misty gilbert final portfolio 2013 information technology king university

1 Misty Gilbert’s Portfolio


Misty Gilbert

315 Park Drive

Bean Station, TN 37708

December 10, 2013

Katie Vande Brake, Ph.D.

Dean, School of Arts and Sciences

King University BTech

Sells Hall 207

Bristol, TN37620

Dear Dr. Vande Brake:

I am submitting this portfolio to demonstrate what I have learned while in King University’s BTech Program. The attached documents include my resume and cover letter, database project, designed information system project, final project with self-evaluation form, and reflective survey, as outlined in the final portfolio assignment. The additional projects which I chose to include are the website design project, technical instructions, and a proposal letter.

As for the Final Project, I continued to build on my research on the technological challenges faced by Blockbuster Video as outlined in my original proposal letter. During my research, I learned a great deal about video streaming and how important it is to stay on the cutting edge of technology in order to thrive in the business world. However, I was unable to implement any of my video streaming ideas with Blockbuster Video.

In summary, this portfolio represents my best work during my time in the BTech Program. I have certainly gained a vast amount of knowledge in the field of information technology while at King University. I hope to make King University honored to have me as an alumni as I pursue my professional career.

Sincerely,

Misty D. Gilbert

(423)736-2961 / [email protected]


315 Park Drive

Bean Station, TN 37708

Mr. Benjamin Mayes, Store Manager

Blockbuster Video

1960 West Andrew Johnson Highway

Morristown, TN 37814

Dear Mr. Mayes,

I am writing this letter in response to the opening for the assistant store manager position. I hope to be considered for this available position. I believe, I would be an ideal candidate because of my past managerial experience as well as having earned an associates from Walters State Community College.

Since having graduated from Walter State Community College, I have been perusing my BS in Information Technology at King University. I feel that earning my BS in Information Technology will prove invaluable to Blockbuster Video. As Blockbuster Video steps up to the future of video streaming, I will be better able to adapt to the technologies which lie ahead. Having degree in Information Technology give me an upper hand with advancing technologies within the company, such as HTML web design and C++ programming. I am expected to graduate this December and currently on the Dean’s list.

In addition to my knowledge of technology, I have had over five years’ experience in the video entertainment industry. At FYE, I worked as an assistant manager for 5 years. During my time at FYE, I was trained on many different computer programs many of which I used to apply to sales and advertising. In addition to my computer training, I was trained on all current electronics in the movie and music industry. Over the past 7 months, I have been working for your company as a shift leader. During my time with Blockbuster Video, I have not only maintained my sales, but I have exceeded them. On top of my own accomplishments with Blockbuster Video, I have been able to oversee that my staff has maintained all sales goals as well.

I have included my resume which includes all my past work history and education. I would be honored to be considered for the assistant store manager position and can be available to meet with you in regards to any questions about my qualifications you may have. Please, feel free to contact me at (423)736-2961 or at [email protected].

Thank You,

Misty Gilbert

Encloser (1)

mailto:[email protected]


Misty Gilbert 315 Park Drive, Bean Station, TN 37708/ (423)736-2961

Objective I am seeking a professional position in an office environment where I can utilize my people skills, managerial experience and education.

Experience Blockbuster: Shift Leader 6/2012-Present Morristown, TN (423)581-2323

§ Oversee staff to ensure company policies and standard operating procedures were followed.

§ Motivate members of the sales team. § Work with Microsoft Word. § Oversee store operations and communicating with corporate officials. § Responsible for nightly revenues. § Manage general inventory for store location.

FYE: Senior Assistant Manager 8/2007-5/2012 Morristown, TN (423)581-2507 § Oversaw staff to ensure company policies and standard operating

procedures were followed. § Work with Microsoft Word. § Responsible for training new employees. § Oversaw store operations, interviewing, and communicating with

corporate officials. § Scheduling staff through Microsoft Excel. § Responsible for nightly revenues of $3,000. § Complete employee evaluations though examining and rating

performance. § Manage general inventory for store location. § Acting manager for 4 months, during which there was increasing store

numbers in both sales and sales drivers.

Healthstar Physicians: Medical Records Clerk 12/2001-02/2006 Morristown, TN (423)581-5925 § Sorted, organized, and filed patient data so information could be easily

retrieved by other members of the health care team. § Overseeing the transfer of medical records while ensuring confidentiality

procedures are maintained. § Assisted in Receptionist duties such as check-in/check-out of patients. § Communicated with patient’s concerning registration, financial concerns,

insurance information and scheduling conflicts.


McDonalds: Customer Service Representative 06/2001-12/2001 Morristown, TN (423)585-8431 § Communicated with customers to ensure accuracy of order. § Implemented food safety procedures in fast paced environment. § Maintained accuracy of cash drawer handling up to $1,000 per day.

Education Walters State Community College, Morristown, TN § 2010: AA General Studies King College, Bristol, TN § Attending

Volunteer

References

§ 2009: Russellville Elementary Arts Program.

§ Available upon request.


The Southwest Virginia Higher Education Center (SWVHEC) focuses on expanding the southwest Virginia economy through education and training of the current and future workforce. It offers degree programs at both undergraduate and graduate levels as well as professional development courses geared towards adult learners. One of the adult programs at the SWVHEC is the College for Older Adults (COA). COA is a program for adults 50 and older who share a love of learning. It offers 45 or more noncredit courses each semester. Courses range from Introduction to Computer to those dealing with more advanced computer applications, literature, science, and foreign languages. Students can take as many classes as they wish for $40.00 per semester. Some classes have additional fees associated with them. Students may purchase an arts array pass for additional $30.00.

We propose that SWVHEC allows us to build a database that can be used for COA registration. Currently, the front desk at SWVHEC prints of the online registration forms and inputs them into a table. Walk-ins and phone registrations are added to the same table. Each semester approximately 15 to 20 percent of the registrations are lost or misplaced. Due to this error, many students are left both frustrated and owing a bill at the end of the semester. We are proposing that a database will consist of the following tables:

• Student table • Instructor table • Payment table • Classes table • Room table

After developing the tables listed above, we can easily create forms and reports to reduce the current human errors. A user will be able to easily access a report to see which students have not paid. There will be forms created to where a user can easily input data. SWVHEC will benefit from this project because it will increase their revenue due to lost payments. It will also improve customer service because students will no longer be frustrated with lost or missing registration forms. We will work closely with Dr. Ramsey White ([email protected]) Director of COA.

In conclusion, SWVHEC is in need of a database for COA registration. We will be able to provide the necessary database to organize student’s financial and class information. With a new database in place for the COA, operations will run smoother and frustrations will dramatically improve.

To: • Dr. Tao (Eric) Hu From: • Misty Gilbert, David

Caywood, Christy Folsom, and Nicky Rahley

Date: • February 25, 2013 Re: • DMIS Teamwork Project

•

10 Misty Gilbert’s Portfolio Te

am P

roje

ct P

ropo

sal:

COA

Data

base

MISTY GILBERT |BLOCKBUSTER VIDEO

SOUTHWEST VIRGINIA HIGHER EDUCATION CENTER COLLEGE FOR OLDER ADULTS

DATABASE PROJECT

INTRODUCTION

The Southwest Virginia Higher Education Center (SWVHEC) focuses on expanding the southwest Virginia

economy through education and training of the current and future workforce. Through a unique partnership with ten

colleges and universities, the SWVHEC offers degree programs at both undergraduate and graduate levels as well as

professional development courses geared towards adult learners. One of the adult programs at the SWVHEC is the

College for Older Adults (COA).

COA is a program for adults 50 and older who share a love of learning. It offers 45 or more noncredit courses each

semester. Courses range from Introduction to Computers to those dealing with more advanced computer

applications, literature, science, and foreign languages. Students can take as many classes as they wish for $40.00

per semester. Some classes have additional fees associated with them. Students may purchase an arts array pass for

additional $30.00.

DATABASE DEVELOPMENT INITIATION AND PLANNING: TEAMWORK PROJECT PROPOSAL


We propose that SWVHEC allows us to build a database that can be used for COA registration. Currently, the front

desk at SWVHEC prints of the online registration forms and inputs them into a table, to which walk-ins and phone

registrations are added. Each semester, approximately 15 to 20 percent of the registrations are lost or misplaced.

Due to this error, many students are frustrated because they are left owing a bill at the end of the semester. We are

proposing that a database will consist of the following tables:

• Student table

• Instructor table

• Payment table

• Classes table

• Room table

After developing the tables listed above, we can easily create forms, queries and reports to reduce the current human

errors. A user will be able to easily access a query to see which students have not paid. There will be forms created

to where a user can easily input student and course data. SWVHEC will benefit from this project because it will

increase their revenue due to lost payments. It will also improve customer service because students will no longer

be frustrated with lost or missing registration forms. We will work closely with Dr. Ramsey White

([email protected]) Director of COA.

