Technology Solution – Individual Assignment Before you begin this assignment, be sure you have

Technology Solution – Individual Assignment

Before you begin this assignment, be sure you have read the Case Study and completed at least the first three Sections of the Business Case with your group.

Purpose of this Exercise

This activity allows you to demonstrate your understanding of the components of a technology solution and demonstrate your grasp of the concepts covered in the IFSM curriculum (hardware, software, data, networks, etc.). This assignment specifically addresses the following course outcomes to enable you to:

Evaluate, select, and apply appropriate analytical and measurement methods/tools and system development life cycle (SDLC) – methodologies to meet organizational needs.

Research, assess, recommend/select, and implement information technology that aligns with business needs and meets business objectives.

Effectively communicate with stakeholders orally, visually, and formally in writing to determine stakeholders’ business requirements, explain how their requirements will be met, and provide ongoing audience-appropriate information.

Responsibly protect organizations’ critical information and assets by integrating cybersecurity best practices and risk management throughout global enterprises.

Individual Assignment Instructions

Using the Client Case Study and the technology solution (system) identified by your group in Section III of your Business Case, you should independently
develop the detailed technical description of the system
your group is proposing and supporting, along with how it will be meeting the business needs. You are to describe the technical components of your proposed solution, describe in detail how the system will work functionally, provide a graphical representation of your solution with supporting narrative, and address cost estimates and return on investment in narrative with supporting cost documentation. The five parts of this assignment are more fully described below. Use the numbering scheme and outline provided as you develop your paper.

Business Need and Proposed Solution

Begin your paper with a brief description of the business need identified by your Group in Section II of the Business Case. Then, describe the overall functionality of the system your group selected and included in Section III, including how it relates to the points of your business need. Do not copy Section III of the Business Case, but describe the system in your own words. Make these thoughts tell a story in a logical, complete way.

Solution Resources and Operational Components

Begin with an opening statement that addresses the path below, then name and explain the subsections and their parts.

Required Resources

Hardware

Software

Network and Communications

How these work together to provide the solution

How the Components Will Work

People. Address the people by position who will use the system and how they will use it/for what they will use it.

Data. Develop a discussion of the data needed for the system, where it will come from and how will it get into the system, how it will be used, and how it will, at a high level, flow through the system. Make sure you follow the logical flow from start to finish of the business transaction(s).

Input. Discuss system inputs. When the system is operational, what data will be input to be processed and/or stored? Again, as with all sections, follow the logical order.

Processing. Address what processing will be done by the system, and what the system is required to do with the data in order to create the output.

Output. Address and discuss what the output the system is required to produce.

Storage. Discuss where the data will be stored and how.

Security. List (using bullets) and explain the necessary security devices, software, and policies that will be required.

1. How the System Will Converge

Your paper should

1)
explain how these components work together to support the business
need identified and

2)
how the solution as a whole is appropriate to the business
described in the Case Study. The who, what, when, where and how of the system should all be covered, as you envision it being implemented and used.

3) From your description, the
reader should be able to envision how the IT solution will be setup and used by the organization
in the Case Study.

You must correctly cite and reference any resources you use in APA format.

I. Enterprise Architecture

A graphical representation/diagram shall be integrated into the textual description, along with its supporting narrative, explaining how each business location and component are being addressed.

Approach to Developing This Section. You should include at least one original graphical representation of your specific technology solution in your paper (not as a separate file). It should include all major components of the solution, all the locations of the business, how each group of users will communicate with the system (on-site and remotely), and, of course, the system solution being proposed. The file “Example Network Diagram” shows the level of detail needed and provides sample icons for use in constructing your drawing, if you choose to use them. You should include labels as to the purpose of each component, e.g. email server, database server, system administration PC, etc. The make/model/capacity of the devices does not need to be included – simply provide their generic device type (router, switch, server, etc.) and their function (email, database, etc.). For a cloud-based or hosted solution, you are not expected to identify specific hardware items used at the hosting site.

II. Cost Estimate and Return on Investment (ROI)

First, create the ROI spreadsheet described below. Then, using information from the spreadsheet, develop a narrative that explains the system costs, to include: the expected one-time investment/implementation costs; annual reoccurring costs; and the ROI and payback period. This should be derived from and supported by your calculations as developed in your spreadsheet.

Approach to Developing This Section. Using the Excel spreadsheet provided with the assignment,
first
review the “Instructions for Using the ROI Calculator” document also provided with the assignment. Then, read the “Instructions” tab, and the “ROI Calculator Example” tab. Next, complete the tab “Costs and Sources” with a list of all components that need to be acquired (either by purchase, lease, subscription, etc.), the quantity of each required and a unit cost and a total cost associated with each item. These general cost estimates may be obtained from any source, but the sources should be cited – for this you should complete the “Source of Cost” column in the spreadsheet inserting the URL where you found the cost. The categories listed are to help you be sure to include everything. Some items listed may not be part of your solution; and you may add rows as needed in the spreadsheet. Note that one-time implementation costs are separated from on-going repeated costs. Enter your items in the appropriate area. For example, software costs that are a one-time startup fee would go in the Implementation Costs, while monthly or annual subscription costs for software would go in the On-Going Costs. Every item in your description of resources and your graphical representation needs to be included on the cost spreadsheet. Assumptions that affect cost are also recorded on the spreadsheet (on the ROI tab). Your spreadsheet should show the formulas for the Total Item Cost for each item and for Sub-Totals and Totals. Display USD($) rounded to the nearest dollar.

Next, using the “ROI Calculations” tab on the spreadsheet provided with the assignment, transfer the one-time costs to that tab, in item 2.2 under year 1. Copy the recurring annual costs for those items and enter the annual cost in item 2.3; enter the annual cost in the columns for years 1-5. Then, go to item 2.1 and enter estimates for the costs of selecting and documenting the proposed solution; use reasonable cost estimates for each category; note these are entered in the “year 0” column, since they are incurred prior to the acquisition of the system. Finally, go to section 1 on the spreadsheet tab and enter several areas where the organization in the Case Study will realize savings by implementing the system. You should refer to Section IV of your group’s business case for areas where savings may be realized. You can add other areas where savings could be expected, ending with a minimum of five areas. Use reasonable estimates for each area.

If you use the spreadsheet as it is and use “Insert Row” to add rows where you need them, the spreadsheet will calculate the total savings and the total costs by year for the first 5 years. The totals are displayed in blue in bold font. The last two lines on this tab of the spreadsheet show the calculated Cash Flow (Savings minus Expenditure) and the calculated Cumulative Cash Flow (cumulative cash flow from the previous year plus the current year cash flow).

Scroll to the top of the page on the “ROI Calculations” tab, and you will see 4 charts. The lower two charts show the categories of costs and the expenditures in pie charts; this shows at a glance where the largest savings or the highest costs are. The chart in the top left shows the costs and savings by year. The chart in the upper right is the most important one. It shows the calculated Return on Investment (ROI) for the project. The ROI is calculated by computing the Net Savings (Total Savings over the 5 year period minus the costs incurred during the 5 year period) and dividing the Net Savings by the Total Expenditure. Then the payback period is calculated to determine in which year the accumulated savings exceed the project costs. Ensure that you have a positive ROI and that a payback period is shown. These will be incorporated into the narrative in Section V of your paper.

Before you complete your spreadsheet and move on, go back and review your results, making sure you can tell the story that is required in your Section V. narrative. Then, write the narrative including all the information required for that Section as shown above.

Assignment Deliverables

You should prepare this as a total package that is tied together in a professionally presented and logical manner. This includes Title Page and References Page. These are not separate deliverables, but to be considered a single deliverable with multiple parts.

· The Word file will be a professional submission, with Title, Body, and References pages/sections. The diagram will be included as part of your Word file, and must be readable.

· The Excel spreadsheet will be submitted as a separate file, but you will use the data in your Word file to tell the cost estimate and ROI story as the last section of the body of your paper.

· Your Word file will automatically be submitted to TurnItIn. Review the similarity report to ensure you have properly cited your sources.

Project Documentation Requirements — Report Format

Format will follow each of the requirements as given in the Group Project Instructions. Please refer to this document. Other than your Title Page, the document will be single-spaced. All indentions will follow a 0.25 inch hierarchical pattern.

Writing Quality will likewise follow the same requirements as given in the Group Project Instructions. If your paper does not reflect the proper formatting, follow the outline provided, and flow logically, you may not receive full credit for your response to specific requirements. This will result in a decreased grade not only for report format, but additionally may be reflected in other relevant sections.

Title Page. Your Title page should be double-spaced and centered, using Title Format: identify the business in the Case Study, the paper’s subject title, your name, class, and date – in this order. Insert a Page Break following the date.

References Page. Following the end of the Body of your paper, insert a Page Break, creating your References page, and complete it in APA style. Refer to the Writing Resources located under the course Content.

Filenames and Submission. Submit your document(s) via your Assignment Folder as Microsoft Word and Excel documents with your last name and first name included in the filename(s): TechnicalSolution_lastname_firstname.

Use the Grading Rubric below to guide you in your Section Headings, and to ensure you have covered all technical and quality aspects of the assignment.

GRADING RUBRIC:

Criteria

90-100%

Far Above Standards

80-89%

Above Standards

70-79%

Meets Standards

60-69%

Below Standards

< 60%

Well Below Standards

Possible Points

I. Business Need and Proposed Solution

5 Points

The business need and IT solution are clearly and thoroughly described.

4 Points

The business need and IT solution are clearly described.

3.5 Points

The business need and IT solution are described.

3 Points

The business need and IT solution are weakly described.

0-2 Points

Little or no description of business need and/or IT solution are provided.

II-A. Solution Resources and Operational Components

9-10 Points

Descriptions are thorough and cover hardware, software, and network resources and how they work together; clearly apply to proposed IT solution and to the Case Study; and demonstrate sophisticated analysis and critical thinking and sophisticated writing.

8.5 Points

Descriptions are complete and cover hardware, software, and network resources and how they work together; apply to proposed IT solution and to the Case Study; and demonstrate analysis and critical thinking and clear writing.

7.5 Points

Descriptions cover hardware, software, and network resources and how they work together; apply to proposed IT solution and to the Case Study.

6.5 Points

Some resources may not be covered completely or at all; explanation of how they work together may be lacking or incomplete; some descriptions may not apply to proposed IT solution and/or the Case Study; may be lacking in demonstration of understanding of concepts, analysis, and/or critical thinking.

0-5 Points

Few or no descriptions of resources are provided.

II-B. How the Components will Work

13-15 Points

Descriptions are thorough and cover people, data, input, processing, output, storage and security; apply to proposed IT solution and to the Case Study; and demonstrate sophisticated analysis and critical thinking and sophisticated writing.

12 Points

Descriptions are complete and cover people, data, input, processing, output, storage and security; apply to proposed IT solution and to the Case Study; and demonstrate analysis and critical thinking and clear writing.

10-11 Points

Descriptions cover people, data, input, processing, output, storage and security; apply to proposed IT solution and to the Case Study.

9 Points

Some activities may not be covered completely or at all; explanation of how they work together may be lacking or incomplete; some descriptions may not apply to proposed IT solution and/or the Case Study.

0-8 Points

Few or no descriptions of people, data, input, processing, output, storage and security are provided.

III. How the System Will Converge

13-15 Points

Explanations are thorough and cover 1) how these components work together to support the business need identified, 2)

how the solution as a whole is appropriate to the business and 3) how the IT solution will be setup and used by the organization in the Case Study. Demonstrates sophisticated analysis and critical thinking and sophisticated writing.

12 Points

Explanations address all three requirements stated at left. Demonstrates analysis, critical thinking and clear writing.

10-11 Points

Explanations address all three requirements stated at left. Analysis, critical thinking and/or clear writing may be lacking.

9 Points

Some aspects of the requirements may not be covered completely or at all; explanations may be lacking or incomplete, or may not apply to the proposed IT solution and/or the Case Study.

Analysis, critical thinking and/or clear writing may be lacking.

0-8 Points

Explanations severely lacking and/or absent. Analysis, critical thinking and/or clear writing severely lacking.

IV. Enterprise Architecture (Graphic)

18-20 Points

Graphic illustration is professionally presented, appropriately labeled, applies to proposed IT solution and to the Case Study, and demonstrates sophisticated analysis and critical thinking; and sophisticated narrative is provided to convey the meaning of the graphic.

