B10331 Case Study: Gold Cinema Online Ticket Booking System

This case study examines Gold Cinema's (GC) initiative to develop an online movie ticket booking system. The report begins with an introduction outlining the project's goals, which include improving customer tracking, managing productions, and enhancing seat management. It then delves into the Systems Development Life Cycle (SDLC), detailing the six core processes applied to the GC project. The Work Breakdown Structure (WBS) is presented to illustrate task decomposition. The Program Evaluation Review Technique (PERT) and Critical Path Method (CPM) are employed to determine the project's timeline, with a critical path identified. Financial analysis, including Net Present Value (NPV), payback period, and Return on Investment (ROI), assesses the project's financial viability. Finally, a Use Case Diagram visually represents the system's interactions. The analysis reveals a project expected to take 70 days, with a positive NPV from the fourth year, and a payback period of under three years, suggesting the project is both feasible and financially sound. The case study highlights the application of these tools to build, launch, and maintain an information system for GC.

B10331
CASE STUDY

Table of Contents
INTRODUCTION...........................................................................................................................3
1. Systems Development Life Cycle (SDLC)..............................................................................3
2. Work Breakdown Structure......................................................................................................6
3. Program Evaluation Review Technique (PERT) and Critical Path Method (CPM)................7
4. Calculation of NPV, Payback period and Return on Investment.............................................9
5. USE CASE DIAGRAM.........................................................................................................10
SUMMARY...................................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
This report consist case study of Gold-Cinema which wants to develop a new
project which is online movie ticket booking for tracking its customers,
productions, performances and seats. The main motive behind this development is
to inform customers about latest updates and identify customer segment
frequently support cinema. The main report starts with identification of activities
required to build, launch and maintain information system through applying
Systems Development Life Cycle tools; additional to this six core processes of
SDLC to develop GC project is also discussed. Work Breakdown Structure will
reflect how different tasks are break into sub categories. PERT/CPM model will
show the expected time in which project will accomplished; calculation of NPV,
payback period and return on investment will suggest whether the project is
financially viable or not. At last Use case diagram of GC system will represents
the methodology used in system analysis to identify, evaluating and organizing
system essentials of online movie ticket booking of GC system.
1. Systems Development Life Cycle (SDLC)
System Development Life Cycle is the process of utilization of information
system to support business needs through designing the system and building it
for its end users. Core six processes such as Identification of problems,
Determination of Human information requirement, Analyses of system needs,
Designing systems, developing software and testing system are required to
develop the GC project (Grance, Hash and Stevens, 2004). These six core
processes of SDLC required to develop GC system is discussed below:
I. Identification of problem: In this first process of SDLC, core tasks
required by GC are:
 Questioning internal users
 Recording information received

 Determining the scope of online project
 Recording the result (Alexander and Maiden, 2005).
After analyzing above tasks it was found that GC is not able to track
customers, productions, performances and seats available. Company wants
to get latest information regarding seats available and performances
organizing in theater to fix its ticket price and promote for sale (Everett
and McLeod 2007). Now company has get an option to take support of
online booking system; which will assist company not only by facilitating
customers on easy booking of tickets but also through providing
information’s about current shows and performances and total seat
available at each show.
II. Determining Human information requirement: In this next process; the
following tasks will be performed by assistant project managers;
interviewing, sampling and questionnaires development; so that analyst
could understand about accomplishment of work by users at the time of
surfing on computer or mobile screen. Form these analyses it was found
that main functions of GCS are:
 Act as mediator or service provider
 Sell tickets through online and payment through credit card
 Tracking customer information to pitch other products of company.
Practice for successful launch of project:
 Facilitating with online ticket booking software’s compatible pc,
Mac, android and IOS supportable devices.
 Identifying customer needs and satisfy them.
 Keep tracking client’s information’s.
III. Analyzing system needs: The following tasks will be perfumed in this third
main core process:
 Data flow, activity and Use Case diagram creation
 Data dictionary completion