SWVHEC is in need of a database for COA registration. We will be able to provide the necessary database to

organize student’s financial and class information. With a new database in place for the COA, operations will run

smoother and frustrations will dramatically improve.

DATABASE ANALYSIS: E-R DIAGRAM & RELATIONAL DATABASE MODEL

The general entities we used for our E-R Diagram include the primary keys Student ID and Course Name. The

Student ID includes attributes such as the student’s first and last name, telephone, address, paid, and registration

among other. These attributes are detrimental because this information is used to determine the students basic

contact informant as well as their registration and fee status. Our other entity is Course Name. The attributes for the


Course Name consist of things such as description, time, data, and instructor. These attributes are useful in

determining the course’s basic information. These two entities are connected by Enrollment. The school needs both

the Student ID and Course Name information to determine which student will be enrolled in which class.

*Figure: Entity-Relationship Diagram

DATABASE DESIGN

We were able to convert our E-R diagram into relational tables. The tables created include a Student Table and a

Course Table. We added the student data to the Student Table and the course information to the Course Table. The

next step was to create the Course Form to make sure information could be added. We then created some simple

queries to test our database to insure the database was in working order. After testing, we learn that we could in fact

add information to the tables.


*Figure: Course Form, Course Table, Simple Query, & Student Table

DATABASE IMPLEMENTATION

Our database for COA was created using Microsoft Access. When using Microsoft Access, the program itself

creates the SQL when a query is created. However, you can modify the SQL manually if so desired.

Testing the Database We entered fake data in the student’s table to make sure the queries and the reports worked. Since, COA has already

released their spring schedule; we entered the information into the course table. After the information was entered

we ran queries to make sure everything output correctly.


The first query we ran was the unpaid query. The purpose of this query is to show which students have not paid

their fees. It populates the student’s id, student’s telephone, student’s cell, and student’s email. At first, it showed

the entire student’s that paid and did not paid. We added false to the criteria for the paid the column. After hitting

run, the correct information populated. The front desk has all the information they need to contact the student about

their balance.

*Figure: Unpaid query

*Figure: SQL coding of unpaid query


The next queries we tested were the source of registration and course with entry fee. The source of registration

query gives an overview of where the registrations are coming from (online, walk in, telephone, or other). The

course with entry fee shows all the courses that have a special fee associated with them. By using this query, the

front desk will know to add the special fee to the student’s balance. Both queries worked perfectly when executed.

*Figure: Source of Registeration query

*Figure: SQL coding for Source of Registeration query

*Figure: Course with extra fee query


*Figure: SQL coding of course with fee query

We are still creating and testing the reports. The purpose of the reports is to show which students are registered for a

certain course. The report can be given to the instructors so they know how many students are in their class.

INSTALLING THE DATABASE

Since Nicky works at SWVHEC, she will store the database on their shared drive. A folder will be created on the

shared drive called, COA_Registeration. The database will be added to this folder. Permissions settings will be set

on the folder which will allow only the information desk employees, managers, and the Director of COA will have

access the database. Anybody who is not on this list we receive an error message. After the database is installed,

Nicky will make sure all the coding saved correctly. She will run all the queries one last time. If a problem arises,

she will fix it before handing it over to the information desk.

Once everything is working correctly, Nicky will have a training session for the information desk on how to use the

forms, queries, and reports. If they have questions, she will be able to answer them and provide on-site help until

they feel comfortable using the database.

LESSONS LEARNED

We learned many lessons during the course of this project. One of the biggest lessons learned was teamwork. As a

team, we learned how to delegate duties and play on each other’s strengths and weakness. By doing so, we learned

from each other and discovered the importance of trouble shooting in a group. We found planning to be paramount

to the creation of this database. Not only, did we discover the importance of relational planning and designing, but

we found it essential to hone our time management skills. When working on a database, it seems as though if there is

something that can go wrong, it will. Therefore, it is best to factor in plenty of additional time for corrections even

after it appears to be correct. Our team learned the importance of backing up the database before making major

changes. A lot can be messed up with a few clicks. The team quickly realized, when multiple people are

contributing to one cohesive project, it is imperative to proof read. When in doubt, proof read a couple times each

before finally turning in the final version. With all of these lessons under our belts, we are able to walk away from

this project with a greater understanding of Microsoft Access. This has proved to be an invaluable tool in the


database development process. We are all now very comfortable with the Microsoft Access, which will give us the

confidence and experience we will need to exceed in the future.

Conclusion

The Implementation of this database will prove invaluable to SWVHEC. With this easy to use database in place,

management and authorized office staff will be able to use the Student ID and the Course Name to establish

Enrollment in a more efficient manner. Once Nicky has this database up and running, customer service will be at an

all-time high and the school will no longer suffer from a gap in registration information. All of these improvements

brought on by the new database, will deliver higher revenue and a happier student body as well as faculty.


Systems Analysis and Design for

Philos Assist

DMIS 3465 Final Report

Christy Folsom, Nicky Rahley, Misty Gilbert, David Caywood

June 16, 2013


CHAPTER 1 – PROJECT OVERVIEW

This chapter provides a brief overview of the project. This chapter includes:

• Executive Summary

• Project Charter

• Project Scope Statement

PROJECT OVERVIEW – EXECUTIVE SUMMARY

The Customer Support team at Siemens, in the Johnson City location, must look up profit centers to put in the

Philos system to log an activity. These activity logs are used to report time utilization by product group to ensure

the Customer Support team gets adequate compensation for their efforts. It also makes it evident when a new

head count needs to be added so these records need to be as accurate as possible.

The part number requests from end customers and distributors come in to the department by emails, calls, faxed

orders and online orders through the Industry Mall. Each part number has a specific profit center to identify itself

with a particular product group. The owner of that product group is responsible for compensating our department

for the time we spend assisting the customer.

Currently a Workflow tool is being used to determine the profit center of a part number. Workflow is also the tool

Back Office Logistics uses to set up the material master in SAP so much of the information in Workflow is very

sensitive, including cost we pay the vendor and the markup matrix to determine our US list. None of that should be

seen by Customer Support on the off chance a representative accidently shares that information with outside

parties. In fact, the majority of what Workflow offers does not benefit Customer Support at all.

Because of the security factor, it has been proposed Workflow be removed from the Customer Support team

completely within the next three months. Their only option, if a part number is not currently set up in SAP, is to

find a similar part number to determine the probable profit center. This leaves it up to the representative for


interpretation as to what is considered “similar”. A6X part numbers are not grouped by product so even if the

numbers are sequential, they could be as different as a cable for a computer to a thousand pound motor.

Back Office Logistics would like to propose the addition of a simple web interface to relay only the essential

information needed exclusively for the Customer Support team. It would be complete with all the same derivation

rules applied in the current Workflow tool, minus all the sensitive information not intended for their use. The web

user will input the part number into a search field which upon hitting search, the only information that will be

displayed is the Part Number, FAGR, MG3, and Lead Time. Since it is to mainly be used with Philos ticketing system,

we will call it Philos Assist.

PROJECT CHARTER

Project Philos Assist

Start Date May 25, 2013 End Date June 28, 2013

Submitted By Christy Folsom, Nicky Rahley, Misty Gilbert, David Caywood

Overview

Currently, the Customer Support team at Siemen’s has to log activity by searching profit centers which are logged

in the Philos system. These logs are important because they are used to report each product group's time

utilization which in turn is used to assure those in Customer Support are properly compensated. Not only is

accuracy important for compensation, but also conveys information such as when there is a need to do a head

count.

In this department, there is a lot of request for parts. There is multiple platforms to which the part number request

may come from such as phone, fax, and email. Every part number identifies itself with a particular profit center

which is associated with a product group. The product group's owner is then responsible for paying Customer

Support for the time used to assist the customer.


Currently, a part number is being associated with its profit center by the Workflow database. This same database is

being used by other departments in Siemens which uses Workflow to house very confidential and sensitive

information. This information should not be accessed by Customer Support.

Due to the fact Workflow has brought about major security issues, Workflow is to be removed from Customer

Supports available resources during the next three months. Therefore, if a part number is not currently set up in

SAP, then Customer Support has to use a similar part number to decide on a probable profit center. Of course, this

leaves room for a great deal of human error. Not to mention, not all part numbers are grouped by product which

makes it impossible to go by sequence.

Siemens' Customer Support needs their own platform to work from. We believe that Customer Support could use

a web interface which would be similar to Workflow without access to sensitive data accessible through the

internet by a user.

Objectives

• To create a simplified web interface for determining profit centers to log in Philos

• To prevent security breaches • Eliminate the need of forming a separate database.

