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时间:2019-06-17
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1、VisionandScopeDocumentforCafeteriaOrderingSystemVersion1.0approvedPreparedbyKarlWiegersProcessImpactNovember4,2002VisionandScopeforCafeteriaOrderingSystemPage4TableofContentsTableofContentsiiRevisionHistoryii1.BusinessRequirements11.1.Background,BusinessOppo
2、rtunity,andCustomerNeeds11.2.BusinessObjectivesandSuccessCriteria11.3.BusinessRisks22.VisionoftheSolution22.1.VisionStatement22.2.MajorFeatures22.3.AssumptionsandDependencies23.ScopeandLimitations33.1.ScopeofInitialandSubsequentReleases33.2.LimitationsandExc
3、lusions34.BusinessContext44.1.StakeholderProfiles44.2.ProjectPriorities5RevisionHistoryNameDateReasonForChangesVersionKarlWiegers10/13/02initialdraft1.0draft1KarlWiegers11/4/02baselinefollowingchangesafterinspection1.0approvedCopyright©2002byKarlE.Wiegers.Al
4、lRightsReserved.VisionandScopeforCafeteriaOrderingSystemPage41.BusinessRequirements(业务需求)1.1.Background,BusinessOpportunity(业务机遇),andCustomerNeeds背景,业务机遇,客户需求AmajorityofProcessImpactemployeespresentlyspendanaverageof60minutesperdaygoingtothecafeteriatoselect
5、,purchase,andeatlunch.About20minutesofthistimeisspentwalkingtoandfromthecafeteria,selectingtheirmeals,andpayingfortheirmealsbycashorcreditcard.Whenemployeesgooutforlunch,theyspendanaverageof90minutesoff-site.Someemployeesphonethecafeteriainadvancetoorderamea
6、ltobereadyforthemtopickup.Employeesdon’talwaysgettheselectionstheywantbecausethecafeteriarunsoutofcertainitems.Thecafeteriawastesasignificantquantityoffoodthatisnotpurchasedandmustbethrownaway.Thesesameissuesapplytobreakfastandsupper,althoughfarfeweremployee
7、susethecafeteriaforthosemealsthanforlunch.Manyemployeeshaverequestedasystemthatwouldpermitacafeteriausertoordermealson-line,tobedeliveredtoadesignatedcompanylocationataspecifiedtimeanddate.Suchasystemwouldsavethoseemployeeswhousetheserviceconsiderabletimeand
8、itwouldincreasethechanceofthemgettingthefooditemstheyprefer.Thiswouldimproveboththeirqualityofworklifeandtheirproductivity.Knowingwhatfooditemscustomerswantinadvancewouldreducewastageinthecafete
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