ENT586_week3.doc Project Systems Acquisition Plan ENT/586 Project Systems Acquisition Plan Essence of Time (EOT) uses an online platform to sell and market their products, but as a requirement of their parent company
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ENT586_week3.doc Project Systems Acquisition Plan ENT/586 Project Systems Acquisition Plan Essence of Time (EOT) uses an online platform to sell and market their products, but as a requirement of their parent company Unilever, they were required to upgrade their systems. During this process, it will involve a lot of people who would need to participate in the launch. This paper will describe and justify the specific systems design and development approach that EOT will use. Next, a summary of the steps in the systems acquisitions process will be provided. Lastly, an overview of who will participate in each step of the systems acquisition process will be provided. System Design and Development There are constant changes in technology that happen regularly, and that makes it hard to make sure that a company is using the best software suitable for their needs. Essence of Time (EOT) is a smaller online company and would need the flexibility of a program and software that would work for the company. A few methods that have been considered for EOT would be the waterfall method and the rapid application development (RAD) which would help to assist with some of their accounting, human resources, and inventory needs. The program would be able to assist in detailed and accurate accounting and recording (Satyawati, Lyna, & Cahjono, 2017). This means that the method that is selected would need to be flexible and not be set to a schedule like the Waterfall method (Singh, 2019). EOT selected RAD in. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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