Key Assumptions

• Workflow will no longer be available for Customer Support to use September 1, 2013. • A tool needs to be created to determine profit centers to log in Philos. • A web interface would be a better fit for the company instead of operating two databases.

Stake Holders and Responsibilities

Stakeholder Role Responsibility Signatures

Gail Alexander Manager Customer Support Gail Alexander

Toylin Saults Team Leader Lead Specialists Team Toylin Saults

Dana Bowman Team Leader Lead Phone Representatives

Dana Bowman

David Sampson Manager Back Office Logistics David Sampson

Don Carrier Contract Worker Contracting Don Carrier


Christy Folsom Data Steward BOL Christy Folsom

Lori Shelton Data Steward BOL Lori Shelton

PROJECT SCOPE STATEMENT

Philos Assist Prepared By: Christy Folsom, Nicky Rahley, Misty Gilbert, David Caywood

Project Scope Statement Date: June 16, 2013

Problem/Opportunity statement

Due to the sensitive nature of information found within the Workflow tool at Siemen’s, this tool is being removed

from the Customer Support team. This is however, an extremely necessary tool for Customer Support. With that

said, the removal of Workflow will give Siemen’s the opportunity to develop a more convent tool for Customer

Support to interact with clients. This tool is a new web interface called Philos Assist. This web interface will allow

access to the information needed for accurate customer support without breaching security within the company.

Objectives

The Philos Assist web interface will allow Customer Support to quickly determine the profit center for part

numbers, along with a few other specifics they have requested without ever accessing sensitive materials.

Description

This web interface will allow the user to input the part number into a search field which upon hitting search, the

only information that will be displayed is the Part Number, FAGR, MG3, and Lead Time. There will be a login

screen, simple web interface, and an email support system.


Benefits

A web interface will save time for the Customer Support team because they will no longer waste company time by

having to sift through unnecessary data. This will also eliminate the current security issues within the company.

Deliverables

• Part Number • FAGR • MG3 • Lead Time • Support Email

Project Success Criteria

The ramifications of this project, Philos Assist, are very straight forward. As long as there are no glitches within the

web interface and no private information is accessed, the project should be a success.

Estimated Project Duration

Analysis Duration: One week

Design Duration: One week

Testing Duration: One week

Training Duration: One week

Implementation Duration: Two days

CHAPTER 2 - BASELINE PROJECT PLAN

INTRODUCTION


This is an update as to the status of project Philos Assist. We have been gathering specifics from the stakeholders as to their needs and expectations. These interviews have led us to create Data Flow Diagrams (DFD's) to have a visual representation for management. Other members of management need to approve suggested additions before we have them sign off on the final ER diagram.

SYSTEM DESCRIPTION

Alternatives

There are no existing alternatives that would provide the necessary tools. This notwithstanding, we can also create a client/server network solely for the customer service team that only has access to this specific area of information.

Criteria Costs Time (in hours)

Server $2000 10

Workstations $750 X 4 4

Training $20/hour 50

Total $6000 64

Selected System Description/Justification

As the proposed system will not incur any cost other than the allotted man hours (of 100 total hours), there will be virtually no cost to the company.

FEASIBILITY ASSESSMENT

Economic Feasibility

As aforementioned, this project will only incur labor costs up to 100 man hours. This will be at the regular pay rate of $20 per hour. The selected employees will only work on this project during scheduled work hours. They will still be able to complete their daily tasks as well.


Technical Feasibility

Christy Folsom has the technical knowledge and skills to be able to create and maintain the whole Information System. She will collaborate with David Caywood, Misty Gilbert and Nicky Rahley along with all other Siemens personnel that are directly related to this project.

Operational Feasibility

This IS will allow the customer service team, as well as all Siemen's employees, to be working from the "same page" and they will all have access to the same information so as to cut down on mis-information and faulty pricing structures.

Legal and Contractual Feasibility

This will be an in-house project and will be created without the use of any third parties. This will result in no legal or contractual repercussions.

Political Feasibility

This will be an in-house project and will be created without the use of any third parties. This will result in no political repercussions. However, within the hierarchy of Siemen's, it will allow for more frequent and more accurate communications to be established between all parties.

MANAGEMENT ISSUES

Team configuration and management

Back Office Logistics will use Christy Folsom and Don Carrier for the creation of Philos Assist, under the supervision of David Sampson. Once all testing has been completed, Christy and Lori Shelton will organize the departmental training sessions with the Customer Support team.

Communication plan

Prior to initial tool creation, two meetings need to be held to gather the specific needs of the stakeholders. The first meeting will be with the manager of the phone representatives, Dana Bowman. The second meeting will be with Toylin Saults and Gail Alexander who are over the Specialists such as the Order Entry team and RuggedCom


representatives. Each group has different needs, and may have additional requirements Workflow is not be addressing presently. After testing and initial roll out, a second round of meetings should be held to gather feedback. Any additional adjustments can be made at this time. Tables pertaining to profit centers are only updated once a year. When Workflow is updated, Philos Assist will be provided with the exact some information for consistency.

SCHEDULE

Ø Week of May 25th – Interview Customer Support key stakeholders Ø Week of May 31st – Design and Create Philos Assist tool Ø Week of June 7th – Use test group to find errors in tool Ø Week of June 14th – Update the tool based on the test group feedback Ø Week of June 21st – Train the Customer Support team on the proper usage of Philos Assist Ø Week of July 8th – Implement the new tool

WEEKLY LOG

Week 1 – Christy wrote the information to fill in the outline given. Misty arranged the information into the correct format and added color to the document. Nicky used the milestone document to create the Power Point. David proof read the final document for any grammatical errors.

Week 2 - Christy wrote more information to fill in the outline after conducting interviews. Misty arranged the new information into the correct format and added color to the document. Nicky used the milestone document to create the Power Point.

Week 3 – Christy created the next round of information to fill in the outline, created the four diagrams, and mocked up a few screen shots of what the tool would look like. The screen shots were later updated. Misty proof read, arranged and formatted the information. Nicky used the diagrams, screen shots, and milestone document to create the Power Point. David created an interface screen shot that was later not used.

Week 4 – Christy revised the diagrams as suggested from the milestone 3 submission feedback.

Week 5 – Each member was assigned a section of the final template to revise, complete and turn back in to be assembled. Misty had the first several pages, David was the next three, and Nicky had all remaining pages. Christy plugged in the new diagrams, filled in any holes left in the template, and created the reference page. Each member contributed to the “Lessons Learned” section. And Nicky created the final Power Point presentation.

CHAPTER 3 - REQUIREMENTS SPECIFICATION


REQUIREMENTS DETERMINATION

Requirements Gathering Activities

Two interviews were held with the target stakeholders to determine system requirements for the Philos Assist project. With Dana Bowman, team lead over the phone representatives, an abbreviated version of an interview outline was used. Dana expressed interest in wanting the US lists to be included in the information for Customer Support.

After the phone representative management interview, a group meeting was held with Toylin Saults (team lead over Specialists) and Gail Alexander (manager of Customer Support) the following day. They also said they wanted to pursue being able to see US list, and added the Credits Specialists need to be able to see the Repair list as they currently do in the Workflow tool.

On May 28, a meeting was held with David Sampson to gain approval for requested additional field to the tool. The request was denied on the basis this information is already available on the Industrial Mall and all employees and customers have access to the iMall. Mr. Sampson wants a slimmed down, simple web interface to relay only the essential information needed.

Requirements Summary

Functional Requirements

• A user needs a search field for part numbers.

• After hitting search, the only information that needs to display is the Part Number, FAGR, MG3, and Lead Time.

Data Requirements

• One table needs to contain the part numbers, FAGR, MG3, and Lead Time.

• The second table will contain the FAGR and the Profit Center.

• After the tables are created, then they need to be converted to SQL. SQL will be used for the web portal.

User Interface Requirements

• Login Screen

• Simple Web Interface


• Email Support

PROCESS MODEL

Context DFD and Description

The Customer Support team fields emails, phone calls, and online inquiries from several sources.


Current System (As-IS) DFD and Description

Currently Customer Support enters a part number in a field of Workflow, hits submit, and a massive amount of information is returned. Only key things are really needed for this group.


Proposed System (To-Be) DFD and Description


The proposed tool will work exactly the same way, but only providing the required information. And the Philos Assist tool will be integrated on the Industrial Mall (iMall) for quick reference.

Conceptual Data Model


THIS IS AN ER MODEL OF THE INFORMATION TABLES UTILIZED.


CHAPTER 4 - DESIGN SPECIFICATION

NARRATIVE OVERVIEW

We are designing, creating, and implementing a web portal for Customer Support to quickly determine the profit center for part numbers, along with a few other specifics they have requested. There will be only two tables. One with the part numbers set to capture partial numbers, the FAGR, MG3 and lead time. The part number would be the Primary Key for that table. On the second table, the Primary will be the FAGR, and the other column with the Profit Center. Once the tables are created, they will be converted to SQL. The web portal will be database driven through SQL.