 Analyses of structural decisions
 Presentation of proposal for new system.
IV. Designing of recommended system: Tasks to be performed in this process
are:
 System requirement design for data entry
 Human computer interface design
 Database design and creation of file management system
 Backup of data location procurement
V. Development of system software: This process includes tasks such as:
 Advisor work with coder to built real time software
 Coder work with system user for documentation.
 Programmers after testing removes errors related to syntax in
computer encryption and decryption process.
 Building of FAQS on the basis of common questions arises for the
uses of particular software.
Output:
 Computer programs
 User interface
VI. Testing system software: Last cores process involves tasks like:
 Testing information system
 Maintenance check
 File uploading and payment gateway test
Output:
 Fixation of bug found during testing
 Re-launching of program testing until issues is solved (de Sousa,
2000).

2. Work Breakdown Structure
ID Description Duration
A. Identification of alternatives available; their cost and benefit to
GCS; durability and further high level analyses.
7 Days
B. Choosing which system hardware best suits available task and
software’s. The basic structure of server and how to transfer and
share data between different routers. Configuration of graphical
user interface and speed needed for processing data. Server size
and whether it should be owned by company or cloud security
facility should be chosen.
1 Days
C. Installation of hardware at selected place; integration of different
systems associated with central server; backup memory attachment
required for restoring data at the time of system failure. Building
connection among other system hardware.
14 Days
D. Core modules includes security of transactions, backup plan for
restoring eliminated information; client support to customer.
Module focuses mainly on availability of different servers at the
time of rush ( de Sousa, 2000).
14 Days
E. Supporting modules provide back up to core model; additional
configuration required to avoid interruption in the processing of
core modules. Analysis of these modules through identifying
options at convenient price.
14 Days
F. Programming of core module through encryption and decryption
of data; C, C++, Java, .NET and web design software’s preferred
for coding and programming.
14 Days
G. Programming of supporting models through hiring SAP ERP
software’s and SATA server space. Building certain algorithm to
create artificial intelligence in auto updating information for
clients regarding seat available; real time price, checking
duplication of information and auto saving ID and password of
customer.
21 Days
H. Launch product testing through experience personally using the
portal of online movie ticket booking of GCS and finding bugs if
any.
7 Days
I. Testing security loopholes; time taken by site in processing
payment; checking probability of blockage of payment after being
debit from customer account and steps to reduce this time.
Identifying legging if any which increase duration of processing
process?
7 Days
J. Development of MIS for integration of all servers and login
accounts. Creating simple structure to track amount of transactions
done during day; total seats book by clients; season preferred by
customers and high traffic divergent situation controlling.
7 Days
K. Training to all staff for preparing and implementing new online
system software in GCS; solving queries and provide personal
assistance either through team viewer of skype if any difficulty
face by employees ( de Sousa, 2000).
7 Days

3. Program Evaluation Review Technique (PERT) and Critical
Path Method (CPM)
PERT/CPM shows the total duration of project; it uses three bases for
calculating duration; optimistic, pessimistic and most likely, where optimistic
is the minimum duration in which project could be finished and pessimistic is
the maximum time duration taken by project to completed. Most likely is the
average time or expected duration of project completion (Trietsch and Baker,
2012).
Below is the table of list of tasks and duration taken by each task to finish:
TASK PREDECESSOR TIME
A. High level analysis 7 Days
B. Selection of hardware platform A 1 Days
C. Installation and commissioning of hardware B 14
Days
D. Detailed analysis of core modules A 14
Days
E. Detailed analysis of supporting modules D 14
Days
F. Programming of core modules D 14
Days
G. Programming of supporting modules E 21
Days
H. Quality assurance of core modules F 7 Days
I. Quality assurance of supporting modules G 7 Days
J. Development of Management Information
system
G 7 Days
K. Detailed training C, H, I, J 7 Days