16-17 Points

Graphic illustration is professionally presented, appropriately labeled, applies to proposed IT solution and to the Case Study, and demonstrate analysis and critical thinking; and clear narrative is provided to convey the meaning of the graphic.

14-15 Points

Graphic illustration is presented, has labels, applies to proposed IT solution and to the Case Study, and demonstrates analysis and thinking; and narrative is provided to convey the meaning of the graphic.

12-13 Points

Graphic may not be professionally presented, may not be appropriately labeled, may not apply to proposed IT solution and/or the Case Study; narrative may be lacking in completeness.

0-11 Points

No graphic or supporting text provided or very minimal effort is demonstrated.

V. Cost Estimate and Return on Investment

22-25 Points

Spreadsheet is professionally and accurately presented, appropriately formatted and formulas used as appropriate. Costs are shown for all components listed in paper and/or shown on graphic. Costs are reasonable and sources of costs are presented. ROI shows a positive return and payback period is shown. Relevant text is also provided as part of the paper; narrative includes required elements.

20-21 Points

Spreadsheet is well presented, appropriately formatted and formulas used as appropriate. Costs are shown for all components listed in paper and/or shown on graphic. Costs are reasonable and sources of costs are presented. ROI shows a positive return and payback period is shown. Relevant text is provided as part of the paper; narrative includes required elements.

17-19 Points

Spreadsheet is appropriately formatted and formulas used as appropriate. Costs are shown for all components listed in paper and/or shown on graphic. Costs are reasonable and sources of costs are presented. ROI shows a positive return and payback period is shown. Relevant text is somewhat provided as part of the paper and/or includes most required elements.

15-16 Points

Spreadsheet may not be professionally presented, may not be appropriately formatted or use formulas appropriately. Costs may not be shown for all components listed in paper and/or shown on graphic. Costs may not be reasonable and/or sources of costs may not be presented. ROI may not show a positive return, and/or payback period may not be shown. Narrative may not include required elements or be missing.

0-14 Points

No cost spreadsheet included, or very minimal effort is demonstrated.

Report Format

9-10 Points

Report follows the format provided and uses professional and sophisticated writing with the diagram and information from the spreadsheet appropriately integrated into the narrative; follows instructions provided; uses correct sentence structure, grammar, and spelling; transitions and explanations of tables, etc.; references are appropriately incorporated and cited using APA style.

8.5 Points

Report follows the format provided and uses professional and clear writing with the diagram and information from the spreadsheet discussed in the narrative; follows instructions provided; uses correct sentence structure, grammar, and spelling; references are appropriately incorporated and cited using APA style.

7.5 Points

Report is organized, with both the Word file and Excel files submitted; follows instructions provided; uses correct sentence structure, grammar, and spelling; presented in a format with appropriate headings/subheadings; references are appropriately incorporated and cited using APA style.

6.5 Points

Report may not be well organized, and/or may not be presented as a cohesive whole; and/or does not follow instructions provided; presented in a format without headings/subheadings; and/or contains grammar and/or spelling errors; and/or does not follow APA style for references and citations.

0-5 Points

Report is extremely poorly written and does not convey the information.

TOTAL Points Possible

100

09/29/2020 6

Section II: Problem Analysis

Section III: Proposed Solution

Section IV: Expected Improvements

Trusty Carpets

The IT Squad

IFSM 495: Capstone Course

January 25, 2022

Taurus Hill, PM

Ayomide Ajayi

Eric Larson

Table of Contents
Executive Summary 2
I. Background and Environmental Analysis 3
A. Background 4
B. Environmental Analysis 4
1. Business Objectives Refresh 4
2. Process Improvement 4
3. New Technology Opportunities 4
4. Commercial Trends Driving Change 4
5. Competitor Products 4
6. Environmental Requirements 5
II. Problem Analysis 5
III. Proposed Solution 5
IV. Expected Improvements 6

Executive Summary

(the executive summary provides the essential facts from the business case for the decision-maker and is written at an appropriate level of detail. a well-written, clear, and compelling conclusion is provided.)

I. Background and Environmental Analysis

A. Background

Trusty Carpets, owned and operated by Jerry Montgomery, is a carpet sales business with 20 years in the industry. The recent acquisition of Metro Carpets and imminent merger with Mike’s Carpet Installations will expand Trusty Carpets’ sales while adding organic installation capabilities with combined annual revenue of approximately $4.6 million with a 9% profit margin. The recent changes have driven a review of how Trusty Carpets will manage sales, inventory, and employees across multiple locations and mobile installation teams. The IT Squad has been hired to examine the business and develop and implement information technology (IT) solutions that will help to increase Trusty Carpets’ sales and profits.

B. Environmental Analysis

An environmental analysis of Trusty Carpets indicates that several internal and external factors should be considered as the company implements its expansion.

1. Business Objectives Refresh

Trusty Carpets’ acquisition and the imminent merger have opened several avenues for growth. By re-evaluating the business’ strategic objectives, Mr. Montgomery and Mr. Baker can chart a new direction for the company to grow in-home and online sales new construction and use Ann Montgomery’s connections to interior decorating to drive growth.

2. Process Improvement

Trusty Carpets operates with manual business processes that have been assisted by information technology. The recent acquisition of Metro Carpets brought on paper-based ledgers and sales records that require digitizing to fit the current system or a proposed solution. Mike’s Carpet Installations is also paper-based and will require similar digitization. Further, Trusty Carpets has a limited, if any, internet presence, as it advertises in newspapers, so modernization of the business model to include e-commerce is necessary.

3. New Technology Opportunities

The company does not have a dedicated IT infrastructure or staff to support operations. To properly support multiple locations, a warehouse, mobile installation teams, and the development of an online presence will require an overhaul of processes and the acquisition of infrastructure to support the demands. The technology opportunities available for Trusty Carpets are vast. Technology is continuously growing, and businesses use it to improve customer relationship management, business processes, and sales.

4. Commercial Trends Driving Change

Industry reports suggest that the demand for carpet has increased because of increased housing construction, renovation, and remodeling across the United States (Carpet and Rug Mills, 2021). Rising incomes aid the increased demand. Consumer trends also increase demand for sustainable and environmentally friendly carpets (Mordor Intelligence). Trusty Carpets has a prime opportunity to increase its sales by tapping into these trends.

5. Competitor Products

Carpet industry competitors, such as Mohawk Industries, Inc., offer carpet tiles, which are on-trend (Mohawk Industries, Inc.). Carpet tiles are often viewed as easier to maintain and install. Carpet manufacturers are also producing more durable carpets, particularly waterproof carpeting. Finally, given the societal focus on environmentally-friendly products, manufacturers also make carpets from recycled materials (Flooring, Inc., 2021). As Trusty Carpet implements its expansion, it has an opportunity to integrate these new products into its business.

6. Environmental Requirements

The current and future direction of the city council is headed down a clear path of going green. This can be expensive to align the business organization. However, Trusty Carpets has recently acquired a warehouse, and allocating storage space to support carpet recycling is an opportunity to change practices and become an early adopter. This presents an opportunity for Trusty Carpets to re-brand and label their company green through the EPA’s WARM recycling program for carpet waste. This is an easy win for the company with minimal effort to transport and store used carpets for monthly pick-up.

II. Problem Analysis

Due to the recent acquisition of Metro Carpets and the imminent merger with Mike’s carpet installation business, Trusty Carpets needs to combine the three separate companies into one company seamlessly; however, the business will operate from multiple locations. Currently, all three firms employ a different method for managing business processes, such as processing orders, invoicing and payment collection, and maintaining business data, such as customer data. Further, the businesses have minimal or no technological support.

Trusty Carpets uses an accountant who does not work solely with Trusty Carpets to handle invoices, payments, bills, and payroll. Although minimal, Trusty Carpets is the most technologically advanced of the three businesses with a basic IT infrastructure. Metro Carpets has no IT infrastructure and has hand-written ledgers for business data, which are not well-organized. Similarly, the installation business does not have an IT infrastructure; however, its paper-based business files are well-organized.

Using three different methods for business processes and maintaining business data is outdated, inefficient, and costly. Paper-based files are not widely accessible, require substantial physical space, are error-prone, and are less secure and less likely to be recovered if lost or damaged. Further, navigating through paper files takes time, which increases the time needed to process business transactions and decreases the number of business sales.

Trusty Carpets needs all business processes and data to use the same systems to operate as a single business. Developing and implementing a system that consolidates the business data for all three companies is a critical first step to working as a single business. Consolidation will also assist in increasing profits. Trusty Carpets should immediately plan to resolve this problem and implement a solution within the next six months.

III. Proposed Solution

The recommended solution to Trusty Carpets modernization is through the use of Square’s retail Point-of-Sale (POS) solution for managing in-store and online sales, inventory, payroll, customer relationship management (CRM), finances, and payments of all types. Square offers an integrated service solution that includes essential tools such as cross-location stock checking, inventory history, and low stock alerts for managing inventory. The vendor provides saved cards, search features, and cross-location returns between online and in-store solutions. Additionally, a service is provided to quickly create and host a website that looks professional and is fully integrated into the POS and CRM systems, including reviews, discounts, and cohesive payments. This information allows data-driven analytics and reports to understand sales, profits, and costs. The payroll system enables mobile and multi-site timecards, tracking, labor costs, and wages for different employee types.

Implementation: cloud-based with on-site hardware using Square Stands, Square Registers, and web-based access. This will benefit the existing IT infrastructure while capitalizing on a streamlined solution to IT equipment acquisition. Furthermore, it is recommended that Trusty Carpets improve their on-site internet access and establish business email accounts for a more professional appearance.

IV. Expected Improvements

Understanding the problem and finding a proposed solution will help us explain why improvements are needed in Trusty Carpets.

The Square retail POS solution will allow Trusty Carpets to consolidate the distinct business processes and business data for the three companies using a single, streamlined, and more efficient system. With the merging of these companies, there would be a greater volume of sales and, customers, and other data to handle. Automating invoicing, payments, payroll, and other business functions using a single system will help meet the primary business objective of increasing Trusty Carpets profit margins and will also position Trusty Carpets to handle the demands of the expanding business.

There are several financial and non-financial benefits of implementing Square. Some of the financial benefits include:

· Reducing Costs – Square will reduce personnel costs associated with the business’s accounting functions by reducing labor hours. In addition, Square will eliminate the need for paper files and associated costs for physical storage space.

· Increasing Sales – Square will provide other options for processing sales transactions. Square can be used to process orders during in-home visits and with development of a website, customers will be able to place orders on-line as well. Expanding the methods for processing orders will increase the business’s sales capacity.

The non-financial benefits include:

· Better Data Management – Square will allow Trusty Carpets to access, maintain and manage business data with a single solution regardless of business location. All files will be electronically stored and organized allowing easy access and retrieval. Square will also allow Trusty Carpets to track inventory of any stock maintained in its warehouse.

· Increased productivity – Automating business processes will increase the business’s productivity. Employees will spend less time preparing paper files. Square will allow employees to check inventory, place an order, and set up installation quickly in a single session with a customer. Further, Trusty Carpets will no longer need to rely on the accountant finding time to manage the business’s financials.

Square will provide other value to the business beyond the consolidation of business processes and data management. Using Square to maintain the business’s data will provide data security. Encryption and other security features will ensure that business and customer data is kept confidential. In addition, Square’s POS can act as an entry-level CRM system, thereby helping the business to keep customer contact details up to date, track every customer interaction, and manage customer accounts. Square can also be used to measure and improve customer service.

All the above-listed solutions to the problems faced by Trusty Carpet would improve its IT infrastructure, customer service, data management, and inventory.

References

Carpet and Rug Mills. (2021). In Gale Business Insights: Global Collection. Gale, a Cengage Company. Retrieved from https://bi-gale-com.ezproxy.umgc.edu/global/article/GALE%7CBHHZIM370384503/9c23ef5f7467d0c2607d8e7409df04f2?u=umd_umuc.

Flooring Inc. (2021, November 30). 2022 Carpet Trends: 25 Eye-catching Carpet Ideas. Flooring Inc. Retrieved January 17, 2022, from https://www.flooringinc.com/blog/carpet-trends/.