The web portal will be created on the company’s intranet. The user will use the browser of their choice and go to https://philoassist/login.aspx. Each user will be provided with a username and password. If they forget their username or password, then they can click on a link to retrieve that information. Once logged in, the representative would enter the part number into a single field and hit a search button. All pertinent information will be presented for their use. If the user runs into a problem at anytime, then he or she can click on the link Need Help. A ticket will be sent the help desk.

INTERFACE (FORMS/REPORTS) DESIGNS

Login Screen

https://philoassist/login.aspx


Enter Part Number Screen


Results Page

Industrial Mall Interface Screen


TESTING AND USABILITY ASSESSMENT

Since we already have a functioning tool processing this data, we would test our new system by running queries on the same batch of part numbers. If the data from both Workflow and Philos Assist match, we can move forward. If they do not, we must trouble shoot the error in our tables or logic until they do match. We would prefer to do this during the live test run with the Customer Support team since they are already utilizing Workflow for each call taken or transaction performed.

We get any changes in profit center structure once a year in October. To maintain the integrity between the two systems, both sets of tables will be updated at the same time.

We will be using a parallel installation strategy to ease the Customer Support team onto Philos Assist before Workflow is dismantled. And as explained before, all work is to be performed in house by the same team already maintaining Workflow. This seems like it should be a very smooth transition.

Once all testing has been completed, Christy Folsom and Lori Shelton will organize a series of departmental training sessions with the Customer Support team to minimize impact on phone coverage. Ideally training is held as one large group to ensure each person gets the same information. But since this tool is so similar to the one already in use, smaller training groups should not be a problem. At the end of each session, the participants will fill out a satisfaction survey on the training. Once the system is installed, the representatives can contact customer support.

CHAPTER 5 – IMPLEMENTATION AND MAINTENANCE

IMPLEMENTATION ESTIMATES

Siemens often uses a method called Best Practice Sharing when it comes to costs for services from one department to the next within the same division. Instead of logging hours of work and billing the other department, we are recognized for our efforts from corporate with other methods of reward. The most popular is in the form of a Visa gift card in an amount ranging from $25 to $200. This means Customer Support would not be billed for our services. And most likely since this is not a huge labor intensive project, the three main people on the project would get a $50 gift card each from corporate bringing the total expenditure to $150, not including our hourly pay.


Fees and Costs

ITEM FEE/COST

Labor (20 hrs /$15.00 per hr) $300.00

Optiplex 9010 (2 /$1160.30) $2,320.60

PowerEdge R320 Server $1159.00

Gift Card (3 /$50.00) $150.00

Yearly Maintenance Cost (40 hrs /$15.00 per hr) $600.00

Total: $4529.60 (if all components had to be purchased)

Since Siemens already owns the computers and server, it will lower the implementation cost. It is possible that they will not use the full forty hours each year for maintenance. The total cost for the project will be $1050.00.

IMPLEMENTATION PLANS

Suggested Technology

Once again, since we will using existing workstations and server, this is what we will be using. The workstations specifications are not uniform so there will be variations in performance.

• Dell CPU with a Intel Core i5 processor @ 3.2GHz . The RAM needs to be at least 4 GB but 6 GB is preferred. A 500 GB hard drive will work, but a 1 TB is recommended. The web portal will work best on a Windows 7 64 bit machine. The representatives need a machine built for speed and power. He or she needs to be able to pull the information quickly.

• A Dell Server with at least 16GB of RAM and a 10 TB hard drive with the option to expand the RAM and hard drive space if necessary. We want to make sure there is plenty of space for additional part numbers that will be added in the future. The server needs a lot of RAM so the information can be returned quickly to the representative.


Resource Estimates

We need at least three people to be able to handle updates to the Philos Assist tool, each preferably with previous experience with Access and HTML coding with Java. We have those individuals already in place.

Implementation/Installation Strategy

We will be using a parallel installation strategy to ease the Customer Support team onto Philos Assist before Workflow is dismantled. And as explained before, all work is to be performed in house by the same team already maintaining Workflow. This seems like it should be a very smooth transition.

TEST PLAN

Since this will be a parallel installation, the phone representatives in the test group will be able to run the part number through both the Workflow system and Philos Assist to let us know if they find any discrepancies. Testing will go much faster using Customer Support in real customer situations simply because they process so many calls a day in a variety of scenarios and part numbers.

The computers need to be tested to make sure they can reach the intranet web portal. Once the connection is established, a shortcut can be created on the representative’s desktop. This will give them quick access to the web portal.

To the test the server, a test machine will be used to connect to the device. Also, the server can be pinged to make sure it is working correctly.

Installation deliverables • Training Session – The group will use a computer lab to learn how to use the web portal. • Training Video – A user can watch this video to learn how to navigate the web portal. • User Manual – Step by step guide with instructions on how to use the web portal.


REFERENCES

Bowman, D. (2013, May 22). Interview by C Folsom []. Philos assist requirements.

Hoffer, J. A., George, J., & Valacich, J. (2010). Modern Systems Analysis and Design (6th ed.). Chapters 1,3-11,13-14. Pearson Prentice Hall.

Sampson, D. (2013, May 28). Interview by C Folsom []. Management approval.

Saults, T. (2013, May 23). Interview by C Folsom []. Philos assist requirements.

APPENDIX A: TOP 5 LESSONS LEARNED

LESSON 1 – THE BIG PICTURE

We have learned that to propose in integrated information system, we cannot focus too much on one aspect of the design or we lose focus of the complete system as a whole.

LESSON 2 – DETAILED QUESTIONING REQUIRED

It is sometimes hard to find the pertinent information needed for the system design from managers and employees. Some are vocal and some are not.

LESSON 3 – SIMPLE IS NOT ALWAYS BEST

We learned that sometimes just a database is not the best fit for a company’s needs. With a simple web interface, things can run soother between a client and customer support. After the addition of a new web interface, the company is now able to run more securely and efficiently than ever before.

LESSON 4 – TIMING IS EVERYTHING

Management has very limited time for meetings to go over project details, and getting several together at once is a challenge. After the initial interviews, several follow up emails were necessary to nail down details. Follow up interviews would have been better but to stay on the time schedule, emails worked fine for the few remaining approvals required.


LESSON 5 – TRAINING TAKES TIME

When scheduling training sessions, we neglected to factor in the fact it is summer and several people are taking vacations. This means smaller follow up sessions will have to be held up to two weeks after the initial roll out sessions to get face to face instruction out to each member of Customer Support.

48 Misty Gilbert’s Portfolio FINAL INSTRUCTIONS: INSTALLING & OPERATING A BLU RAY PLAYER YOUTUBE VIDEO LINK- HTTP://YOUTU.BE/DZRE5BMDCR0

PARTS:

• 3 ft. HDMI Cord • Magnavox Blu-Ray Player NB500MG9 • Power Cord (included) • Toshiba Regza LCD Television • Blu Ray Disc

INSTALLATION INSTRUCTIONS:

1. Place Blu Ray player in desired location within 3 feet of television and a power outlet.

2. Locate the “HDMI Out” jack located on the back side of the Blu Ray player.

3. Once you have located the “HDMI Out” jack on the back of the Blu Ray player, plug in either end of the HDMI cord into the “HDMI Out” jack.


4. When you have completed step three, locate the “HDMI In” jack found on the back of the television. **Please note there are often multiple “HDMI In” jacks. In this event, you can place the HDMI cord in any available “HDMI In” jack, be aware of the label on the “HDMI In” jack for reference when switching from television to Blu Ray.

5. Now that you have located the “HDMI In” jack on your television, plug the remaining end of the HDMI cord into the “HDMI In” jack.

6. Locate the “AC In” jack on the back of the Blu Ray player.


7. Now take the Power Cord which came with the Blu Ray player and plug the end of the cord that has the plastic prongs into the “AC In” jack on the back of the Blu Ray player.

8. You are now ready to plug the metal prong end of the Power Cord in the wall socket or power strip outlet.


OPERATING INSTRUCTIONS:

1. Power on both the Television (side of the television or on remote) and Blu Ray player (front of Blu Ray player or on remote).

2. Open the Blu Ray player’s tray by pressing the eject button (beside tray) on the front of the Blu Ray player or on the remote for the Blu Ray player.

3. Once the tray has ejected, place the Blu Ray disc into the tray picture side up and push eject button (beside tray) to retract tray back into the Blu Ray player.

4. Find the “Input” button located on either the right side of the television or on the television remote.

5. Press the “Input” button and arrow down to the HDMI input which you have connected to your Blu Ray player to and select.

