteria of Parramatta City
Council. Hence, a periodic check over the system should be developed (Laurini 2014). Some of
the mostly required plans for testing the quality of the concerned system that would be
implemented within the Parramatta City Council are:
1. Development of an SQA Plan – Each of the testing activities would require a test plan
that is also known as SQA plan. The primary goal of the SQA plan would be mainly meant for
crafting the planning processes and different products. The test plan should also ensure that the
service delivered by the service provider would be of exceptional quality (Ha and Ahn 2014).
The Quality Test Manager should also ensure that each of the work products should be listed
within the Test Management Process. They should also ensure the authority over equipment or
facilities that would be handled by each of the persons involved within the Parramatta City
Council car park.
2. Providing definition to the methodology or standards – During the process of
testing of quality of the implemented system, the management should also decide upon the
activities that would be supported within the system (Lusch and Vargo 2014). A proper
documentation of the new implemented system should be supported.
3. Validation – A master plan should also be planned for the entire new system that
would need to be prepared. Approval of each of the test criteria based on the validation of the

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new product should be defined on an early basis (Drohomeretski et al. 2014). The planning for
each of the resources based on execution of the product should be done prior to the installation of
the product. The to-be implemented system should be properly checked by the system
administrator who would be responsible for taking charge for the responsibility of the new
system (McPhearson, Hamstead and Kremer 2014). They should thus ensure that each of the
criteria defined by Parramatta City Council would be matching according to the specifications of
the new system.
3. Plans for Change Management
The process of change management can be defined as the most important criteria for a
project and the implementation of a project. The concept of change management has rapidly
evolved within several organizations and thus varied form of information based on the creation
of change management plan should be developed (Calvillo, Sánchez-Miralles and Villar 2016).
There are several frameworks or models that could act as a guide based on the management of
changes within the Parramatta City Council.
The automated methods based on making change management and the management of
change request could be defined in three ways. These include:
1. Collection – The collection of change requests could be managed with the help of
forms and documents. These forms are mainly built based on including each kind of relevant
information that would need to be collected based on processing the change request (Childress et
al. 2015). This process would include categorising, giving importance, impact and bringing out
the complexity within the work processes.

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2. Workflow – After the submission of the change request, the request should be routed.
The important milestones and sign-offs should be pre-determined in order to deal with the
various forms of changes that might impact to the organisation.
3. Reporting – The important reporting and to-be analysed items that would need to be
done should be properly communicated to the entire project development team in order to build
any form of automation processes (Fenton and Bieman 2014). In this way, the processes could be
built with the goals of reporting.
The non-automated processes for implementing change management within the various
processes of the Parramatta City Council are:
1. Addressing of challenges – With the impact of new tools, the company should always
be proactive in taking up the charges needed for the implementation of new systems within the
organisation.
2. Emphasis on Integration – Postpone of adoption of changes is a common scenario
during making of changes (Fazlollahtabar and Saidi-Mehrabad 2015). This is mainly due to the
fear that it would lead towards productivity issues while implementing new kind of changes.
3. Enriching flexibility – With the impact of flexibility within the organisational
structures, it would be easy to implement the changes. The idea of flexibility within the
organisational change management process would be able to offer the Parramatta City Council to
allow users to make use of the new system in a positive manner.
4. Monitoring Progress and Making further Improvements – The entire project team
who would be implementing the new system should keep on carrying out their work by
monitoring the rates of adoption and also addressing the problematic areas (Cámara, Moreno and

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Garlan 2015). These solutions should also be developed based on the need of addressing critical
issues towards the system.
Hence, the plans needed for changes should be taken into consideration in order to
migrate towards the new approach.

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