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PhumlaKamnandiHotels Project Guidelines - Business Case - 2025

The Phumla Kamnandi Hotels project aims to develop a Business Case and User Requirements Specification for the first phase of a computerization project, emphasizing the importance of the analysis phase in the Systems Development Life Cycle (SDLC). Students must submit two PDF documents by April 11, 2025, with guidelines provided for consistency and clarity, and all team members are expected to contribute equally to the project. The document also warns against plagiarism and outlines the financial health of the hotel group to aid in estimating the project's economic feasibility.

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12 views4 pages

PhumlaKamnandiHotels Project Guidelines - Business Case - 2025

The Phumla Kamnandi Hotels project aims to develop a Business Case and User Requirements Specification for the first phase of a computerization project, emphasizing the importance of the analysis phase in the Systems Development Life Cycle (SDLC). Students must submit two PDF documents by April 11, 2025, with guidelines provided for consistency and clarity, and all team members are expected to contribute equally to the project. The document also warns against plagiarism and outlines the financial health of the hotel group to aid in estimating the project's economic feasibility.

Uploaded by

ibrahimsow367
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Department of Information Systems

Systems Analysis (INF2009F) – 2025


Phumla Kamnandi Hotels Project Guidelines - Business Case
Objective of the project
The main objective of the project (Assignment 1 and Assignment 2) is for you to
develop the Business Case and User Requirements Specification (URS)
documentation for the first phase of the Phumla Kamnandi Hotels computerisation
project. This documentation will provide the information required to design and build
the final computer system in the Systems Design and Implementation course in the
second semester.
This project will help you understand how the quality of the analysis phase affects the
effectiveness and quality of the final system, and to see how each phase in the SDLC
links to the next. It also provides good practice for the much more extensive real-world
projects done in 3rd year and Honours.
In order to ensure consistency across the whole class, these guidelines, together with
the Business case template provided, will help you identify the contents and extent of
the Business Case document. Once you completed the MS Word document, you will
save it as a pdf version.
Hand-in Due Date
The project requires you to submit 2 pdf documents on relating to the Phumla
Kamnandi Hotels System. This first will be the Business Case (10% of year mark) and
the second a User Requirements Specification (URS) (10% of year mark). This
document provides you with guidelines in generating your Business Case. Guidelines
to assist in generating the URS will be handed out later.
The first deliverable is a Business Case – due date 9h00am on Friday 11th April
2025. For this deliverable, presentation is important and hand-written documents are
not acceptable. Please submit your document electronically to Amathuba as your
Business Case Assignment (only one submission is required per team and use
INF2009F_BC_TeamAB_2025 as your file name, where ABC will be your team
number 05, 89 for example). Amathuba submission is non-negotiable as we use the
submission time-stamp to determine whether late penalty applies or not and the file
will be sent through Turnitin. This deadline is not negotiable and a penalty of 5% per
day will be deducted for late submission.
Throughout this project you should be guided by the business activities and user
requirements described in the case study handouts and expanded on in the
workshops. This information tells you about the business problems and opportunities
that need to be addressed at Phumla Kamnandi Hotels.
Contents of the document
The overall structure of the document should follow the template provided. Where
insufficient detail about the project has been provided you can make any reasonable
assumptions in order to provide clear and complete documentation. However, an
assumption should never violate a clearly stated business rule. Alternatively, you can
email Ayanda Pekane at [email protected] for clarity on how the current
systems operate. Reference to the lecture notes and workshop exercises will be
invaluable in appreciating the structure and presentation of the various sections in the
Business Case document.

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Important Note:
All four partners in the team should have worked equally hard on the document. Marks
will be awarded jointly to the team, even where there may have been differing skills
levels on the part of each member. If however, students complain that their project
mark has suffered significantly because of non-participation or poor effort by one of
the partners, or there is a major discrepancy between a student’s project mark and
their final exam mark, individuals may be required to walkthrough the project
separately for re-evaluation. In such circumstances, the total marks for the project are
likely to be redistributed on a basis which reflects the student effort.
We encourage group discussion and support but it is important that each student
works with and understands every aspect of the course. Students will be using the
tools and techniques introduced in INF2009F in delivering a major project in third year
and honours. Your expertise in systems development is probably the most critical skill
set you will take out of university into the IT profession. It is therefore important that
all members of a team work on all parts of every deliverable – don’t split the work
between you so that each member can see half the total picture. Obviously one team
member might complete the final drawing of a particular model but all should be
involved in the rough drafts where the real understanding happens.

Plagiarism Declaration
Beware PLAGARISM. Each team must submit its own documentation. It is very easy
to see where students are copying rather than doing their own work as each marker
evaluates the same section across all the deliverables. Where teams are found to have
copied from other students, both teams will be penalised. This is likely to result in a
mark of zero being given to both teams with the potential for further action where
appropriate.
On the next page are summary revenue and expense figures for the Phumla Kamnandi
Hotel Group (2025) to give you an indication of the current financial health of the
business. You may find this data useful when estimating the economic feasibility of
the project.
In addition to these figures please note:
• Stock losses are mostly from wastage and theft in the restaurant, bars and
housekeeping area and are a genuine expense.
Mis-postings are write-offs as a result of errors made in posting charges to
the guest accounts. Many errors are only detected at checkout time when it
may be too late to reallocate the expense to the correct account. Mis-
postings are lost revenue rather than expenses and are currently estimated to
be around 7% of revenue (excluding room revenue).
• Complementaries are free stays in the hotel. A few complementaries (free
stays) are given to VIP’s and travel agents to market the hotel but almost all
are awarded to guests who have been inconvenienced through misplaced
bookings. Again, we reflect complementariness as lost revenue rather than
an expense. The total loss of room venue through errors in the booking
process and the resulting complementary stays is estimated to be around 5%
of room venue.

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Phumla Kamnandi Hotels Consolidated Revenue and Expense Details


2025

Revenue 705 356 420

Room Revenue 346 360 200


Bar Revenue 114 226 070
Restaurant Revenue 163 180 100
Other 81 590 050

Expenditure 656 819 150


Salaries 54 060 000
Wages 194 544 000
Food Purchases 81 590 050
Bar Purchases 68 535 640
Stationery 2 376 000
Telephone 32 636 020
Garden Expenses 4 290 000
Swimming Pool Costs 2 046 000
Water, Rates, Electricity 54 656 800
House Keeping 16 500 000
Transport and Motor Charges 18 812 640
Depreciation 11 880 000
Interest on Mortgage 67 500 000
Advertising 8 250 000
Insurance 11 022 000
Machine Costs 1 320 000
Stock Losses 22 400 000
Sundry Expenses 4 400 000

Net Revenue 48 537 270


% Profit on Turnover 6.90%

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