ASSESSMENT 1 BRIEF
Subject Code and Title
MIS605 Systems Analysis and Design
2000 words +/ 10%
The Subject Learning Outcomes demonstrated by successful completion of the task below include:
In response to the case study provided, identify the functional and the non-functional requirement for the required information system and then build a Use Case Diagram and document set of use cases.
System analysis methods and skills are of fundamental importance for a Business Analyst. This assessment allows you to enhance your system analysis skills by capturing the business and then functional and non-functional requirement of a system. It helps you in identifying “what” the proposed system will do and “how”?.
Question 1 (10 mark).
Identify all the human and non-human actors within the system. Provide brief description against every actor.
Question 2 (30 marks).
Using the information provided in the case study, build a Use Case Diagram using any diagramming software.
Note: Please make assumptions where needed.
Question 3 (60 marks).
Document all use cases (use case methods). All use cases identified in the Use Case Diagram in Question 2 must be elaborated in detail. Please document each use case using the following template:
Use Case Number
Use Case Type
Base/Abstract (Extends or Includes)
Use Case Name
Associated Data Sources
Associated User Interfaces
Normal Course of Events Using a Flow Chart Diagram
MIS605 Systems Analysis and Design
Among the first stages in case research is to assess actors. An advice owners every type of public entity to interaction between the system (Modern Analyst, 2020). For instance, an application system operation world is made up of users, phones, and initiatives with which process creates. This is recognized as actors with the following characteristics:
Types of actors include:
Identify Candidate Actors for Use Cases
Candidates include types of consumers who will need assistance from of the system, public or private operations, external hardware, software and other structures to carry out tasks and control the project.
Specify every other presidential contender performer by initials and a short outline. Covers the location of accountability of the performer and the priorities that the performer will aspire to accomplish with the scheme (Visual Paradigm, 2020). Disable applicants from actor that have no strategic goals.
In recognizing participants these models are essential:
Actor Identification Process
Primary v/s Supporting Actors
An administrator that considers on the system to achieve one of service providers is the main player of a clinical signs. It has a structure objective – one that its procedure can satisfy. The main character is the performer who activates the usage case, many though not always.
Supporting actors: Supporting actor in an external actor who provides a primary processes under layout in a use case.
Supporting actors can may not have objectives which they anticipate the case to satisfy, the course progresses does have a goal at all moments, and there is an utilization case to fulfill the main actor. This can be a webhost or a global version.
So here are a few questionnaires to support primary and secondary actors' identification:
Who were the biggest actors?
Who are the actors of secondary importance?
Actor role description
Admin: it is human actor which have authenticate of website. The admin is in charge of ensuring that the website operates properly, as well as data transfer, recovery, and upgrades.
System: Choose and schedule their fruit picking visits for a specific farm; one week ahead of time. The farmer approves each schedule requested and then they are notified to the fruit pickers by e-mail and/or mobile text. The system can also be used to "donate."
Customer: It is customer human actor. Fruit pickers may use the website to choose and arrange their visits for fruit picking at a specific farm up to a week in advance.
Product-it is non-human actors which have fruit details
Payment- This information is also given by the farmer at the time of registration, and the farmer gives the fruit pickers an equal amount of fruit as a gift on the farm, depending on how much fruit has been collected.
Farmer: Register on this website of Australian farmers and fruit pickers. The Website also allows for group registration of fruit pickers, while farmers can register on their own.
Within the fresh produce supply chain, the COVID-19 pandemic has far-reaching consequences. While much is being done to ensure supply reliability and consistency at points of sale, there are new costs and challenges to address. The inefficiency arising from the requisite social distancing in orchards and packhouses, rises in logistics costs due to trucks returning empty to their base, additional safety measures, and delays are all contributing to these new costs. Market pressures and product losses are also present. All of this adds to the burden on farmers and traders, as the extra costs aren't offset by higher revenue returns.
Use case Diagram
Cash grain farmers and dairy farmers, for example, have big, well-established markets. They can outsource marketing to established organisations, or they can join independently, form a cooperative, and sell their goods together. Small-scale fruit and vegetable growers often have a harder time finding existing markets, so they create marketing systems that are customised to their specific needs.
COVID19 has had profound economic implications in the Australia, owing in large part to its impact on jobs. Within the food and agriculture sector, these effects pose the greatest threat to the production of labor-intensive crops, such as fruits and vegetables, which require a large number of workers for harvesting and packing. We use econometric models to estimate the effects of COVID19 on fruit and vegetable production, as this pandemic has a negative impact on the agricultural labour supply in the Australia. $16 million in lettuce, $5 million in apples, and $4 million in grapes were among the major crop failures.