Mohawk Industries, Inc. (n.d.). Products. Products | Mohawk Industries, Inc. Retrieved January 17, 2022, from .

Mordor Intelligence. (n.d.). Global Carpet And Rugs Market – Growth, Trends, Covid-19 Impact, And Forecasts (2022 – 2027). Industry Reports: Global Carpet and Rugs Market. Retrieved January 17, 2022, from https://www.mordorintelligence.com/industry-reports/global-carpet-and-rugs-market

Appendices

Section II: Problem Analysis, Section III: Proposed Solution and Section IV: Expected Improvements

Trusty Carpets

The IT Squad

IFSM 495: Capstone Course

January 25, 2022

Taurus Hill, PM

Ayomide Ajayi

Eric Larson

Table of Contents
Executive Summary 3
I. Background and Environmental Analysis 4
A. Background 4
B. Environmental Analysis 4
1. Business Objectives Refresh 4
2. Process Improvement 4
3. New Technology Opportunities 4
4. Commercial Trends Driving Change 4
5. Competitor Products 5
6. Environmental Requirements 5

Executive Summary

This section of the business case explains the background and environmental analysis of Trusty Carpet. Trusty Carpets is a company owned by Jerry Montgomery who has been in the business for 20 years. This section further discusses some of the different environmental analysis. (the executive summary provides the essential facts from the business case for the decision-maker and is written at an appropriate level of detail. a well-written, clear and compelling conclusion is provided.)

I. Background and Environmental Analysis

A. Background

Trusty Carpets, owned and operated by Jerry Montgomery, is a carpet sales business with 20 years in the industry. The recent acquisition of Metro Carpets and imminent merger with Mike’s Carpet Installations will expand Trusty Carpets’ sales while adding organic installation capabilities with combined annual revenue of approximately $4.6 million with a 9% profit margin. The recent changes have driven a review of how Trusty Carpets will manage sales, inventory, and employees across multiple locations and mobile installation teams. The IT Squad has been hired to examine the business and develop and implement an information technology (IT) solution that will help to increase Trusty Carpets’ sales and profits.

B. Environmental Analysis

An environmental analysis of Trusty Carpets indicates that there are several internal and external factors that should be considered as the company implements its expansion.

1. Business Objectives Refresh

Trusty Carpets’ acquisition and the imminent merger have opened several avenues for growth. By re-evaluating the business’s strategic objectives, Mr. Montgomery and Mr. Baker can chart a new direction for the company to grow in-home and online sales, new construction and use Ann Montgomery’s connections to interior decorating to drive growth.

2. Process Improvement

3. New Technology Opportunities

4. Commercial Trends Driving Change

5. Competitor Products

Carpet industry competitors, such as Mohawk Industries, Inc., offer carpet tiles, which are on-trend (Mohawk Industries, Inc.). Carpet tiles are often viewed as easier to maintain and install. Carpet manufacturers are also producing more durable carpets, particularly waterproof carpeting. Finally, given the societal focus on environmentally friendly products, manufacturers also make carpets from recycled materials (Flooring, Inc., 2021). As Trusty Carpet implements its expansion, it has an opportunity to integrate these new products into its business.

6. Environmental Requirements

II. Problem Analysis

Due to the recent acquisition of Metro Carpets and the imminent merger with Mike’s carpet installation business, Trusty Carpets needs to seamlessly combine the three separate businesses into one business, although the business will operate from multiple locations. Currently, all three businesses employ a different method for managing business processes, such as invoicing and payment collection, and maintaining business data, such as customer data. Further, the three businesses have minimal or no technological support.

Trusty Carpets uses an accountant, who does not work solely with Trusty Carpets, to handle invoices, payments, bills, and payroll. Although minimal, Trusty Carpets is the most technologically advanced of the three businesses with a basic IT infrastructure. Metro Carpets has no IT infrastructure and has hand-written ledgers for business data, which are not well-organized. Similarly, the installation business does not have an IT infrastructure, however its paper-based business files are well-organized.

Using three different methods for business processes and maintaining business data is outdated, inefficient and costly. Paper-based files are not widely accessible, may require substantial physical space, may be error-prone, are less secure and not likely to be recovered if lost or damaged. Further, navigating through paper files takes time which increases the time needed to process business transactions and in turn, decreases the amount of business sales.

To operate as a single business, Trusty Carpets needs all business processes and business data to use the same system. Developing and implementing a system that consolidates the business data for all three businesses is a critical first step to the goal of operating as a single business. Consolidation will also assist with the goal of increasing profits. Trusty Carpets should immediately plan to resolve this problem and implement a solution within the next 6 months.

References

Flooring Inc. (2021, November 30). 2022 Carpet Trends: 25 Eye-catching Carpet Ideas. Flooring Inc. Retrieved January 17, 2022, from https://www.flooringinc.com/blog/carpet-trends/.

Mohawk Industries, Inc. (n.d.). Products. Products | Mohawk Industries, Inc. Retrieved January 17, 2022, from .

Appendices

Trusty Carpets

Background: Jerry Montgomery has been selling carpets for 20 years from his store, Trusty Carpets, which is located in a strip mall that, over the past few years, has become a busy shopping center. The location is in what had been a quiet town near a large city, but recent area growth has resulted in many new homes being built and the town council has started to consider ordinances to create zones to protect unique architecture, improve overall property condition, and protect the environment. Their focus is on creating an up-scale community attracting “clean” businesses to improve the quality of life and its tax base.

The current business model: Since he opened his Trusty Carpets store, Jerry has advertised in the local paper and done all of his business in his showroom where he has carpet samples on display. Jerry employs two sales people to serve customers in the store. One is his daughter Ann who he would like to take over the business when he retires. Since he has little storage space, Jerry’s inventory has been limited to overstock, end pieces from installations, and samples. When a customer makes a selection from the samples, the salesman checks the manufacturer’s information to determine the availability of the selected carpet and the current price. Jerry’s brother-in-law, Mike Baker, has a carpet installation business and has been sub-contracting the installation of the carpets sold by Trusty Carpets. The sales staff coordinates installation with the customer and with Mike.

Jerry employs an accountant (who has other customers and does his work at his own office) to keep track of his finances, pay bills, send invoices, collect payment and do payroll. Jerry’s finances are very straight-forward, and he uses the accountant only because he does not like to do the paperwork.

Jerry’s company sells about 250,000 square feet of carpet a year (70% of it is mid-grade carpet and padding) for sales of about $1.2 million. This results in a net profit of about $100,000. His current costs are in line with industry averages but his profits are below the averages. He attributes this to the fact that he keeps his prices low to be more competitive and grow his business.

Technology support: The Trusty Carpets store has a basic information technology (IT) infrastructure with an internet connection. There is a computer with a multi-purpose printer (scanner/fax/printer) in Jerry’s office. It is connected to a router supplied by the Internet Service Provider. The router also provides a wireless network within the store, and the 2 salesmen have tablet computers that they use to check carpet availability and price, and to enter and check orders. Order forms are simple Google document forms that are stored in the Google cloud and are shared among the employees and with the installer and the accountant. Jerry and his salesmen each have a Gmail account. One of the salesmen, Ben (who has been with Jerry 6 years), is studying IT at the community college. He set up the current technology in the store just six months ago. Jerry expects Ben to learn about any new technology that gets installed and help solve minor in-store IT problems.

Recent changes: Jerry has been quite successful and has recently acquired Metro Carpets, a store on the other side of town. Metro Carpets has a large showroom and an adjoining 20,000 square foot warehouse. The showroom contains two room displays, one a living room with their top line carpet and one a family room with mid-line carpet. The remaining display space is for samples and remnants, including a small area for closeouts. The warehouse is about 50% utilized. It contains rolls of the top line carpet in a wide range of popular colors for immediate installation. Although it is a relatively large business, the previous owner was not well organized, had no information technology at the store, and kept all of his customer records and carpet inventory in hand-written ledgers. Jerry plans to retain the three sales staff and two warehouse people at Metro, and he wants to continue to expand sales in his original store. Metro generates about $3 million in annual sales at a 12% profit. Costs are in line with industry averages. Carpet sold at Metro breaks down as follows: 10% bottom grade, 50% mid-grade and 40% top-of-the-line.

In addition, Jerry and Mike (the installer) have decided to combine their businesses into one carpet sales and installation business. They will do this after they have reviewed the impact of an EPA initiative, the WARM Program, to improve the rate of carpet recycling to lower greenhouse gas emissions. A description of the WARM Program is posted with the Case Study under Course Resources. Jerry feels recycling is important and wants to be able to make the appropriate business accommodations. Mike runs his business out of his home since all of the work is done in customers’ homes. He has two installation teams (2 people each) and installation equipment is stored in the trucks. Mike expects to increase the number of installation teams since Jerry acquired Metro Carpets. Mike’s wife Carol handles the bookkeeping, and while all of their work is paper-based, they are well organized. He earns about $1.50/square foot for his services.

The opportunities: With the expansion of his business, Jerry needs a way to be able to manage the two separate locations and the installation operation as one business. He is also looking at ways to increase his business through internet sales, establishing relationships with new home builders, and in-home sales where he believes that he could reach more customers if his salespeople could go to customers’ homes, take measurements and obtain orders. Jerry’s daughter Ann is studying interior decorating in college and he wants to reach out to the interior decorating community to expand sales as well. Additionally, Jerry wants to be environmentally responsible. To do this he will need to allocate warehouse space to accommodate recyclable carpet. The installers would bring the used carpet to the warehouse, and the carpet would then be picked up by a recycler monthly at no cost.

How your team will help: Jerry’s primary business objective is to continue to increase his profit margins, and he believes appropriate technology can help with managing his expanding business. He has hired your team to evaluate his needs and recommend which technologies he should acquire and to develop the Business Case for those you recommend. He will use the Business Case to decide whether he should invest in the technology solution your team is proposing. Through the Business Case, your team must convince Jerry that you have a well thought-out plan that meets his objectives and has the potential of increasing sales and profitability; your objective is to get Jerry to hire your team to develop and implement the solution you are proposing.

The assignment: Your team is to develop and explain a proposed technology solution for Jerry’s business. You will come up with some specific business objectives that could be supported by technology solutions, and then identify some IT solutions that could benefit Jerry’s carpet business. As a team, you will decide which technology or combination of technologies would benefit his business the most and should be implemented first. Your team will develop a Business Case to explain the solution and how it would be implemented.

The Business Case must be well written and be able to be understood by Jerry, with his limited technical understanding. It is to be written as a proposal to Jerry that explains and defends the solution your team is putting forward.

Your team will develop the Business Case, section by section, as we proceed through the class. The Business Case will be done as a series of documents prepared by your team that together form the full Business Case. The specifics for each section are in the weekly group project assignments, beginning with the Week 1 Group Assignment. The complete business case assignment is in the “Building the Business Case” document posted in the classroom.

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Building a Business Case

This document describes the course-long group project to develop a business case for an IT solution that will provide improvements for the organization in the Case Study (posted separately under Content>Course Resources).

What is a Business Case?

A business case is a tool used in making business investment decisions, such as: investing in an IT asset like a new information system, a new network, or additional storage capacity; entering a new business venture; or discontinuing a product or service. A business case is a structured proposal that provides the necessary information regarding how the proposed course of action would benefit the organization. The developers of a business case have an obligation to use good information-gathering techniques, perform a thorough analysis, and use proven financial models to support the recommendations. This strengthens the credibility of the business case and provides management with the information they need to make an appropriate, objective decision.

The scope of the information requires significant effort on the project team’s part. However, a strong business case provides decision-makers with the exact information they need to make an educated, well-informed decision. Without this level of effort, senior management may lack sufficient information and therefore delay making a decision, or in the absence of more complete information, management may make a poor decision. A poor decision could result in approving a solution that is not in the best interests of the organization, implementing a system that does not fit into the existing IT architecture, failing to take advantage of maximum benefits through a more comprehensive solution, or failing to support a solution that would meet the defined business need and add value to the organization.

A quick web search will reveal a variety of templates for a business case proposal, and many organizations and agencies have a particular format that is consistently used within their organization. For this class the following template will be used by each team. The template is robust but recognizes the timeline of an eight week course and therefore provides a balanced product that meets course goals and provides experience developing each major area of a business case.