6. You are now ready to play your Blu Ray disc. The disc may take a few seconds to load. When the disc has loaded the menu will prompt you when you can play the disc by hitting enter on the Blu Ray remote. DRAFT: INSTALLING & OPERATING A BLU RAY PLAYER

PARTS:

• 3 ft. HDMI Cord • Magnavox Blu-Ray Player NB500MG9 • Power Cord (included) • Toshiba Regza LCD Television • Blu Ray Disc

INSTALLATION INSTRUCTIONS:

• Place Blu Ray player in desired location within 3 feet of HDMI ready television and a power outlet.


• Locate the “HDMI Out” jack located on the back side of the Blu Ray player. • Once you have located the “HDMI Out” jack on the back of the Blu Ray player, plug in either end

of the HDMI cord into the “HDMI Out” jack. • When you have completed step three, locate the “HDMI In” jack found on the back of the

television. Please note there are often multiple “HDMI In” jacks. In this event, you can place the HDMI cord in any available “HDMI In” jacks. You will need to be aware of the label on the “HDMI In” jack for reference when it is time to switch from TV to your Blu Ray player.

• Now that you have located the “HDMI In” jack on your television, plug the remaining end of the HDMI cord into the “HDMI In” jack.

• Locate the “AC In” jack on the back of the Blu Ray player. • Now take the Power Cord which came with the Blu Ray player and plug the end of the cord which

has the plastic prongs into the “AC In” jack on the back of the Blu Ray player. • You are now ready to plug the metal prong end of the Power Cord in the wall socket or power

strip outlet.

OPERATING INSTRUCTIONS:

• Power on both the Television (side of the television) and Blu Ray player (front of Blu Ray player). • Open the Blu Ray player’s tray by pressing the eject button on the front of the Blu Ray player or

on the remote for the Blu Ray player. • Once the tray has ejected, place the Blu Ray disc into the tray and push tray back into the Blu Ray

player. • Find the “Input” button located on either the right side of the television or the television remote. • Press the “Input” button and arrow down to the HDMI input which you have connected to your

Blu Ray player to and select. • You are now ready to play your Blu Ray disc. The disc may take a few seconds to load. When the

disc has loaded the menu will prompt you when you can play the disc by hitting enter on the Blu Ray remote.

INSTRUCTIONS REFLECTION My first subject was a 23 year old male. I was able to film him using my instructions which

produced favorable results. Subject one was able to follow the instructions without coming

across missing or questionable step. The video can be found at this YouTube link:

http://youtu.be/dZre5BMdcr0.

My second subject, I was unable to film. Subject two was a 48 year old female. She was able to

follow the installation and operation instructions fairly well. She was, however, slower at

locating some of the landmarks on the installation instructions. After witnessing this, I decided

http://youtu.be/dZre5BMdcr0


that my installation section was in need of some pictures to help with identification. The

addition of pictures to the instructions made it much easier for my subject to locate the listed

landmarks.

I made a few minor changes to some of my phrasing. These changes made my instructions

clearer and easier to follow for subject two. I also added spacing between the steps. The

spacing improved the eye flow over the paper.

Overall, I found my instructions to be fairly easy for my subjects to read and apply. I believe I

was able to demonstrate my skills as a concise and comprehensible communicator.

55 Misty Gilbert’s Portfolio Vi

deo

Stre

amin

g Pr

opos

al

Misty Gilbert |Blockbuster Video 1960 W Andrew Johnson Hwy Morristown, TN37814

Blockbuster Video Streaming Proposal for Parent Company Dish Network

Date Services Performed By: Services Performed For:

February 18, 2013 Misty Gilbert |Blockbuster Video 1960 W Andrew Johnson Hwy Morristown, TN37814

Dish Network 9601 S Meridian Blvd. Englewood, CO 80112

Purpose The purpose of this proposal is to radically improve the technological aspects of Blockbuster Video in order to service the community more effectively. Streaming and app technologies are to be the main focus of my proposal.

Summary Blockbuster Video has been facing finical turmoil over the past few years which lead to bankruptcy in 2011 (Graser, 2013). Since Dish Network acquired Blockbuster Video, sales have continued to decline resulting in the closure of all but 500 United States stores (Graser, 2013). One major contributor to the downfall of what once was a thriving video empire is Blockbuster Video’s inability to keep up with technological advances in the entertainment arena. In order for Blockbuster Video to become viable again, there is a need to invest in streaming and apps for smart media. As a student of information technology at King University, I understand the need for advancement in technology. Therefore, I propose Blockbuster Video start a subscription streaming program complete with apps offered for smart devices which will prove efficient, convenient to clients, and lucrative.


Introduction Blockbuster Video has fallen “victim to the download revolution” (“DVD Rent Chain Set to Slash 760 Staff”, 2013). Studies show that 55 percent of homes in the United States are now relying on some type of streaming service to view movies and television programs (Snider, 2013). This is an increase from last year’s figures by six percent (Snider, 2013). Internet ready televisions, Blu Ray players, and other smart media in American households are anticipated to increase within the next year by seven percent (Snider, 2013). With the projected increase of net ready televisions and video devices, there is an expected growth for subscription streaming video services from 2012’s $37 billion to $67 billion within the next four years (Snider, 2013). The only streaming service currently offered from Blockbuster Video is exclusive to Dish Network subscribers as a paid on-demand service. While Netflix subscribers alone stand at 33million (Umiastowski, 2013), Dish Network subscribers are a mere 14 million, which do not all opt for the additional Blockbuster at Home streaming fee (Snider, 2013). Clearly, Blockbuster stands to increase profits by getting in the streaming game.

One company which has brought Blockbuster Video down to its knees is Netflix. Netflix began as a mailer service and evolved into an OTT service which stands for ‘Over the Top’. OTT service means that your video comes in over top of your internet service broadband (Umiastowski, 2013). Within the next ten years, OTT is expected to replace cable and satellite television (Umiastowski, 2013). Netflix has been able to crush Blockbuster Video by staying current with technology and investing in the next steps technology is taking (Uniatowski, 2013). Netflix founder, Reed Hastings, began investing in OTT technology in 1998 which is nine year before he was able to initiate his OTT service. Now, Netflix as a company is up by 200 percent, mainly due to constantly reformulating itself over the course of the past five years (Umiastowski, 2013). This growth and development has placed Netflix as the dominate name in the steaming industry (Umiastowski, 2013). While Netflix has experienced growth and a profit of $8 million over recent months (Umiastowski, 2013), Blockbuster sales have fallen 24 percent (Graser, 2013). During the fourth quarter, Blockbuster Video also experienced a decline in video store membership (Yu, 2013). If Blockbuster is to see any profits in the future, it is paramount that we start investing in the next steps in streaming and app services. We need to knock Netflix down and regain our status as the dominate name in video service.

Another video retailer Blockbuster Video must look out for is Redbox. Like Netflix, Redbox has been detrimental to the Blockbuster empire. Now, Redbox is evolving and leaving Blockbuster Video in its dust. Redbox revealed they are testing a beta version of streaming called Redbox Instant (Fernandez, 2012). Redbox will now be able to compete with Netflix, while Blockbuster is yet again


setting on the bench. If Blockbuster Video does not jump in this game now and develop an OTT service complete with apps, our company will have no future.

Proposed Programs Subscription Video Streaming Netflix has 19 million more subscribers than Dish Network. (Snider, Umiastowski, 2013). On top of the gap in subscribers, not all Dish Network subscribers subscribe to Blockbuster at Home. We need to instate a subscription video streaming service to the public. We can capitalize on Blockbuster at Home by expanding our streaming availability.

Since we currently have our own website which is set up for browsing our inventory and limited streaming, the transition to a publically available subscription service should be a smooth one.

Subscription Video Services

Customer Fee Services

Netflix $7.99/month Movie/Television Series

Redbox Instant

$8/month Movie/Television Series

Hulu Plus $7.99/month Television Series

Blockbuster at Home

$10/month Movies/Television Series Exclusively to Dish Network

Figure: Current Subscription Video Streaming Services


Media Streaming App Update & Development Blockbuster Video currently has an app available in the app market. However, this app has not been updated in three years. Along with the lack of maintenance to the app, there has been an outcry of disgruntled customers in the review section. We need to update this app immediately. If the app is not updated, Blockbuster will continue to upset loyal customers and develop a bad reputation for service.

Figures: iPhone App Store, 2013

In addition to updating the current Blockbuster app, we need to take the app to the next level. That next level is instant streaming. The app needs to include the ability to stream from the customers’ smart phone, television, and/or media device. Netflix, VUDU, Hulu, and Redbox Instant have apps which allows their customers the ability to stream anywhere.