Here:
ES = Early start time LS = Late start time
EF = Early finished time LF = Late finished time
TASK TIME ES EF LS LF SLACK
A 7 0 7 41 48 41
B 1 7 8 48 49 41
C 14 8 22 49 63 41
D 14 7 21 7 21 0
E 14 21 35 21 35 0
F 14 21 35 42 56 21
G 21 35 56 35 56 0
H 7 35 42 56 63 21
I 7 56 63 56 63 0
J 7 56 63 56 63 0
K 7 63 70 63 70 0
(Prado, 1998)
Network diagram through PERT/CPM model:
The expected finish time of the project is 70 days. Critical path of this project is
A – D – E – G – I – K which is 7 + 14 + 14 + 21 + 7 + 7 = 70 days and it is the
longest path in which project will finish or say in any circumstances if project
takes more than this period of time; it will face heavy loss (Sharma, 2006).

4. Calculation of NPV, Payback period and Return on
Investment
Year
No
. Category 0 1 2 3 4 5
1 Value of benefits $9,000 $9,000 $9,000 $9,000 $9,000
2 Development cost
-
$15,00
0 -$700 -$850 -$770 -$750 -$730
3 Annual expenses
-
$3,000 -$3,000 -$3,000 -$3,000 -$3,000
4 Net Benefit/costs
-
$15,00
0 $5,300 $5,150 $5,230 $5,250 $5,270
5
Discount factor @
6% $5,000
$4,583.4
8 $4,391.21 $4,158.49 $3,938.05
6 Net present value
-
$15,00
0
-
$10,00
0
-
$5,416.5
2
-
$1,025.31 $3,133.18 $7,071.23
7 Cumulative NPV
-
$15,00
0 $5,000
$9,583.4
8
$13,974.6
9
$18,133.1
8
$22,071.2
3
8
Return on
Investment
$15,00
0 35% 34% 35% 35% 35%
Interpretation: This project is showing positive Net present value from fourth
year onwards. The above table also indicates that project shows only one time
downward progression in second year but after that it continuously increasing;
therefore in long run; GCS will definitely get more earnings from this project.
Return on investment is almost same in all five year which is 35% due to small
variations in cash inflows (Scott and O'Brien, 2003).
Payback period
Payback period
Yea
r Cash flows
Cumulative cash
inflows
0 -$15,000
1 $5,300 -$9,700
2 $5,150 -$4,550
3 $5,230 $680
4 $5,250 $5,930
5 $5,270 $11,200

Payback period = 2.87
Interpretation: The payback report shows that GCS will get its $15000 back
before the ending of 3rd year which shows project is viable from financial
point of view (Scott, 1997).
5. USE CASE DIAGRAM
This Use Case Diagram is a graphical representation of the interactions
among actors of Movie Ticket Booking System of GCS. The main actors of
this online movie booking system of GCS are; Advisor, Theater owners,
Customers and System Users (Jacobson, 1993).
The relationships between actors and the use cases of GCS are mentioned
below:
Advisor: Use Cases of Advisor are mange movie, customers and their
complaints, booking, payment, seats, shows, users and full time booking
system operations.
System User Entity: Use cases of System User are manage movie, customer
and their complaints, payments, seats and shows.
Theater owners Entity: Use cases of Theater owners are create show, add
Audis, book tickets and collect payments.
Customer Entity: Use cases of customer are search movies, notification for
latest movie updates, book movie, download ticket and make payments.

Use Diagram of GCS online booking system
SUMMARY
System development life cycle (SDLC) supports GCS in identifying list of tasks
required to build, launch and maintain information system. Six core processes of
SDLC will help business in identifying main issues, how to solve it, how much
fund requires and how much time will it take to complete whole process. Work
breakdown structure is necessary to assign key responsibilities and roles to staff
and management. Critical path method is longest path of project which is
estimated by every organization to know standard deadline of particular project.
Net present value at discounted rate shows value of future cash flows today.
Positive NPV is preferable while negative present value should ignore.