The teams will develop each section of the business case, to be submitted according to the class schedule and as shown in green in this document. Using the outline below, each week team members should read the weekly assignment and develop the assigned section(s) of the business case, ensuring that everything called for in each section is included. Sections should be numbered as shown, with sub-headings used as appropriate. An for each section that have multiple parts should be provided, explaining what is contained in the section. Following the requirements for each section in the instructions below, an approach to developing the section is included. Additional resources containing explanatory material are located in the weekly content areas and in the Course Resources area.

The instructions for some sections include questions to be answered. These should not just be listed as questions and answers in the business case; they should instead be used to ensure your explanation covers all the important points.

Each week, the team will add to the previously developed components of the business case and submit the entire business case through the assigned sections, including the Appendix and References entries. Corrections and improvements to previously submitted sections should be made as part of the next submission, using the feedback received. Although teams should make corrections each week according to the feedback received, only the sections due for the particular week will be graded. The entire business case will be graded at the end of class.

The remainder of this document describes each section of the business case and provides the requirements and an approach to developing each section. The grading rubric for each deliverable is provided with the assignment instructions in the Assignment Folder.

Executive Summary

Background and Environmental Analysis

Problem Analysis

Proposed Solution

Expected Improvements

Alternatives Analysis

Feasibility Analysis

Requirements Checklist

Additional Implementation Issues

included in the Week 8 Group Assignment

The executive summary is the first section presented in the business case and the , similar to an abstract for an article. It is a high-level view of the entire business case document. It succinctly conveys vital information about the project and communicates the entire story to the reader. It explains, in plain language and in a condensed form (1 page or less), the problem that the project is intended to solve, the expected outcome, and the resources required to complete the project. The resources include the initial investment cost and the on-going operational costs. Since most business investment decisions are based on their returns on investment, the predicted ROI and a projection of when it should be achieved are also provided. Because some stakeholders read only the executive summary, it is important to provide any essential information required for them to make an informed decision, yet should not repeat the level of detail contained in the body of the business case. The executive summary should also briefly describe the document that follows (the business case), telling the reader what is contained.

After the entire business case is finished, develop a one-page (or less) summary as described above, and include the most important facts for the decision-maker. Read the article on writing an executive summary from the UMGC Library, located in the Week 8 Content. First impressions are important. Get this right!

Week 1 Group Assignment: Section I; include the Title page. Also, the Appendix and References pages should be created in Week 1 and submitted even if they are blank. They will be there each week and can be updated according to the weekly assignments.

(Notice the proper formatting above with Roman numeral and heading capitalization; use these for your business case.) The purpose of this section is to give a clear introduction to the business case and project. It provides the background on the core aspects of the business and its operation in sufficient detail to set the stage for the explanation of the problems, opportunities, or changes that will follow. This section also contains an analysis of the environment within which the business operates, identifying problems or opportunities in a number of areas, setting the stage for Section II, where the team will identify one problem or opportunity area for which a technology solution will be proposed in the business case.

. Begin with an introduction (A.) to the situation portrayed in the case study to provide a background on the organization and its current operation. Include the important points, but do not just reiterate the information in the case study.

B. Conduct some research on industry analysis and trends for the business in the case study, and select those that could impact the business. Include a description of at least one problem or opportunity in of the following areas:

An opportunity or change to the Business Vision, Strategy or Objectives

Business processes or technologies which are not operating efficiently or have been rendered obsolete

New technology trends (or opportunities resulting from new technologies)

Commercial or operational trends which are driving changes in the business or industry

New or better products, technologies or processes in use by competitors

Changes to statutory, legislative or other environmental requirements.

Provide facts or evidence to support the conclusions drawn above, using one or two sentences with citations/references as appropriate.

Week 2 Group Assignment: Sections II, III, & IV

A. This section describes the one
business problem opportunity which the resulting proposed solution will address. Depending on whether the team has selected a problem an opportunity, provide the following information in Section II:

– Provide a summary of the core business problem, including:

A description of the core issue

The reasons why the problem exists

How the problem aligns to the business strategy or vision

The elements which create it (e.g., human, process, technology)

The impact it is having on the business (e.g., financial, cultural, operational)

The timeframes within which it must be resolved

The reason the problem was chosen from among those identified in Section I.

– Describe the business opportunity which has been identified, including:

A summary of the business opportunity (not a solution)

How the opportunity was identified

How the opportunity aligns to the business strategy or vision

Any supporting evidence to prove that the opportunity is real

A timeframe within which the opportunity will likely exist

The positive impact that realization of the opportunity will have on the business.

The reason the opportunity was chosen from among those identified in Section I.

As the team examines the problems and opportunities identified in Section I, it should focus on which problems/opportunities are
to the business and should be addressed . Select problem/opportunity area (or, two or three closely related problem/opportunity areas that lend themselves to a single solution). Since the business case is being developed to support an IT solution, the problem or opportunity must be appropriate to an IT solution. the business problem or opportunity which the resulting project will directly address. Note: this is a discussion of the problem or opportunity, and
should be identified or discussed yet (that will come in the next section of the business case).

This section provides a one-paragraph high level description of the solution. The solution must include a . The product name, a brief description, and essential information to support the expected improvements in Section IV should be included.

Research solutions appropriate to the business problem or opportunity identified and the type of business in the case study. Team members should research, identify and select an appropriate commercial software product. There are a wide variety of industry-specific software solutions available. The team should also decide on the type of implementation – will the software be installed and maintained solution be used? Each member of the team will use this software solution to develop his or her individual in-depth technical description, to be submitted separately according to the class schedule.

The purpose of this section is to explain why the project is needed. It should address the following:

How will the proposed solution address the stated problem in Section II, how will the proposed solution take advantage of the business opportunity identified in Section II?

How does the proposed solution align with the business strategy and/or objectives?

What benefits can the organization achieve from this solution? Use the following categorizations and identify some benefits in each area:

Financial benefits

Non-financial benefits

What other value might the organization gain from this solution?

Develop a of how the proposed solution (from Section III) directly addresses the problem or opportunity identified in Section II. Then, review the case study to explain how the proposed solution aligns with the business strategy and/or objectives. The team may need to infer business strategies and objectives from the information presented about the direction in which the business is headed. There are several ways to categorize benefits (other than just financial or non-financial benefits). The Week 2 readings provide some insights into strategic alignment and business benefits.

that the business can expect to achieve from implementing the proposed solution. Determine which categorization is most appropriate to the benefits listed. Then, categorize and explain in a sentence or two each of the benefits that have been identified. If there are other ways that the organization would obtain value from implementing the system, those should also be discussed. One way to present the benefits is in a table, with a lead in sentence to the section.

Week 3 Group Assignment: Sections V & VI

(Note: The use of the term “alternative” means an “option” for meeting the defined need. Alternatives are presented so that, in case the proposed solution is not approved or does not work, the stakeholders can just choose another of the listed alternatives.)

The purpose of this section is to list and describe several alternative ways of solving the problem or taking advantage of the opportunity identified, compare it to the proposed solution, and explain why the solution being proposed is the best of the alternatives listed. The section should begin with a brief .

An organization has the option of doing nothing – that is, maintaining the status quo. The system solution the team is proposing is one of several ways to address the problem/opportunity. It will be included as one of the “alternatives” considered. Then, the team should come up with two other ways to address the problem/opportunity – one will involve a different IT solution, and the other will be a change to the business processes without using any additional IT capability. The team will then have four possible ways of dealing with the problem/opportunity:

Each of these will be described, compared and contrasted as described below.

First, for each of the four possible solutions (notice there are six subsections to be included):

Describe the solution

Describe the major benefits and the extent to which it solves the problems identified in Section II

Identify the major cost elements and provide an estimated cost for the solution

Discuss the general feasibility of the solution – whether or not it is feasible and the reasoning behind the statements

Identify the top three risks (organizational, financial, IT, etc.)

Describe the major defining issues – things that would make it a less desirable solution than the proposed solution, or, in the case of the proposed solution, why it is the best alternative in general.

E. Next, the four alternatives using the following table and drawing the positive and negative aspects from the descriptions above. Provide a label and a brief introduction for the table.

Name of Alternative	Positive Aspects	Negative Aspects

F. The final step is to justify the selection of the system being proposed. Summarize the primary reasons to justify why this option was chosen over of the other three options and how it is the best choice to address the business needs identified in Section II.

Read the HHS Feasibility Study and Alternatives Analysis, located in Content>Course Resources, beginning with section 2.8, to learn about one way that alternatives are analyzed. The first two alternatives, the status quo and the proposed system solution, have already been determined. The description of these two will draw upon information previously presented in the business case. Do some research to identify another possible IT system solution that would meet the needs identified and use it for the third alternative. Finally, for the processes that the proposed system will perform, describe how those processes could be improved by changing how the processes are performed without additional IT capability.

Describe each alternative following the list of areas provided above.

Then, summarize the four alternatives for comparison in the table provided above. Review the description of each alterative and select the positive and negative aspects and include them in the table.

Finally explain and justify why the system being proposed is better than one of the other three alternatives presented.

The purpose of this section is to explain the readiness of the organization and its ability to implement and benefit from the proposed solution. It should begin with a brief . Then, you will assess the economic/financial, organizational/operational, and technical feasibility of the proposed solution, and express the likelihood of success for the proposed solution. Each of the following areas should be addressed in paragraph form (remember not to use a question and answer format, just include all the required information):

In what economic environment is the business currently operating?

Is the proposed project within the financial capability of the organization?

How long should it be until the business starts recovering the costs of implementation through increased efficiencies, increased profits, reduced costs, etc.?

How well does the proposed system solve the problem(s), or take advantage of the opportunity identified?

How easily can the proposed system be integrated into the existing business processes?

Is there a need for additional staffing?

Will staffing be reduced, and if so, how will that likely impact the organization?

Will a reorganization of the staff be required?

Is retraining feasible?

What assurance is there that the proposed system will perform the expected functions?

How will the proposed system fit with other IT already in use; does it fit into the current IT architecture?

How difficult will it be to implement the solution in the organization?

How difficult will the technology be for the employees to learn to use?

How difficult will it be for the organization to manage the proposed solution?

Read Sue Conger’s introduction to feasibility analysis located under Content>Course Resources>Feasibility Study. Also, read section 2.7 of the HHS Feasibility Study and Alternatives Analysis, located in Content>Course Resources. Develop a paragraph or two for each area of feasibility, incorporating responses to each of the questions asked above. Include a convincing argument for the likelihood of success of the proposed solution.

NOTE: There is no group assignment due in Week 4.

Week 5 Group Assignment: Sections VII and VIII

The purpose of this section is to document some examples of the requirements for the proposed system. The section should begin with a brief . The requirements checklist communicates what the system is expected to do and how it is to perform. For purposes of this business case, the requirements checklist will include five (5) requirements, each one stated as , for of the following areas:

A. Five requirements statements that tell what the system must do.

B. . Five requirements statements for handling input, output and storage of data.

C. Five requirements statements setting out the system performance specifications.

D. . Five requirements statements covering various aspects of system, data, and transaction security.

The result will be a list of 20 requirements statements, separated into the categories above.

To gain and understanding of what constitutes well written requirements, read the “” (and the other readings) provided in the Course Content. It explains the correct way to write a requirement statement; your requirements follow the guidelines presented there.

The area that requires the most careful consideration is determining into which category the requirement should be placed. Almost all requirements are “functional” – but those which have to do with security or system performance or directly with data should be put into those categories. “Functional” has to do what the system processing needs to do for the user.

Use information from the case study to develop the functional and data requirements. Technical and security requirements may come from team members’ previous experience or learning, or from research. Each requirement must specifically tie to the case study and the proposed solution. Five well-written requirements are to be developed for each category: functional, data, technical and security requirements, for a total of 20 requirements. An to the Requirements Checklist should precede the list.

You should understand that, although it is beyond the scope of this business case (and should not be included), to be able to trace requirements through the system development process, additional information is normally provided in the Requirements Checklist, including: Category, Number, Statement of Requirement, Source of the Requirement, Where it is implemented in the system, how it is to be tested, and a place to indicate that each requirement has been implemented in the system. In a total list of requirements for a system, there would also be many more requirements than this, but just listing the 20 requirements statements is enough to demonstrate the ability to identify and write requirements in the various categories.