We need to take care of our existing app customers by making the proper updates. Then, we must continue to develop on the app by adding instant streaming. We can both retain and gain customers through our customer service and technological advancements.

Qualifications & Experience Since having graduated from Walter State Community College, I have been perusing my BS in

Information Technology at King University. I feel that earning my BS in Information Technology

will prove invaluable to Blockbuster Video. As Blockbuster Video steps up to the future of video

streaming, I will be better able to adapt to the technologies which lie ahead. Having a degree in

Information Technology will give me an upper hand with advancing technologies within the

company, such as HTML web design and C++ programming. I am expected to graduate this

December and currently on the Dean’s list.

In addition to my knowledge of technology, I have had over five years experience in the video

entertainment industry. At FYE, I worked as an assistant manager for five years. During my time at

FYE, I was trained on many different computer programs many of which I used to apply to sales

and advertising. In addition to my computer training, I was trained on all current electronics in the

movie and music industry. Over the past seven months, I have been working for your company as a

shift leader. During my time with Blockbuster Video, I have not only maintained my sales, but I

have exceeded them. On top of my own accomplishments with Blockbuster Video, I have been able

to oversee that my staff has maintained all sales goals as well.

I would like to take my future degree and experience with Blockbuster Video to the next level. I

think it is time Blockbuster Video starts using today’s technology in streaming and apps to build the

company back up to where it use to be. Therefore, I stand by my proposal and believe whole


heartedly investment into developing Blockbuster Video’s own streaming and apps is key. I also

believe, I would be an asset to the development team.

Budget Since we currently have an available app and website, the only additional cost will be the labor cost of an IT team.

Schedule This commitment will be performed on a time and resources basis. This figure is a schedule for completion of the task at hand based on an IT team of 5 to 7 people.

Task Description Timeline Update Current App February Develop a Beta Test for Subscription Streaming

February - April

Launch New App for Streaming April

Upon completion of this Blockbuster Video will be able to confidently compete once again in the video entertainment field.

References Fernandez , Bob. ( 2012, December 13). Redbox Instant to offer movie streaming. The Philadelphia

Inquirer, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=5785-SDS1-JC3R-B1XV&csi=247189&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Graser, Marc. (2013, January 22 ). B'buster stores cut. Daily Variety, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57JN- VNY1-DYTV-G0N0&csi=140595&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true


Snider, Mike. (2013, January 31 ). One in 4 homes now Netflixes; Love of streaming video fuels gains. USA TODAY, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57MM- 1JK1-JC8N-K46P&csi=8213&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Umiastowski, Chris. (2013, January 29). A thriller with a happy ending; Yes, Netflix is risky, but investors are likely to be well rewarded for betting on video streaming giant. The Globe and Mail (Canada), Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57M6- G0H1-JCRP-C018&csi=303830&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Yu, Roger (2013, January 24). New customers boost Netflix; Company surprises with $8M profit. USA TODAY, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57K4- 7581-JC8N-K0DK&csi=8213&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

(2013, February 7). Blockbuster, Inc. Entertainment App., Retrieved from Apple iPhone App Store.

(2013, January 20). DVD rent chain set to slash 760 staff. The Sun (England), Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57J9-6P21- DY9P-N36V&csi=234674&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true


Blockbuster Video Streaming Final Report

To: Dish Network

From: Misty Gilbert

Date: December 10, 2013

Subject: Final Project Report: Blockbuster Video Streaming


Executive Summary

Blockbuster Video has been struggling for some time now to keep its head above water. In 2011, Blockbuster Video filed for bankruptcy and was then acquired by Dish Network (Graser, 2013). Even under new management Blockbuster Video has continued on its path to financial ruin resulting in the termination all but 500 stores within the United States (Graser, 2013). This once thriving video chain has fallen victim to the technological revolution, as first seen with video vending kiosks such as Redbox and now with subscription video streaming services like Netflix. For Blockbuster Video to become lucrative again, we need to invest in cutting edge technologies in video streaming and app services. We need to offer a hybrid subscription video streaming and video on-demand service while at the same time improving on our apps’ abilities and availabilities. According to my findings, these steps will be effectual, convenient for customers, and profitable to Blockbuster Video.


Contents Executive Summary .................................................... 64

Contents..................................................................... 65

Introduction & Problem Statement............................. 66

Findings ........................... Error! Bookmark not defined.

Implemtation & Recommendations .............................. 3

References ................................................................... 3

Contents Executive Summary ..........................64

Contents ...........................................65

Introduction & Problem Statement ..66

Findings ..............................................4

Implemtation & Recommendations ...9

References........................................10


Introduction & Problem Statement

Technology in entertainment is an ever evolving thing. People are simply not watching movies and television in the same ways they once were. Unfortunately, Blockbuster Video has not kept up with the latest trends in video viewing. It seems as though Blockbuster has taken a hit from “the download revolution” (“DVD Rent Chain Set to Slash 760 Staff”, 2013). Home streaming services are becoming the norm, with 55 percent of households in the United States alone opting for movies available at their fingertips as opposed to the old trip to a brick and mortar video store (Snider, 2013). This is an upsurge in growth from the past year’s figures by six percent (Snider, 2013). There is also an anticipation of a sales increase in televisions, Blu Ray players, and other smart media devices with built in internet capabilities by seven percent within the next year (Snider, 2013). Naturally, with this increase in internet ready viewing devices, there is an expected increase in subscription streaming video services in the net worth of $67 billion over the next four years which is an increase of $30 billion from 2012’s numbers (Snider, 2013). Currently, the only streaming service obtainable from Blockbuster Video is limited to Dish Network subscribers as a paid on-demand package. Dish Network has 14 million subscribers, who may or may not opt to include the Blockbuster@Home video streaming service (Snider, 2013). This, however, is staggering when compared to Netflix subscribers which alone stand at 33 million (Umiastowski, 2013). Undoubtedly, if Blockbuster Video does not increase the availability of the streaming service, there will be a larger profit loss.

One of Blockbuster Video’s largest contenders is Netflix. Netflix is what is known as an ‘Over the Top’, or OTT, service meaning that the video comes though over the top of a person’s broadband internet service (Umiastowski, 2013). Now, Netflix did not start out as an OTT service, it was originally a mailer service. Unlike Blockbuster, Netflix realized the need to evolve with video technology in order to keep their business thriving. Netflix always keeps a step ahead my investing in developing video technology to ensure their company is on the cutting edge of the trends to come (Umiastowski, 2013). This is a good step for Netflix because over the next ten years, OTT services is likely to replace cable and satellite all together which is consequently bad news for Blockbuster Video and parent company Dish Network if the company continues not to invest in new technologies (Umiastowski, 2013). Reed Hastings, who founded Netflix, took a visionary stance with his company in 1998 by investing in OTT service technology which he was unable to implement until 2007 (Umiastowski, 2013). With Netflix constantly revamping their technology, the company is now up 200 percent and holds the title of the number one name in the


streaming industry (Umiastowski, 2013). Blockbuster Video which was once a top name in video rentals, has fallen in sales by 24 percent (Graser, 2013) and experienced an overall decline in free memberships during the fourth quarter (Yu, 2013). So, if Blockbuster Video is to see any kind of growth in sales and revenue in the future, we are going to have to start thinking like the competitors and invest in streaming and app services.

Redbox is another competitor that Blockbuster is losing money too. Redbox is a type of vending machine that a customer can go to day or night to pick up a video and then return it to any Redbox vending machine of their choice. The customer can even download an app onto their smart phone to browse titles at any Redbox location. The app even allows the customer to reserve a movie to ensure it will be available once the customer arrives to the location. Redbox is taking things a step farther by introducing their own OTT service known as Redbox Instant (Fernandez, 2012). This means that Redbox will continue to be able to compete with Netflix, while Blockbuster continues to lose money and close stores. So, if Blockbuster Video is to thrive in this market, we need to invest in development of an OTT service with apps.

The problem is simple, Blockbuster is operating with old technology. We need to drastically advance the technological features of Blockbuster Video in order to service the customer more efficiently. Therefore, OTT development and app advancements are the remedy to the problem.

Findings

As previously stated, the only subscription video streaming service offered by Blockbuster Video is Blockbuster@Home through Dish Network. This video streaming service reaches a very narrow audience when compared to Netflix, which alone has 19 million more subscribers than Dish Network subscribers, who do not always sign up for Blockbuster@Home (Snider, Umiastowski, 2013). The only public streaming option Blockbuster Video is offering is an online video rental service known as Blockbuster On Demand. However, most movies available as an individual streaming rental are already available on a subscription video streaming service. Most people tend to opt for a monthly subscription for about $8 a month and waiting on the new releases to show up in their stream or they pick up that new release at a Redbox for $1.20 as opposed to paying a rental fee of $3.99 for a new release or $2.99 for an older film which you have limited time with. Even if a person choses to rent on Blockbuster On Demand, its only obtainable on limited devices. So, we need to instate a subscription video/on-demand service to the public while continuing to improve on our app availability.


