a strategic focus and is not technology averse, he prefers to solve business challenges with processes rather than information technology. • Karl Manley is the Chief Financial Officer (CFO). He has been with the company for 9 years. Karl has a background in accounting and finance, and is a certified public accountant (CPA). He tends to focus on the company’s financial health to the exclusion of all other business concerns. While Karl is technology fluent, he resists new IT purchases unless there is a clear and direct connection made between the technology investment and improving the company’s financial profile. The Director, Accounts Receivable(Mary Winston) and the Director, Accounts Payable (Amy Dole) report to the CFO, and together are responsible for the financial operations of the business. • Mark Temple is the Chief Information Officer (CIO) and head of the IT Department. He provides all IT services to PEP. Prior to being hired as the CIO, Mark was an IT manager at a large multi-national corporation responsible for providing IT services to their offices from the headquarters in Lincoln, Nebraska. While in that position, Mark participated in very structured IT processes, and developed an appreciation for working with the operational and management divisions to ensure success of IT projects. When he arrived at PEP, he advised the CEO, COO and CFO that an IT Steering Committee could help ensure they pursued the most beneficial IT projects. He is your primary point of contact for dealing with PEP in analyzing their processes and systems. • Susan Black is the Senior Vice President (SVP), Engineering & Manufacturing Operations and is Tim’s replacement. Susan has worked for the company for 13 years. She started as a Senior Engineer, and after six years was promoted to Director, Engineering, where she spearheaded the successful research and development of the low voltage motors. Susan is a champion of information technology as long as itis clearly focused on the core business. • Jason Udo is the Vice President (VP), Business Administration. He oversees all departments, except Engineering & Manufacturing, Finance, and IT. His responsibilities include key support functions such as Sales, Marketing, Ordering & Shipping, Inventory, and Human Resources. The ITSC has adopted the IT governance processes recommended by the CIO. They review proposals forIT investments and determine where to invest their limited funds. Each of the members has particular areas of interest, but all of them are focused on reducing the overall cost of running the business, increasing sales, and managing the cost of IT for the company. The ITSC has established a series of checkpoints at which they make go/no-go decisions on IT projects. At these decision points the following documents are reviewed by the ITSC:Preliminary Investigation Report – describes the problem/opportunity, identifies benefits of a new system, and reports on various aspects of feasibility of the proposed project.Requirements Specification – documents the requirements to be fulfilled by the proposed system.Systems Design Specification – translates the requirements into a logical design for the proposed system. Final System Report – compiles previous documents and lays out the way ahead if the project is approved and funded.PEP Case Study2

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IFSM 461: Systems Analysis and Design, PEP Inc. Case Study

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