The purpose of this section is to provide a context diagram to illustrate the various types of system users and the types of interactions they will have with the system. The context diagram supplements the requirements listed in Section VII to further illustrate the system requirements and solution.

Since this diagram will be placed in the Appendix, section should include a brief explanation of the diagram and make reference to it.

The diagram shows the boundaries or scope of the proposed solution, the external entities involved, and the data that flows between the system and the external entities. Each type of system user should be included among the external entities.

In developing this section, the team should be sure that the diagram matches the system description and includes all of the entities that interact with the system. In developing the context diagram, the PowerPoint presentation “Context Diagram Explanation” (located in Course Content) provides an example and a brief explanation, and the icons can be copied and used for the team’s context diagram, if so desired. Your diagram in the “Context Diagram Explanation.” The system is in the center and the “actors” that interact with it are shown along with what data flows between the “actors” and the system.

, create an explanation of the context diagram and refer to it in the Appendix, and place the context diagram in the Appendix, with an appropriate Title for the diagram.

Week 6 Group Assignment: Sections IX & X

This section of the business case provides a of the team’s plan for managing and implementing the proposed project. Its purpose is to convince the decision-maker(s) that the project will be managed effectively, so that the stated objectives will be met within the time and budget allocated to the project. A complete “Project Management Plan” would be separately developed and contain much more detail than is required here. This section should begin with a brief followed by three subsections (A, B, C.), with a lead in statement for each:

A. Write a description, using a paragraph for each, explaining how the following aspects of the project will be :

B. List the members of the project team by their roles (not by name).

C. Provide a schedule that lists the major tasks involved and how much time they require. The schedule should be detailed enough to cover all the important activities, but does not need to include a Work Breakdown Structure.

The six management areas listed come from the Project Management Body of Knowledge (PMBOK) list of about 10 knowledge areas. Use the resources provided in the Week 6 Content to fully understand what is to be included for each of the above management areas.

In developing the list of the project team members, keep in mind the scope and budget for the project. The project team should have all the required skill sets, but team members may function in multiple roles. In order to keep costs low, the team should be as small and efficiently designed as possible. The team should include both functional and IT personnel.

The schedule should be developed with the understanding that when the business case is approved, many of the project planning and analysis and design steps will have been completed. So, using the information previously documented in the business case, the team should identify the major steps that to fully implement the project, and determine reasonable timeframes for them to be accomplished. The schedule should be presented as a table with tasks, duration, and participants, including the person who has the lead for that activity. The following table may be copied and used, if so desired:

Task	Duration	Leader	Participants
Task 1
Task 2
Etc.

This section provides a recommendation and rationale for how the system will be acquired. Often a combination of acquisition strategies are used, especially when both end-user hardware and enterprise systems are part of the solution. Begin this section with a brief . Then, determine which categories below apply to your solution, adding others as appropriate to your solution. Be sure that everything that is needed is included. (The explanations for the sections numbered 1-3 follow the list.)

A. This includes all hardware to be used by the individuals who will use the system.

B. This is the proposed system – how it will be acquired for use by the organization in the case study.

C. This includes whatever is needed for the end users to connect to the proposed system (both from the business locations and remotely, as appropriate).

Then, for each category of components, include the answers to the following questions that are applicable to that item (remember not to use the question and answer format, but include the information in paragraph form):

of what to buy:

What items in this category need to be acquired (list)?

Buy as a product or service? (some items may be purchased and others may be acquired as a service)

Commercial-off-the-shelf (including open source) or custom?

Will in-house staff or external contractors support custom development, integration, or sustainment?

What will need to be acquired?

Will system hosting services be needed?

How will connectivity be made available?

What security considerations should be included in the contracts?

Will any specific hardware or software need to be acquired to provide security?

Will Business Continuity requirements need to be included in the contract(s)?

Will separate Business Continuity solutions or components need to be included or acquired?

Are there any data management considerations to be included in the acquisition(s)?

What should be used?

Purchase order?

Local commercial purchase?

Service Level Agreement?

Lease?

Subscription?

Service Agreement?

Competitively awarded contract?

Time and materials contract?

Fixed price contract?

Before beginning this section, read the “Basics of Defining Information System Acquisition Strategies,” in the Week 6 Content. It explains how to approach acquisition planning and will help in responding to the questions above. That document provides a guide to completing the documentation for a full acquisition strategy plan, which would include many of the same topics as are included in the business case. For this section, focus on responding to the questions above, as they apply to what will need to be acquired for the system you are proposing. Multiple acquisition strategies may be identified for the proposed solution. For example, some components may be purchased outright, other products or services may be leased or available by subscription/service contracts. If such is the case with the proposed solution, all of the applicable questions for each type of acquisition recommended need to be considered and responses should be provided if they apply to what is being acquired. Some questions may not apply to the component being acquired (e.g., there does not need to be a data management strategy identified for a printer that is to be purchased). Keep in mind that the full security requirements and solution will be covered in Section XII (yet to be developed), but your solution should have identified what security hardware and software would need to be acquired, and you should include here any security requirements that should be included in contracts or service requests associated with your solution.

Week 7 Group Assignment: Sections XI, XII, & XIII

The purpose of this section is to identify potential risks to the project, and convince the decision-maker(s) that the risks will be managed, so that they will have minimal impact on the project. It also alerts the stakeholder(s) to the most significant risks and what needs to be done to manage and mitigate them. Following the cost-benefit analysis, the next most important item to most senior leadership teams is risk. They want to know what risks will be introduced by the proposed solution and how they can be managed. In well-managed projects a separate “Risk Management Plan” is developed and used throughout the project. For the business case, a summary of the most significant risks is provided along with a completed Risk Matrix. This section will consist of the following:

An to the section …

INSTRUCTIONS FOR USING THE ROI CALCULATOR SPREADSHEET

The ROI Calculator spreadsheet is to be included with the individual technology solution description. This allows each member of the team to specify costs and savings and be able to see how the Return on Investment (ROI) and payback period are calculated.

Prior to the week in which the individual technology solution assignment is due, there is an ungraded Exercise for you to practice with the ROI calculator using simple data and step-by-step directions.

HOW THE CALCULATOR WORKS

First, it would be helpful to understand how the ROI Calculator works. Open the ROI Calculator spreadsheet and click on the “Instructions” tab. Read the instructions and then click on the “ROI Calculator Example” tab. At the top you will see 4 charts; scroll down to the data and come back to the charts later. In the data area, you will note that savings and costs are identified for the first 5 years of the project, and you will see the following:

1. Project Cost Savings/Income. These are areas where savings are expected to be achieved, and the amounts that are projected to be saved over each of the first 5 years. Total yearly savings are shown in blue.

2. Project Expenditures.

2.1. Selection Costs. Note that these are shown in year 0, as they occur prior to starting the project. The subtotals by item and by year are in orange.

2.2. Implementation Costs. These are one-time costs, but may occur in more than one year. For example, training may be done at the beginning and then again the next year. (It may even need to be done at some minimal level every year after the initial training; if that is the case the recurring training costs go below.) Hardware and software may be purchased incrementally, depending on the implementation schedule. It is possible that all one-time costs for a small project will occur in year 1. Part of the implementation cost is an amount that should be set aside for contingencies. It may only be needed in year 1, and the amount depends on the project. The subtotals by item and by year are in orange.

2.3. Ongoing Costs. These are costs that will recur year after year. They may not be the same every year. For example if a business is growing in employees, additional software licenses may be needed in year 3 for those employees. However, for purposes of these assignments, the same annual ongoing costs will be used for each year, including year 1. The subtotals by item and by year are in orange.

Total Project Expenditures are shown in blue.

3. The next two lines on this tab of the spreadsheet show the calculated Cash Flow and the calculated Cumulative Cash.

3.1. Cash Flow. Cash Flow by year is automatically calculated by the spreadsheet. Cash Flow is calculated by subtracting the expenditures for the year from the savings for that year. For example, in Year 1 (not year 0), the savings are projected to be $65,000 and the total expenditures are $230,000, with a net negative cash flow of $-165,000.

3.2. Cumulative Cash Flow. Cumulative Cash Flow by year is automatically calculated by the spreadsheet. It is calculated by taking the previous year’s cash flow amount and adding the current year’s cash flow amount. The cumulative cash flow for year 1 takes the $-20,000 cash flow from year 0 ($-20,000) and adds the cash flow from year 1 ($-165,000) for a total negative cumulative cash flow for year 1 of $-185,000. Note that in year 2, the Cash Flow is positive (savings exceed costs for that year) and in year 3 the cash flow is very positive and the cumulative cash flow is now positive. Take a quick look at the chart at the top right side of the sheet and you will see that the “Payback Period” is Year 3 – the year that the accumulated savings exceed the accumulated expenses.

4. Section 4 provides a place to record any assumptions that have an impact on the cost data. Examples might be assumptions about how the number of users or transactions might grow over time, how the business might change over the 5 year period, which users would be given access to the system (affecting the number of licenses, etc.).

5. Then, scroll to the top of the page on the “ROI Calculations” tab, and you will see 4 charts.

5.1. The lower two charts show the categories of costs and the expenditures in pie charts; this shows at a glance where the largest savings and the highest costs are.

5.2. The chat in the top left shows the costs and savings by year. Notice what happens in year 3 – the cumulative cash flow (in purple) is above zero.

5.3. The chart in the upper right is the most important one. It shows the calculated Return on Investment (ROI) for the project. The ROI is calculated by computing the Net Savings (Total Savings over the 5 year period minus the costs incurred during the 5 year period) and dividing the Net Savings by the Total Expenditure. Then the payback period is calculated to determine in which year the accumulated savings exceed the project costs.

HOW TO USE THE CALCULATOR

After reviewing the” Instructions” tab and the “ROI Calculator Example” tab, and the information above, open the tab “Costs and Sources.” Here you will enter the list of all components that need to be acquired (either by purchase, lease, subscription, etc.), the quantity of each required and a unit cost and a total cost associated with each item. These general cost estimates may be obtained from any source, but the sources should be cited – for this you should complete the “Source of Cost” column in the spreadsheet inserting the URL where you found the cost. The categories listed are to help you be sure to include everything; you may add rows as needed in the spreadsheet. Note that one-time implementation costs are separated from ongoing repeated costs. Enter your items in the appropriate area. For example, software costs that are a one-time startup fee would go in the Implementation Costs, while monthly or annual subscription costs for software would go in the Ongoing Costs. Every item in your description of resources and your graphical representation needs to be included on the cost spreadsheet.

Next, using the “ROI Calculations” tab on the spreadsheet, transfer the one-time costs to that tab, in item 2.2 under year 1. Copy the recurring annual costs for those items and enter the annual cost in item 2.3; enter the annual cost in the columns for years 1-5. Then, go to item 2.1 and enter estimates for the costs of selecting and documenting the proposed solution; use reasonable cost estimates for each category; note these are entered in the “year 0” column, since they are incurred prior to the acquisition of the system.

Finally, go to section 1 on the spreadsheet tab and enter several areas where the organization in the Case Study will realize savings by implementing the system. You should refer to Section IV of your group’s business case for areas where savings may be realized. You can add other areas where savings could be expected to come up with a list of four or five areas. The total savings over the five year period must exceed the total cost of the system, or it will not be approved by the decision-makers. So, think carefully about all the ways your system will save money for the organization and be sure your total savings if more than the total costs.

If you use the spreadsheet as it is and use “Insert Row” to add rows where you need them and “Delete Row” where needed, the spreadsheet will calculate the total savings and the total costs by year for the first 5 years. The totals are displayed in blue in bold font.

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3 CARPET

3.1 INTRODUCTION TO WARM AND CARPET

This chapter describes the methodology used in EPA’s Waste Reduction Model (WARM) to

estimate streamlined life-cycle greenhouse gas (GHG) emission factors for carpet beginning at the point

of waste generation. The WARM GHG emission factors are used to compare the net emissions

associated with carpet in the following four materials management alternatives: source reduction,

recycling, landfilling, and combustion. For background information on the general purpose and function

of WARM emission factors, see the WARM Background & Overview chapter. For more information on

Source Reduction, Recycling, Landfilling, and Combustion, see the chapters devoted to those processes.