Subscription Video Streaming

The chart below shows where Blockbuster Video stands amongst other OTT service providers in both services and customer cost.

Subscription Video Services Customer

Fee Services

Netflix $7.99/month Movie/Television Series

Redbox Instant $8/month Movie/Television Series

Hulu Plus $7.99/month Television Series

Blockbuster@Home $10/month Movies/Television Series Exclusively to Dish Network

Figure: Current Subscription Video Streaming Services

As you can see, Blockbuster not only has a limited audience, it also has the highest cost. Why would Dish Network customers tack on Blockbuster@Home for $10 per month when they could sign up for Netflix or Redbox Instant at a cheaper price for basically the same service?

To give Blockbuster Video an edge over the competition, we can implement a subscription video and on-demand streaming hybrid service available to the public. This way we would gain customers who are interested in streaming video at one low monthly cost while having a pay by the movie on-demand option for new releases. This is a feature that is not offered by the major competitors, Netflix or Redbox Instant.


Blockbuster Video has been a trusted name in home video entertainment for years. This brand recognition can be both helpful in building our clientele with the new subscription and on-demand streaming service as well as making licensing deals with the major movie studios. I suggest, we target up and coming independent movie studios for cheaper first run movie licensing agreements. This way Blockbuster video will be able to offer newer movies in the subscription stream. As far as major studio first run movies, we can look into licensing agreements for on-demand rentals. Since Blockbuster Video in the past has been able to secure deals with major movie studios, we may be able to include some exclusive new release to the subscription video stream. This would allow Blockbuster Video to out shine other OTT services.

Subsequently, we do have our website www.blockbusternow.com fully loaded with movie titles. This would allow us to have a smooth transition into a subscription video streaming service because we already have films loaded with descriptions. Not to mention, those who are already familiar with Blockbuster On Demand would be able to navigate the site with ease.

When I did my initial proposal, Blockbuster Video only had one app available in the smart phone/tablet app markets. This app had not been updated in three years nor did it possess the ability to stream video. As you can imagine, this lack of maintenance outraged those with the app. I am happy to say that the Blockbuster app, which is mainly used for the mailer service, has been updated. What I am not happy about is the app is still not working properly. This leaves our mailer customers with little confidence in our ability to provide them with a quality home streaming service should they decide to start a video streaming subscription.

http://www.blockbusternow.com/


Figure: Blockbuster App’s Rating and Reviews

Blockbusters Video’s new app for Blockbuster On Demand does have a slightly higher rating than the older app, but it still has a lot of upset customers. Most of the reviews that have been written are in the negative about the quality of the app and the cost of the rentals. Again, we as a company must make these smaller improvements to our existing products in order to maintain confidence with our customers.


Figure: Blockbuster On Demand App’s Rating and Reviews

Blockbuster Video also needs to make the steaming app available on all streaming devices. Currently, you can only get the app on limited device. Samsung is the only smart television and blu ray players which the app comes standard on. While apps for Netflix and VUDU come standard on nearly all streaming devices. This will allow us to reach more homes if we can be included as a standard app on smart media devices.

Feasibility Analysis

Streaming Delivery Feasibility

It is estimated that for a company like Netflix to distribute a video stream, they are paying about $.03 per gigabyte (Rayburn, 2009). The average two hour movie streaming in standard definition takes about 1.8 gigabytes while a high definition movie streams at 3 gigabytes (Rayburn, 2009). So, averaging the length of the film and the bitrate, the cost to deliver a movie in standard definition is around $.06 while a high definition movie cost around $.09 (Rayburn,2009). Also keep in mind that the bitrate on computers are lower which makes streaming to computers and laptops even cheaper. When we compare the streaming delivery cost to the cost per disc through the mailer site, there is a clear


advantage with postage currently at $.92 for First Class Flat packages. Not to mention, streaming would eliminate the cost of having to replace defective, lost, or stolen disc. Therefore, subscription video and on-demand streaming will save Blockbuster Video $.83 per movie on delivery allowing for a phasing out of the mailer program while consequently saving thousands of dollars per year in defects.

Licensing Feasibility

Licensing fees are another consideration when analyzing cost and profit. Licensing fees can very vastly. They can range from a few cents per viewing to $4 per viewing (Rayburn, 2009). While other licensing agreements are for a flat fee per movie, a fee for each time a movie is played, or even a onetime rate for a definite number of views (Rayburn, 2009). If Blockbuster can secure agreements with the major movie studios for older content and lesser known studios for their newer releases for a low cost at unlimited plays, we can charge the customer a reasonable monthly fee for streaming. You may be wondering will the low customer cost generate a profit when considering licensing fees, and the answer is yes. When we compare Blockbuster Video to Netflix, we see that Netflix is growing and prospering while Blockbuster Video is continuing to shutdown stores and lose money. Netflix shares have tripled to $354.99 and a third quarter revenue of $1.11 billion (Stelter, 2013), whereas Blockbuster Video went bankrupt in 2011 and has continued to lose money since being acquired by Dish Network (Graser, 2013). So, it is clear that subscription video streaming is profitable and our service will look more attractive with an on demand rental feature.

Report on Implementation & Recommendations

In conclusion, my recommendations for implementation are as followers:

Ø Update Current Apps Ø Improve Apps and Availability On Home Smart Devices Ø Securing Licensing Deals Ø Subscription Video Streaming and On-demand Service with App Beta Test Ø Launch New Subscription Video Streaming and On-demand Service Ø Offer Free Credits for Initial Sign Up

First, we need to update current apps which will restore our customer’s faith in our ability to take on new technology and provide quality service. Once we have our apps running properly we need to make them more available to smart televisions and home streaming devices. After the apps are in place, we


need to begin securing licensing deals with both major and independent movie studios in order to set up our subscription streaming service. When we have the deals signed with the movie studios, we need to develop a Beta Test for the subscription video streaming and on-demand service as well as a new streaming app. This way we will have all the bugs worked out before a public release. Once the Beta Test is complete, we can launch the new subscription video streaming and on-demand service. For initial customer sign ups, we can give out five free on-demand credits. This will give the customer a chance to sample how the on-demand feature works and will give them the feeling that Blockbuster is giving back.

References

Fernandez , Bob. ( 2012, December 13). Redbox Instant to offer movie streaming. The Philadelphia Inquirer, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=5785-SDS1-JC3R-B1XV&csi=247189&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Graser, Marc. (2013, January 22 ). B'buster stores cut. Daily Variety, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57JN- VNY1-DYTV-G0N0&csi=140595&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Snider, Mike. (2013, January 31 ). One in 4 homes now Netflixes; Love of streaming video fuels gains. USA TODAY, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57MM- 1JK1-JC8N-K46P&csi=8213&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Umiastowski, Chris. (2013, January 29). A thriller with a happy ending; Yes, Netflix is risky, but investors are likely to be well rewarded for betting on video streaming giant. The Globe and Mail (Canada), Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57M6- G0H1-JCRP-C018&csi=303830&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Rayburn, Dan. (2009, June). Stream This!: Netflix’s Streaming Costs. Streaming Media Magazine, Retrieved from http://www.streamingmedia.com/Articles/Editorial/Featured-Articles/Stream-This!-Netflixs-Streaming-Costs-65503.aspx


Yu, Roger. (2013, January 24). New customers boost Netflix; Company surprises with $8M profit. USA TODAY, Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57K4- 7581-JC8N-K0DK&csi=8213&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true

Stelter, Brian. (2013, October 23). At Netflix, subscribers and shares keep climbing; Executives voice caution against 'euphoria' after strong quarterly figures. International New York Times, Retrieved from www.lexisnexis.com/hottopics/lnacademic

(2013, October 24). Blockbuster. Blockbuster, Inc. Entertainment App., Retrieved from Apple iPhone App Store.

(2013, October 24). Blockbuster On Demand. Dish Digital L.L.C. App., Retrieved from Apple iPhone App Store.