Another possible danger for Australian exporters is over-reliance on a single overseas market. If exporters do not have existing commercial ties to other markets, any disturbance in trade to this market will put them at risk. In the short term, the obvious result is a lack of export returns. Despite the risk of losses, dependence on a single or small number of export markets is a fair commercial answer to the premiums paid for Australian goods in those markets. Long-term benefits from those markets can outweigh the potential of short-term losses resulting from potential market fluctuations. The latest coronavirus (COVID-19) outbreak highlights the difficulties presented by dependence on a single market during an important in analyzing.
Seasonal fruits and vegetables are made, but the market needs goods all year. For decades, the issue of balancing commodity supply with market demand was solved in two ways: selling fresh goods during harvest and shortly afterward, and selling pre-packaged products.
The remainder will be manufactured to satisfy demand for the rest of the year.
With advances in technology and increasing customer incomes, it became possible to have fresh produce all year. New tomatoes, strawberries, and sweet corn are now available every month of the year in the United States. Furthermore, there is still a high market for processed fruits and vegetables.
Use case diagram
In this use case, we have done the fruit industry in Australia. Many industries around the world have been affected by the 2020 coronavirus pandemic, including Australia's fruit picking industry. Fruit exports play an important role in Australia's economy. Fruit picking must be performed at the right time and with caution because most fruits are highly processed. Although the fruit picking production in The region faces a number of challenges, one of them is a shortage of manpower. COVID 19 has exacerbated this issue, among others, currently.
Use case Description
Australia exported horticultural products to more than 30 countries in that year, 14 of which were in Asia. This export growth was fueled by strong Asian demand for high-quality, fresh fruits and vegetables, as well as Australia's rising international competitiveness in recent years. The growth of export-oriented agricultural industries, as well as ongoing reform of industry-specific regulation, have aided this productivity. However, other variables like exchange rates, food safety issues, supply chain efficiencies, and consumer access have all played a role.
The focus of this report is on a key problem for Australia's horticultural industry: market access. Good agreements with partner countries have improved Australia's market access for horticultural exports. The agreements have traditionally included a mix of agreed-upon tariff reductions and protocols that lay out the rules for how a country's goods will reach a given market. Despite the potential cost to exporters of complying with these requirements, the protocols have allowed Australian producers to export a wider range of products to a wider range of markets.
Approximately 70% of Australian agricultural production is exported. Because of this reliance on exports, preserving or enhancing access to international markets is critical to the agricultural sector's long-term viability and profitability. Lower tariffs or simpler, less restrictive, or less expensive protocols for exporters will help improve market access and boost the industry's profitability.
|Use Case Number||1|
|Use Case Type Base/Abstract (Extends or Includes)||Business use case|
|Use Case Name||Fruit schedule details by framer|
|Priority||Studies the impact of improved market access on Australian stone fruit exports using a case study.|
|Actor Involved||Farmer, system, and customer|
|Associated Data||The extent to which manual labour is used in fruit and vegetable production varies greatly. Although machinery can help with the production of some lemons, grapes, and onions, commodities like lettuce and fresh market cherries are almost entirely harvested and processed by hand.|
|Sources||The most visible treaties aimed at increasing international trade are free trade deals. Tariff reductions are the subject of these agreements. Tariff reductions, on the other hand, are not always enough to ensure better conditions for agricultural exports. Non-tariff barriers can continue to obstruct trade in some cases.|
|Associated User Source||Higher customer wages and year-round demand for fresh produce push retailers or their members to open buying points in various rising areas around the Australia as well as in other countries..|
|Associated User Interfaces||Some retailers have year-round agreements with fresh fruit and vegetable packers, who may have agreements with farmers as well. Packers can procure ample quantities of individual goods thanks to contracts and large-volume purchasing activities|
|Pre-Condition(s)||The customer was purchase in the traditional way|
|Post-Condition(s)||Customer can purchase anywhere or anytime|
|Some Australian exporters have been forced to look for new markets for their agricultural shipments. Some businesses may suffer substantial losses as a result of this outbreak, but these losses are likely to be short-lived. The outbreak's long-term effects on Australian producers and exporters is uncertain.|
of Events Using a
|Regardless of how effective Australia has been in obtaining new or increased access to export markets, there is always the possibility of losing access. If the exporting country is found to be in violation of existing protocols, the importing country may terminate market access. Additional SPS steps not covered by the current protocol can be imposed by the importing country. This may be due to a political decision in the export market, a new or increased pest or disease threat, or other food safety or quality issues.|
|System analysis and design|