WARM also allows users to calculate results in terms of energy, rather than GHGs. The energy results

are calculated using the same methodology described here but with slight adjustments, as explained in

the Energy Impacts chapter.

At the end of its useful life, carpet can be recovered for recycling, sent to a landfill or

combusted. Landfilling is the most commonly selected waste management option for carpet. According

to EPA (2011), 9 percent of carpet is recycled annually. Efforts by industry, EPA, and other organizations

over the past few years have increased the fraction of waste carpet that is recycled.

WARM accounts for the four predominant materials constituting face fibers in residential

carpeting: Nylon 6, Nylon 6-6, Polyethylene terephthalate (PET) and Polypropylene (PET). Because the

composition of commercial carpet is different than that of residential carpet, the emission factors

presented in this chapter and in WARM only apply to broadloom residential carpet. The components of

nylon broadloom residential carpet in this analysis include: face fiber, primary and secondary backing

and latex used for attaching the backings.

Exhibit 3-1 shows the general outline of materials management pathways in WARM and how

they are modeled for carpet. Recycling carpet is an open-loop process, meaning that components are

recycled into secondary materials such as carpet pad, molded products and carpet backing. In WARM,

the life-cycle energy and material requirements for converting recycled carpet into these various

secondary end products were unavailable (Realff, 2010a). Therefore, in the recycling pathway, the

recycling benefits for carpet incorporate the avoided manufacture of the various virgin plastic resins

only. Carpet is collected curbside and at special recovery events, or individuals can bring it to designated

drop-off sites. Once carpet has been collected for recycling, it is sent to material recovery facilities that

specialize in separating and recovering materials from carpet. Building on Exhibit 3-1, a more detailed

flow diagram of the recycling pathway for carpet is provided in Exhibit 3-2.

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Exhibit 3-1: Life Cycle of Carpet in WARM

Since the original development of the carpet material type energy and GHG emission factors for

WARM in 2004, updated life-cycle data for the recycling pathway which more accurately reflect carpet

composition and recycling input energy have become available (Realff, 2011b). The updates include

revisions to include two additional types of plastics found in the face fibers of residential broadloom

carpets as well as the incorporation of the loss rates within the carpet recycling process. Updated

information on the source reduction and landfilling life-cycle pathways for carpet was not available.

Therefore, this update to the carpet factors in WARM includes changes only to the recycling and

combustion pathways.

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Exhibit 3-2: Detailed Recycling Flows for Carpet in WARM

3.2 LIFE-CYCLE ASSESSMENT AND EMISSION FACTOR RESULTS

The life-cycle boundaries in WARM start at the point of waste generation, or the moment a

material is discarded, and only consider upstream emissions when the production of materials is

affected by end-of-life materials management decisions. Recycling and source reduction are the two

materials management options that impact the upstream production of materials and consequently are

the only management options that include upstream GHG emissions. For more information on

evaluating upstream emissions, see the chapters on Recycling and Source Reduction.

WARM includes source reduction, recycling, landfilling, and combustion pathways for materials

management of carpet. Composting and anaerobic digestion are not included as pathways for materials

management of carpet. As Exhibit 3-3 illustrates, most of the GHG emissions from end-of-life

management of carpet occur from waste management of this product, while most of the GHG savings

occur from offsetting upstream raw materials acquisition and the manufacturing of other secondary

materials that are recovered from carpet.

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Exhibit 3-3: Carpet GHG Sources and Sinks from Relevant Materials Management Pathways

Materials Management

Strategies for Carpet

GHG Sources and Sinks Relevant to Carpet

Raw Materials Acquisition and

Manufacturing

Changes in

Forest or Soil

Carbon Storage End-of-Life

Source Reduction Offsets

· Transport of raw materials and

intermediate products

· Virgin process energy

· Virgin process non-energy

· Transport of carpet to point of

sale

NA NA

Composting Not applicable because carpet cannot be anaerobically digested

Recycling Emissions

· Transport of recycled materials

· Recycled process energy

· Recycled process non-energy

Offsets

· Emissions from producing

Nylon 6, Nylon 6-6, PET and PP

plastic resins from virgin

material

NA Emissions

· Collection of carpet and

transportation to recycling

center

· De-manufacturing and

reprocessing recovered carpet

Landfilling NA NA Emissions

· Transport to landfill

· Landfilling machinery

Combustion NA NA Emissions

· Transport to WTE facility

· Combustion-related CO2

Offsets

· Avoided electric utility

emissions

Anaerobic Digestion Not applicable because carpet cannot be anaerobically digested

NA = Not applicable.

WARM analyzes all of the GHG sources and sinks outlined in Exhibit 3-4 and calculates net GHG

emissions per short ton of carpet inputs. For more detailed methodology on emission factors, please

see the sections below on individual materials management strategies.

Exhibit 3-4: Net Emissions for Carpet under Each Materials Management Option (MTCO2E/Short Ton)

Material

Net Source

Reduction (Reuse)

GHG Emissions For

Current Mix of

Inputsa

Net Recycling

Emissions

Net

Composting

Emissions

Net

Landfilling

Emissions

Net

Combustion

Emissions

Net

Anaerobic

Digestion

Emissions

Carpet -3.83 -2.36 NA 0.02 1.09 NA
a The current mix of inputs for carpet is considered to be 100% virgin material.

Note: Negative values denote net GHG emission reductions or carbon storage from a materials management practice.

NA = Not applicable.

3.3 RAW MATERIALS ACQUISITION AND MANUFACTURING

The components of nylon broadloom residential carpet in this analysis include: face fiber,

primary and secondary backing and latex used for attaching the backings. The face fiber used for nylon

carpet is typically made of a combination of Nylon 6, Nylon 6-6, Polyethylene terephthalate (PET) and

Polypropylene (PP). For the purpose of developing an emission factor that represents “typical”

broadloom residential carpet, WARM reflects the market share of each material in the carpet industry.

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Carpet backing for broadloom carpet typically consists of polypropylene (PP). For latex used to adhere

carpet backings, EPA modeled styrene butadiene, the most common latex used for this purpose. Styrene

butadiene latex is commonly compounded with a filler such as calcium carbonate (limestone). Inputs to

the manufacture of nylon, PP and styrene butadiene are crude oil and/or natural gas. Exhibit 3-5

provides the assumed material composition of the typical carpet used for this analysis (FAL, 2002, Realff,

2011b).

Exhibit 3-5: Material Composition of One Short Ton of Carpet

Material Application % of Total Weight

Weight (lbs.) (Assuming

2,000 lbs. of Carpet)

Nylon, PET, PP mix Face Fiber 45% 910

PP Woven for backing 15% 304

Styrene butadiene latex Carpet backing adhesive 8% 164

Limestone Filler in latex adhesive 32% 648

Total 100% 2,026 lbs.a
a Note that these values total 2,026 pounds, which is greater than one short ton. This is because 26 pounds of the raw materials used to

manufacture carpet are assumed to be “lost” during the manufacturing process. In other words, producing one short ton of carpet actually

requires slightly more than one short ton of raw materials (FAL, 2002).

The main polymers that are used for the face fiber are Nylon 6-6, Nylon 6, PET, and PP with very

small amounts of wool and a growing interest in the use of bio-based fibers. The average proportion of

each of these plastic resins in carpet face fibers is provided in Exhibit 6. These components are

recovered and recycled in different ways, each consuming different amounts of energy. For example,

Nylon 6 face fiber is recycled mostly through depolymerization, whereas Nylon 6-6 face fiber is recycled

mainly through shaving the fiber followed by remelting and extrusion.

Exhibit 3-6: Residential Face Fiber Mix 1995-2000

Plastic Resin % of Total Weight

Nylon 6 40%

Nylon 6-6 25%

PET 15%

PP 20%

Total Face Fiber 100%

Source: Realff, 2011b

The process used to turn the components in Exhibit 3-5 into a finished carpet may include

weaving, tufting, needlepunching and/or knitting. According to the Carpet and Rug Institute, 95 percent

of carpet produced in the United States is tufted (CRI, 2010). During tufting, face pile yarns are rapidly

sewn into a primary backing by a wide multineedled machine. After the face pile yarns are sewn into the

primary backing, a layer of latex is used to secure a secondary backing, which adds strength and

dimensional stability to the carpet.

3.4 MATERIALS MANAGEMENT METHODOLOGIES

This analysis considers source reduction, recycling, landfilling, and combustion of carpet. It is

important to note that carpet is not recycled into new carpet; instead, it is recycled in an open loop

process. The life-cycle assessment of carpet disposal must take into account the variety of second-

generation products made from recycled carpet. Information on carpet recycling and the resulting

second-generation products is sparse; however, EPA has modeled pathways for which consistent data

are available for recycled carpet components. As described previously, due to unavailable life-cycle data

on the manufacture of second-generation products from recycled carpet, EPA modeled only the

remanufacture of the various virgin plastic resins (i.e., one step before the resins are used to

manufacture the second-generation products such as carpet pad, molded products and carpet backing).

Please see Exhibit 2 for the process flow diagram that illustrates these boundaries.

WARM Version 14 Carpet February 2016

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The data source used to develop the emissions factor for source reduction is a 2002 report

published by Franklin Associates Limited (FAL) on energy and GHG emission factors for the manufacture

and end-of-life management of carpet (FAL, 2002). These data were based on a number of industry and

academic data sources dating from the 1990s and 2000s. The background data for the development of

the source reduction carpet emission factors are available in an EPA background document associated

with the FAL 2002 report (EPA, 2003). The data source used to develop the open-loop recycling emission

factor for carpet is based on updated data from Dr. Matthew Realff of Georgia Institute of Technology

(Georgia Tech). His findings were informed by the 2009 Carpet America Recovery Effort (CARE) 2009

annual report, which provided a breakdown of the components of carpet face fiber polymer (CARE,

2009). In 2011, Dr. Realff collected data in collaboration with the carpet industry that provided the

energy inputs used to recycle carpet face fiber into plastic constituents (Realff, 2011b). Dr. Realff

provided the life-cycle data for recycling carpet in a spreadsheet designed for incorporation into WARM

(Realff, 2011c).

3.4.1 Source Reduction

Source reduction activities reduce the amount of carpet that is produced, thereby reducing GHG

emissions from carpet production. Source reduction of carpet can be achieved through using less

carpeting material per square foot (i.e., thinner carpet) or by finding a way to make existing carpet last

longer through cleaning or repair. For more information on this practice, see the Source Reduction

chapter.

Exhibit 7 outlines the GHG emission factor for source reducing carpet. GHG benefits of source

reduction are calculated as the avoided emissions from raw materials acquisition and manufacturing

(RMAM) of new carpet.

Exhibit 3-7: Source Reduction Emission Factor for Carpet (MTCO2E/Short Ton)

Material

Raw Material

Acquisition and

Manufacturing

for Current Mix

of Inputs

Raw Material

Acquisition and

Manufacturing

for 100% Virgin

Inputs

Forest Carbon

Storage for

Current Mix of

Inputs

Forest Carbon

Storage for

100% Virgin

Inputs

Net Emissions

for Current

Mix of Inputs

Net

Emissions

for 100%

Virgin Inputs

Carpet -3.82 -3.82 NA NA -3.82 -3.82

Note: Negative values denote net GHG emission reductions or carbon storage from a materials management practice.

Information on the share of recycled inputs used in production is unavailable or is not a common practice; EPA assumes that the current mix is

comprised of 100% virgin inputs. Consequently, the source reduction benefits of both the “current mix of inputs” and “100% virgin inputs” are

the same.

NA = Not applicable.

Post-consumer emissions are the emissions associated with materials management pathways

that could occur at end-of-life. Source reducing carpet does not involve post-consumer emissions

because production of the material is avoided in the first place. Forest products are not used in the

production of carpet; therefore, forest carbon storage is not applicable to carpet and thus does not

contribute to the source reduction emission factor.

3.4.1.1 Developing the Emission Factor for Source Reduction of Carpet

To calculate the avoided GHG emissions for carpet, EPA looks at three components of GHG

emissions from RMAM activities: process energy, transportation energy and process non-energy GHG

emissions. Exhibit 8 shows the results for each component and the total GHG emission factor for source

reduction. More information on each component making up the final emission factor is provided in the

remainder of this section.