(2013, January 20). DVD rent chain set to slash 760 staff. The Sun (England), Retrieved from www.lexisnexis.com/hottopics/lnacademic http://www.lexisnexis.com.ezproxy.king.edu/lnacui2api/api/version1/getDocCui?lni=57J9-6P21- DY9P-N36V&csi=234674&hl=t&hv=t&hnsd=f&hns=t&hgn=t&oc=00240&perma=true


Student Self-Evaluation BTech Final Project Words 2585 (includes ref. pg) Drafts 2 Who is your audience (be specific!)? Dish Network (owner of Blockbuster Video) What is your purpose? To implement a subscription video streaming service. PREWRITING: Describe the kinds of prewriting you did. The prewriting done for the final project included a rough outline of the paper. I also read several articles to which I would take down notes and write a summary of what I read. Once I had the paper together I emailed my mentor a copy of the draft. My mentor was pleased with my work, so I had minimal changes to make for the final paper. OUTSIDE REVIEWERS: Describe the amount and kinds of advice/help you have received on this report. Whom did you consult? Once I had a draft ready, I let some of my family members and peers review my work. I also allowed my store manager at Blockbuster Video review my work on how to improve the company. After getting insight from by family, peers, and manager, I made correction and emailed the draft to my mentor, Nick Edwards. HOW HAVE YOU INSURED THAT YOUR PROJECT IS PROFESSIONAL IN TONE AND STYLE? I followed all the guidelines for the project. I also made sure all that helped me to edit and review the paper was aware of the need to maintain a profession tone and style. FORMAT: Have you followed the report format prescribed on the assignment sheet? Yes, I followed the assignment sheet’s request for a memo format, APA documentation, 2000-2500 word count, and font guidelines. EDITING: What grammar points or punctuation did you pay attention to as you wrote this report?


I was mindful of all grammar rules while writing. I paid attention to comma usage, punctuation, and spelling. STRENGTHS: What are the strengths of your solution to the identified problem? Why do you think so? I think my strengths are in my research. I looked at not only Blockbuster Video, but I was also looking to its competitors. I think my research into Netflix and Redbox’s business models allowed me to make my argument for a need to invest technology because in the long run it will allow Blockbuster to once again experience financial success. My research also allowed me to have an estimate on the cost to the company to stream video and attain licensing agreements. I believe having this information gives my proposal a more legitimate solution. WEAKNESSES: What part of your solution may be a weakness? Why? Due to the Blockbuster Video being in bankruptcy, my solution may be too farfetched because the company would have to have the money to invest. FEEDBACK: What kind of feedback do you want? I would hope for positive feedback. This is a large project to take on for a company that is not finically stable. My Blockbuster store manager did agree with what I had to say in my final report. He was impressed the amount of knowledge I had about the company as a whole. He also liked that I had technical information about video streaming and the cost to be customer verses the cost to the company. I would love to see Blockbuster Video make these changes because it has been a trusted name in home entertainment for years. DOCUMENT DESIGN: Comment on the “graphic design” of your document. Since I was writing this report for Blockbuster Video, I wanted to have a fun and colorful design to compliment the foundation of the business, entertainment. The bright colors and positive


images were used to give the feel of hopefulness. Blockbuster video has had a lot of down falls over the years, so I wanted this to have a very color and positive feel.


Reflective Survey Questions for the BTech Portfolio and Assessment Please respond to these questions either in separate paragraphs, or you may choose to write a single essay that addresses these questions. Please do not feel the need to repeat any information you have already included in the letter of transmittal. Thank you for taking this part of the program seriously. We believe that it is the reflective process that takes the hands-on experience and the theoretical parts of your learning and makes them yours forever. Remember to spell-check and edit your responses.

1) Walk the reader through each of your artifacts in the portfolio in order telling us what you learned from completing each one. The first artifact which was included in my portfolio is the cover letter and resume. The cover letter and resume are important because they are both articles which express my ability to manage employees and my dedication to learning. Therefore, by including the cover letter and resume, I am giving my audience an insight into who I am professionally. The second artifact included in this portfolio is the database project. In the database project, I am able to show my experience with the program Microsoft Access. Not only does this artifact allow me to demonstrate my knowledge of the popular database creating software, but it also speaks to my ability to work with a team to create a project. The third artifact also shows that I am a team player. In this artifact my team worked on a system design project. While working on the system design project, I learned how to implement a simple web interface to relay pertinent information to the customer support team of a major company. Which in turn, will keep information secure while allowing operations to run smoothly. The fourth article is a website design project. The website design project is an article which I chose to be included. This website is from our first class of the BTech program which was turned into an online class. At the time I had little to no experience in the computer field and was very concerned that was in over my head after our first meeting. I stuck with it and realized through this class that I was capable of figuring things out. So, this project gave me the courage I needed to succeed at King University. The fifth artifact is the written instructions project. I included the written instructions project because it gives my audience a chance to see what an effective communicator I am. Communication is a very valuable skill to possess and this assignment gave me a chance to develop my written communication skills. In my sixth artifact I was to address a technical problem in my work place and propose a solution through a proposal letter. My proposal was for Blockbuster Video to implement a subscription video streaming service. This article allowed me to hone my research skills in a work environment while also learning a great deal on video streaming and how important it is to keep up will advancing technologies in order to have a thriving business. The proposal letter is also important to include because it is the foundation of the seventh artifact which is included in my final


portfolio. The seventh artifact is the final project. In the final project, I continued to build on my work in the proposal letter in order to provide a solution to my workplace problem. During the completion of the final project, I learned how companies, such as Netflix, have thrived in the changing home entertainment arena through constantly advancing and investing in their technologies. I also learned a great deal about how video streaming actually works as far as bitrates of film, cost of streaming delivery, and how licensing agreements work. I believe these seven artifacts exhibit my growth and knowledge in the BTech program.

2) Which of the pieces in the portfolio was the most challenging and why? Explain how you overcame the challenges with this task. I believe my proposal letter and final project to be the most challenging pieces of the portfolio. It was particularly challenging because video streaming is a very complex subject. I was hard pressed to find information on the technical cost of streaming. I did however find some articles dealing with this subject matter. Once I got the concepts of transfer rates in relation to actual cost per gigabyte, I felt more confident in my original proposal. This allowed me to have a more effective feasibility analysis in my final project. However, I was unable to implement my proposal. Due to the financial loses Blockbuster Video has suffered over the past few years, all the remaining stores are in the process of shutting down. Blockbuster Video is now a thing of the past. I cannot help but think of how this video empire could have continued to thrive had the company been more diligent in researching trends in customer viewing and advancing technologies.

3) Write about the artifact which was not required, the one that you chose for the portfolio.

Why this one? What do you think potential employers might learn about you from this artifact? The artifact that I chose is the website design project from our first web design class. This is the project I am proudest of. To me, the website design project represents my ability to problem solve and work independently. I had no prior experience with computers before joining the BTech program. I was very concerned after the first class meeting, when I learned this would be entirely online. I was very afraid that I would be unable to learn HTML from home. At this point, I did not know any of my classmates to call for help. I knew it was up to me to make this class work. I stuck with the class and proved to myself that I could do this, which turned out to be quite a confidence buster. I did spend a great deal of time at my kitchen table diligently reading the textbook and other materials on the subject. By the end of the class I had developed a website that I was proud of. I think this website design project shows potential employers my ability to work with HTML, design a visually pleasing website, and my ability to work independently.


4) Tell the reader about your design for your portfolio. How have you tried to make design a part of the presentation? What would you hope a potential employer might think when looking at your portfolio? My physical copy of the portfolio is very colorful and uniform. I believe it shows potential employers my creative style through using special templates for my database project, system design project, proposal letter, and final project. Each tab contains the same green color scheme which makes everything uniform and colorful. Unfortunately, the online version of my portfolio is a little different since, I used special paper to print out my work which gave it a subtle burst of style which was used throughout. For my presentation, I used the same color scheme and similar templates to what was used in the portfolio. Hopefully, potential employers will be able to look through my portfolio and see that I have a clean creative style as well as my knowledge and abilities in the IT field.

5) Finally, as you, yourself, look over your work during this program as represented by the portfolio, what are the “take-aways” for you? In other words, what realizations do you have about yourself as an IT professional, a learner, a designer, as a member of a team, as a person of values, and/or a person with new skills and insights? This list is only to help you think. Feel free to write about insights you may have at this point. This program has certainly taught me a lot, not only about the IT field but about myself as well. There were many times where I would start a class and feel like I was over my head, but time and time again I proved to myself that I could succeed. I had little to no training in computers before starting this program. I now have a good foundation in several aspects in the field of technology. I have certainly learned quite a bit about computer languages such as, HTML, JavaScript, and C++. I enjoyed web design the most because it really challenged me and by the end, I had a website I could show my friends and family. I also really enjoyed the hands on experience in the networking class. I took away a lot of knowledge from that class about cables and connecting networks. I would have enjoyed a few more classes like the networking class. This program has also helped me build on my team working skills. We did a lot of team projects while in the BTech project. This helped me to learn how to assess a person’s skills and delegate task to them. It also gave us a chance to learn from each other. We learned that sometimes there can be multiple ways of doing things such as scripting. This has helped me to build on my troubleshooting skills because it got me to think outside the box about how things can be done. I definitely walked away from our team projects with a feeling of self-worth and greater respect for other opinions and insights.

misty gilbert final portfolio 2013 information technology king university

Documents