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Exhibit 3-8: Raw Material Acquisition and Manufacturing Emission Factor for Virgin Production of Carpet

(MTCO2E/Short Ton)

(a) (b) (c) (d) (e)

Material

Process Energy

Transportation Energy

Process Non-Energy

Net Emissions

(e = b + c + d)

Carpet 3.22 0.10 0.50 3.82

FAL (2002) reports the amount of energy required to produce one short ton of carpet as 60.32

million Btu. FAL (2002) also provided the fuel mix that makes up this energy estimate. To estimate GHG

emissions, EPA multiplied the fuel consumption (in Btu) by the fuel-specific carbon contents. Summing

the resulting GHG emissions, by fuel type, gives the total process energy GHG emissions, including both

CO2 and CH4, from all fuel types used in carpet manufacture (Exhibit 3-9).

Exhibit 3-9: Process Energy GHG Emissions Calculations for Virgin Production of Carpet

Material

Process Energy per Short Ton Made

from Virgin Inputs (Million Btu)

Process Energy GHG Emissions

(MTCO2E/Short Ton)

Carpet 60.32 3.22

Transportation energy emissions come from fossil fuels used to transport carpet raw materials

and intermediate products. The methodology for estimating these emissions is the same as that for

process energy emissions. Based upon estimated total carpet transportation energy in Btu, EPA

calculates the total emissions using fuel-specific carbon coefficients (Exhibit 3-10).

Exhibit 3-10: Transportation Energy Emissions Calculations for Virgin Production of Carpet

Material

Transportation Energy per Short Ton

Made from Virgin Inputs (Million Btu)

Transportation Energy GHG Emissions

(MTCO2E/Short Ton)

Carpet 1.36 0.10

Note: The transportation energy and emissions in this exhibit do not include retail transportation.

Process non-energy GHG emissions occur during manufacture but are not related to combusting

fuel for energy. For carpet, non-energy GHGs are emitted in the use of solvents or chemical treatments.

FAL provided data on GHG emissions from non-energy-related processes in units of pounds of native gas

(2002). We convert pounds of gas per 1,000 lbs of carpet to metric tons of gas per short ton of carpet

and then multiply that by the ratio of carbon to gas to produce the emission factor in MTCO2E per short

ton of carpet, as detailed in the example below, showing the calculation of CH4 process non-energy

emissions for carpet. Exhibit 3-11 shows the components for estimating process non-energy GHG

emissions for carpet.

2.72 lbs CH4/1,000 lbs carpet × 2,000 lbs carpet/1 short ton carpet × 1 metric ton CH4/2,205 lbs CH4 =

0.0025 MT CH4/short ton carpet

0.0025 MT CH4/short ton carpet × 25 MTCO2E/metric ton CH4 = 0.06 MTCO2E/short ton carpet

Exhibit 3-11: Process Non-Energy Emissions Calculations for Virgin Production of Carpet

Material

CO2

Emissions

(MT/Short

Ton)

CH4

Emissions

(MT/Short

Ton)

CF4 Emissions

(MT/Short

Ton)

C2F6

Emissions

(MT/Short

Ton)

N2O

Emissions

(MT/Short

Ton)

Non-Energy

Carbon

Emissions

(MTCO2E/Short

Ton)

Carpet 0.01 0.00 – – 0.00 0.50

– = Zero emissions.

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3.4.2 Recycling

This section describes the development of the recycling emission factor, which is shown in the

final column of Exhibit 3-12. For more information on recycling in general, please see the Recycling

chapter. As mentioned previously, updated life-cycle data for recycling carpet were available from Dr.

Matthew Realff of Georgia Tech. His findings were informed by the 2009 Carpet America Recovery Effort

(CARE) 2009 annual report, which provided a breakdown of the components of carpet face fiber

polymers in conjunction with the collaboration with the carpet industry to collect data that provided the

energy inputs used to recycle carpet face fiber plastic constituents.

Exhibit 3-12: Recycling Emission Factor for Carpet (MTCO2E/Short Ton)

Material

Raw Material

Acquisition and

Manufacturing

(Current Mix of

Inputs)

Materials

Managemen

t Emissions

Recycled

Input

Credita

Process

Energy

Recycled Input

Credita –

Transportation

Energy

Recycled

Input

Credita –

Process

Non-Energy

Forest Carbon

Sequestration

Net

Emissions

(Post-

Consumer)

Carpet – – -1.41 -0.01 -0.94 – -2.36
a Includes emissions from the virgin production of secondary materials.

Note: Negative values denote net GHG emission reductions or carbon storage from a materials management practice.

NA = Not applicable.

In WARM, EPA models open-loop recycling of carpet into a mixture of following plastic resins:

Nylon 6, Nylon 6-6, PET and PP. The resulting plastic resins produced from the open-loop recycling

process will then be converted into a number of products including new carpet fiber, molded or

extruded plastics and plastic pellets. The additional energy and resultant GHG emissions from the

conversion of the recycled plastic resins into these final secondary products were not available.

Therefore, the recycling benefits for carpet are limited to the avoided energy and GHG emissions

associated with virgin plastic resin manufacture.

The recycled input credits shown in Exhibit 3-12 include all of the GHG emissions associated with

collecting, transporting, processing and recycling or remanufacturing carpet into secondary materials.

None of the upstream GHG emissions from manufacturing the carpet in the first place are included;

instead, WARM calculates a “recycled input credit” by assuming that the recycled material avoids—or

offsets—the GHG emissions associated with producing the same amount of secondary resins from virgin

inputs. The eventual secondary products those resins are then used to manufacture are not factored

into WARM’s calculations. Consequently, GHG emissions associated with management (i.e., collection,

transportation and processing) of end-of-life carpet are included in the recycling credit calculation. Since

carpet does not contain any wood products, there are no recycling benefits associated with forest

carbon storage. The GHG benefits from the recycled input credits are discussed further below.

EPA calculates the GHG benefits of recycling carpet by comparing the difference between the

emissions associated with manufacturing a short ton of each of the four resins derived from recycled

carpet and the emissions from manufacturing the same ton from virgin materials, after accounting for

losses that occur in the recycling process. WARM assumes that both recycled Nylon 6-6 fiber and Nylon

6-6 pellets displace the virgin production of Nylon 6-6 resin. These results are then weighted by the

distribution shown in Exhibit 3-13 to obtain a composite emission factor for recycling one short ton of

carpet. This recycled input credit is composed of GHG emissions from process energy, transportation

energy and process non-energy.

Exhibit 3-13: Secondary Resins Produced from Recycled Carpet Fibers

Material Percent of Recovered Carpet Face Fiber

Nylon 6 Fiber 54.02%

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Material Percent of Recovered Carpet Face Fiber

Nylon 6-6 Fiber 6.72%

Nylon 6-6 Pellet 23.07%

PET Fiber 7.71%

PP Fiber 8.62%

Source: Realff, 2011b

To calculate each component of the recycling emission factor, EPA follows five steps, which are

described in detail below.

Step 1. Calculate emissions from virgin production of one short ton of secondary resin.

We apply fuel-specific carbon coefficients to the life-cycle data for virgin RMAM of each

secondary resin (FAL, 2010, Plastics Europe, 2005). The life-cycle data for virgin production of Nylon 6

and Nylon 6-6 were unavailable for production of these resins in the United States. Thus, life-cycle data

for the production of these resins in the European context were used as a proxy (Plastics Europe, 2005).

Life-cycle data for the production of PET and PP resins are the same as used in the development of the

PET and PP emission factors in WARM (FAL, 2011). The upstream life-cycle data also incorporate

transportation and process non-energy data. The calculations for virgin process, transportation and

process non-energy emissions for the secondary resins are presented in Exhibit 14, Exhibit 15, and

Exhibit 16, respectively.

Exhibit 3-14: Process Energy GHG Emissions Calculations for Virgin Production of Carpet Secondary Resins

Material

Process Energy per Short Ton Made

from Virgin Inputs (Million Btu)

Energy Emissions (MTCO2E/Short Ton

Carpet)

Nylon 6 112.16 6.60

Nylon 6-6 122.40 7.45

PET 28.43 1.74

PP 23.72 1.17

Exhibit 3-15: Transportation Energy Emissions Calculations for Virgin Production of Carpet Secondary Resins

Material

Transportation Energy per Short Ton

Made from Virgin Inputs (Million Btu)

Transportation Emissions

(MTCO2E/Short Ton Carpet)

Nylon 6 1.05 0.07

Nylon 6-6 0.82 0.05

PET 1.00 0.07

PP 2.36 0.13

Exhibit 3-16: Process Non-Energy Emissions Calculations for Virgin Production of Carpet Secondary Resins

Material

CO2

Emissions

(MT/Short

Ton Carpet)

CH4

Emissions

(MT/Short

Ton Carpet)

CF4

Emissions

(MT/Short

Ton Carpet)

C2F6

Emissions

(MT/Short

Ton Carpet)

N2O

Emissions

(MT/Short

Ton Carpet)

Non-Energy

Carbon Emissions

(MTCO2E/Short

Ton)

Nylon 6 1.04 0.00 – – 0.01 3.43

Nylon 6-6 0.84 0.00 – – 0.00 1.08

PET 0.27 0.00 – – – 0.39

PP 0.07 0.01 – – 0.00 0.21

– = Zero emissions.

Step 2. Calculate emissions from recycled production of one short ton of the secondary resin.

EPA then applies the same carbon coefficients to the energy data for the production of the

secondary resin production from recycled carpet. Personal correspondence with Dr. Matthew Realff

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(2011a) indicated that no non-energy process emissions occur in recycled production of secondary

resins from carpet. The same amount of energy is required to remix HMA from recycled asphalt

concrete as is required to produce HMA from virgin materials (Levis, 2008); therefore, the analysis uses

data on virgin HMA production from the Canadian Program for Energy Conservation as described in the

source reduction section (Natural Resources Canada, 2005).

Exhibit 1-10Exhibit 3-17 and Exhibit 3-18 present the emission calculation components for

recycled secondary product process energy emissions and transportation energy emissions, respectively.

Exhibit 3-17: Process Energy GHG Emissions Calculations for Recycled Production of Carpet Secondary Resins

Material

Process Energy per Short Ton

Made from Recycled Inputs

(Million Btu)

Energy Emissions (MTCO2E/Short

Ton)

Nylon 6 Fiber 74.24 3.93

Nylon 6-6 Fiber 3.13 0.16

Nylon 6-6 Pellet 13.39 0.70

PET Fiber 1.24 0.06

PP Fiber 10.55 0.56

Exhibit 3-18: Transportation Energy GHG Emissions Calculations for Recycled Production of Carpet Secondary

Resins

Material

Transportation Energy per Short

Ton Made from Recycled Inputs

(Million Btu)

Transportation Emissions

(MTCO2E/Short Ton)

Nylon 6 Fiber 0.85 0.07

Nylon 6-6 Fiber 2.56 0.21

Nylon 6-6 Pellet 3.67 0.003

PET Fiber 3.24 0.003

PP Fiber 0.84 0.001

Note: The transportation energy and emissions in this exhibit do not include retail transportation.

Step 3. Calculate the difference in emissions between virgin and recycled production.

To calculate the GHG reductions associated with replacing virgin production with recycled

production of secondary products, we then subtract the emissions from recycled production (Step 2)

from the emissions from virgin production (Step 1). These results are shown in Exhibit 1-12.

Exhibit 3-19: Differences in Emissions between Recycled and Virgin Carpet Manufacture (MTCO2E/Short Ton)

Material/

Product

Product Manufacture Using

100% Virgin Inputs

(MTCO2E/Short Ton)

Product Manufacture Using 100%

Recycled Inputs

(MTCO2E/Short Ton)

Difference Between Virgin and

Recycled Manufacture

(MTCO2E/Short Ton)

Process

Energy

Transpor-

tation

Energy

Process

Non-

Energy

Process

Energy

Transpor-

tation

Energy

Process

Non-

Energy

Process

Energy

Transpor-

tation

Energy

Process

Non-

Energy

Nylon 6 Fiber 6.60 0.07 3.43 3.93 0.07 – -2.67 -0.01 -3.43

Nylon 6-6 Fiber 7.45 0.05 1.08 0.16 0.21 – -7.28 0.16 -1.08

Nylon 6-6 Pellet 7.45 0.05 1.08 0.70 0.003 – -6.75 -0.047 -1.08

PET Fiber 1.74 0.07 0.39 0.06 0.003 – -1.68 -0.067 -0.39

PP Fiber 1.17 0.13 0.21 0.56 0.001 – -0.61 -0.129 -0.21

Note: Negative values denote net GHG emission reductions or carbon storage from a materials management practice.

– = Zero emissions

Step 4. Adjust the emissions differences to account for recycling losses.

For almost every material that gets recycled, some portion of the recovered material is

unsuitable for use as a recycled input. This portion is discarded either in the recovery stage or in the

WARM Version 14 Carpet February 2016

3-11

manufacturing stage. Consequently, less than one ton of new material is typically made from one ton of

recovered materials. Material losses are quantified and translated into loss rates. Exhibit 20 shows the

relative amounts of each plastic resin recovered from a given ton of recycled carpet and their end uses.

Associated with each of these end uses are different recycling routes. For example Nylon 6 face fiber is

recycled mostly through depolymerization, whereas Nylon 6-6 face fiber is recycled mainly through

shaving the fiber followed by remelting and extrusion.

The distribution of end uses for carpet material is shown in Exhibit 3-20 and illustrates the total

amount of plastic resins recovered and ultimately remanufactured per 1000 kg of recycled carpet. Note

that the recovery and remanufacture of plastic resins per 1000 kg of incoming carpet material is less

than 50 percent by mass indicating a high loss rate for recycling carpet. Furthermore, due to lack of data,

Instructions

	ROI Calculator – for IT system projects
	2015 Version (v1.04) SCROLL TO THE TOP to see all entries
	Published by Axia Consulting Ltd, 17 New Road Avenue, Chatham, Kent ME4 6BA, United Kingdom.
	Web: www.axia-consulting.co.uk Email: [email protected]
	Axia Consulting Ltd gives no warranty (either expressed or implied) in relation to the quality, accuracy, performance and fitness for purpose of this ‘ROI Calculator’. Axia Consulting Ltd will not be liable for any loss or damage (whether directly or indirectly suffered), or any consequential loss arising from the use of this ‘ROI Calculator’.
	Copyright © 2015 Axia Consulting Ltd. All rights reserved.
	This ‘ROI Calculator’ is free for personal use and to help you with projects internally within your organisation. However, you are not permitted to display this ‘ROI Calculator’ on the Internet, whether in part or whole, whether modified or not, nor to advertise, resell or obtain a commercial benefit from it.
	ROI Calculator objective: to quickly calculate ROI (return on investment) and payback year for IT system projects
	INSTRUCTIONS are below (click the tab at the bottom of the screen to access the ROI Calculator Example)
	Note: The ROI Calculator includes some fictitious data in the ROI Calculator Example, for illustration purposes. On the Costs and Services and ROI Calculations tabs you will enter data about your specific project. The notation $’000 means that the data are shown in thousands of dollars.
	All calculated figures are in coloured in orange, with totals in blue, to assist in easy recognition. The worksheet uses simple Excel calculations which should not be altered.
	Graphs show analyses of project cash flows, income / cost savings and implementation costs. The graphs in your ROI Calculations will change depending on the headings and data you enter into the spreadsheet.
	Instructions
	1. Review the ROI Calculator Example
	2. Go to the Costs and Sources tab and enter the costs associated with your technology solution.
	3. Go to the ROI Calculations tab and enter the categories of savings and amount to be saved each year – for your solution. Edit the entries and delete the rows where excess entries are shown. Use ‘insert row’ if you need to add rows. This will retain the formulas correctly.
	4. On the ROI Calculations page enter the categories of costs (initial investment costs and ongoing costs) and the amounts for each of the first 5 years of use of your solution using the data you entered on the Costs and Sources tab. Edit the entries and delete the rows where excess entries are shown. Use ‘insert row’ if you need to add rows. This will retain the formulas correctly.
	5. Review the totals that are calculated by the spreadsheet formulas and make sure they are correct.
	6. Review the two rows in Section 3 below the costs and examine how the cash flow and cumulative cash flow are calculated.
	7. In section 4, enter any assumptions that affected the costs recorded; some examples are shown
	8. Review the 4 charts at the top of the page to see how the categories of savings and costs break out.
	9. The top right chart shows the Return on Investment (ROI) for your project and the Payback Year. These will be included in your written narrative that explains your technology solution.
	10. Your written narrative will also include the total investment (one-time) costs and the annual ongoing cost amounts.
	11. Your written nattative will also discuss the categories and amounts of savings expected from implementing your solution.
	Further information about software selection may be found at:
	http://www.axia-consulting.co.uk/html/resources.html
	Downloaded from:
	http://www.axia-consulting.co.uk/html/roi_calculator.html

http://www.axia-consulting.co.uk/html/resources.html

http://www.axia-consulting.co.uk/html/roi_calculator.html

ROI Calculator Example

	ROI Calculator – for IT system projects
	Project name:
						Results Summary
						Total project cost savings/income			845000
						Total project expenditures			-310000
						Net project savings / income			535000		Net = Savings – Project Expenditure
						ROI (return on investment – after 5 years)			172.6%		ROI = Net Savings/Project Expenditure
						Payback year			Year 3		Payback year = year in which the accumulated savings
											exceeds the project expenditures
	ROI Input Year:	0	1	2	3	4	5	Total
Ref	Description
1	Project cost savings / income
1.1	Improved invoice preparation			$ 20,000	$ 40,000	$ 40,000	$ 40,000	$ 140,000
1.2	Reduced storage costs		$ 40,000	$ 60,000	$ 80,000	$ 80,000	$ 80,000	$ 340,000
1.3	Time saved manually creating basic reports			$ 15,000	$ 30,000	$ 30,000	$ 30,000	$ 105,000
1.4	Existing software annual maintenance		$ 25,000	$ 50,000	$ 50,000	$ 50,000	$ 50,000	$ 225,000
1.5	Reduced consumables			$ 5,000	$ 10,000	$ 10,000	$ 10,000	$ 35,000
	Total cost savings / income	$ – 0	$ 65,000	$ 150,000	$ 210,000	$ 210,000	$ 210,000	$ 845,000
2	Project expenditures
2.1	Selection costs									Shown in year 0; prior to start of project
2.1.1	Software selection staff costs	$ 10,000						$ 10,000
2.1.2	Travel and expenses	$ 2,000						$ 2,000
2.1.3	Selection tools / programs	$ 1,000						$ 1,000
2.1.4	Consultancy costs	$ 7,000						$ 7,000
	Sub total selection costs	$ 20,000	$ – 0	$ – 0	$ – 0	$ – 0	$ – 0	$ 20,000
2.2	Implementation costs
2.2.1	Software		$ 55,000					$ 55,000
2.2.2	Database		$ 5,000					$ 5,000
2.2.3	Additional licences		$ 5,000					$ 5,000
2.2.4	Hardware		$ 70,000					$ 70,000
2.2.5	Network		$ 10,000					$ 10,000
2.2.6	System configuration		$ 15,000					$ 15,000
2.2.7	Other labour costs		$ 20,000					$ 20,000
2.2.8	Training		$ 15,000					$ 15,000
2.2.9	Contingency		$ 20,000					$ 20,000
	Sub total implementation costs	$ – 0	$ 215,000	$ – 0	$ – 0	$ – 0	$ – 0	$ 215,000
2.3	Ongoing costs
2.3.1	Annual maintenance / service charges for software, hardware, database, network (either the total annual cost, or listed by each item of the annual cost)		$ 15,000	$ 15,000	$ 15,000	$ 15,000	$ 15,000	$ 75,000
	Sub total ongoing costs	$ – 0	$ 15,000	$ 15,000	$ 15,000	$ 15,000	$ 15,000	$ 75,000
	Total expenditure	$ 20,000	$ 230,000	$ 15,000	$ 15,000	$ 15,000	$ 15,000	$ 310,000
3	Cash Flow
	Cash flow (Savings – Expenditure)	$ (20,000)	$ (165,000)	$ 135,000	$ 195,000	$ 195,000	$ 195,000	$ 535,000
	Cumulative cash flow (previous yr cumulative	$ (20,000)	$ (185,000)	$ (50,000)	$ 145,000	$ 340,000	$ 535,000
	cash flow + current year cash flow)
4	Assumptions
	list any assumptions here – examples might be:
	number of licenses needed
	growth in number of users
	growth in amount of data/transactions

ROI Calculator Example

Cash flow (Savings – Expenditure)

Cumulative cash flow (previous yr cumulative

Years

$/£’000

Project cash flows

Costs and Sources

Project cost savings / income

Analysis of project
cost savings / income

ROI Calculations

Analysis of project implementation costs

INSTRUCTIONS: List each item separately and use Excel functions to calculate total item costs, subtotals, and total expenditure. Enter costs in appropriate columns and show the source (URL) of the cost of each item. Edit the items in Column B to match your solution, inserting rows as needed.
Implementation costs		Unit Cost	Number of Units	Total Item Cost	Source of cost (website, etc)
Software	Software
	Database
	Additional licences
	Other software costs
Hardware	(list each hardware component)
Network	(list each network component and connectivity/communication costs)
Labor/Service Costs	System configuration
	Other labour costs (specify)
	Training
Contingency	Contingency
	Sub total implementation costs
Ongoing costs				Annual Cost
	(List Annual maintenance / service charges for software, hardware, database, communications/connectivity)
	Sub total ongoing costs				Total annual cost
	Total expenditure

ROI Calculator – for IT system projects

Project name:

NOTE: Everything looks messed up, but will look correct after you enter your data

Results Summary

Total project cost savings/income $’000

Total project expenditures $’000

Net project savings / income $’000

Net = Savings – Project Expenditure

ROI (return on investment – after 5 years)

0.0%

ROI = Net Savings/Project Expenditure

Payback year

Year 1

Payback year = year in which the accumulated savings

exceeds the project expenditures

ROI Workings Year:

Total

Ref

Description

Project cost savings / income

Edit the headings for YOUR project.

Delete rows that remain and do not apply to your project

1.1

Improved invoice preparation

$ – 0

Enter the amounts you estimate will be saved each year

1.2

Reduced storage costs

$ – 0

Below, enter the costs from your Costs and Sources tab.

1.3

Time saved manually creating basic reports

$ – 0

1.4

Existing software annual maintenance

$ – 0

1.5

Reduced consumables

$ – 0

Total cost savings / income

$ – 0

Project expenditures

2.1

Selection costs

Shown in year 0; prior to start of project

2.1.1

Software selection staff costs

$ – 0

2.1.2

Travel and expenses

$ – 0

2.1.3

Selection tools / programs

$ – 0

2.1.4

Consultancy costs

$ – 0

Sub total selection costs

$ – 0

2.2

Implementation costs

Shown only in year 0 or year 1

2.2.1

Software

$ – 0

2.2.2

Database

$ – 0

2.2.3

Additional licences

$ – 0

2.2.4

Hardware

$ – 0

2.2.5

Network

$ – 0

2.2.6

System configuration

$ – 0

2.2.7

Other labour costs

$ – 0

2.2.8

Training

$ – 0

2.2.9

Contingency

$ – 0

Sub total implementation costs

$ – 0

2.3

Ongoing costs

Shown beginning in year 1

2.3.1

Annual maintenance / service charges for software, hardware, database, network (either the total annual cost, or listed by each item of the annual cost)

$ – 0

Sub total ongoing costs

$ – 0

Total expenditure

$ – 0

Cash flow (Savings – Expenditure)

$ – 0

Cumulative cash flow (previous yr cumulative

$ – 0

cash flow + current year cash flow)

Cash flow (Savings – Expenditure)

Cumulative cash flow (previous yr cumulative

Years

$/£’000

Project cash flows

Project cost savings / income

Analysis of project
cost savings / income

Analysis of project implementation costs

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Technology Solution – Individual Assignment Before you begin this assignment, be sure you have

Business Need and Proposed Solution

Solution Resources and Operational Components

1. How the System Will Converge

I. Enterprise Architecture

II. Cost Estimate and Return on Investment (ROI)

Assignment Deliverables

Project Documentation Requirements — Report Format

Criteria

TOTAL Points Possible

Instructions

ROI Calculator Example

ROI Calculator Example

Costs and Sources

ROI Calculations

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