Peer To Peer Lending Scheme - Assignment Example

PEER TO PEER LENDING SCHEME PEER TO PEER LENDING SCHEME Introduction Group Lending Club (GLC) primary aim is the implementation of a peer to peer lending system that is more technology driven. They strive to implement and use new software that will be developed by London Agile (LA). Task 1: The role of the Workshop Facilitator and how this role relates to the GLC scenario Campbell McBain is an administrator at Group lending club is and is willing to work as a workshop facilitator. A facilitator is the person who has no decision-making authority, his primary role is to help the group identify and solve problems. The facilitator contributes to the structure and interaction process, and his primary role is to support the tea to achieve performance. The following are some of the roles Mr. Campbell McBain should expect (Mostafa, 2014).The facilitator should ensure that the functions are given are fulfilled by the right people with the proper experience and authority. The facilitator is the task of developing clear objectives and agenda that are in line with the company goals. He should also decide the workshop process and briefing process. The facilitator should also ensure that logistical arrangements are. During the workshop, the facilitator ensures that objectives are, and benefits are realized. He also ensures that all relevant information is available to the group so that strategic decision-making is facilitated. After the workshop, the primary role of the facilitator is to produce and deliver the workshop report. He also reviews the report with the management of the company. McBain is not qualified for the role of facilitator although he has all the relevant knowledge about the company. McBain has been in the business for a long time and understands the role that the proposed software is supposed to play. McBain is very excited about the progress of the program. Thus, he will be available to the programmers at London Agile (Shankar et al.,2014). Despite his qualifications, it might be difficult for him to be impartial which is a quality required for the facilitator role. He should ensure he facilitates the workshop rather than dictate what is to be. A facilitator plays his role with no alignment or stake in the company, and there Campbell will not be suited for the role (Kafilongo et al, 2014) Task 2: The business ambassador role The company ambassador is the person given the responsibility of ensuring he or she embodies the cooperate identity of the company. The company ambassador has the ability of the to use promotional strategies that will strengthen the customer product relationship. It will influence a large number of organizations into using the products of the organization (Turk et al, 2014). The company ambassador ensures that a good image of the company is in the public eye, the investors, and borrowers. In the phase of developing new software for the company, the brand manager should ensure that the investors are of the strategies being put in place and the advantages that the system will offer them. The business ambassador will be responsible for the following roles. Promotion of the business service or product, in a manner that is appealing to the current and prospective investors and borrowers. The business ambassador should have sufficient knowledge of the business and a good understanding of the companies’ objectives. The ambassador is tasked with the task of developing new markets for the business; he also records the clients preferences and maintains them for future reference. The ambassador will keep a follow-up of customer’s feedback and advice the company accordingly. The ambassador will include consistent reporting to the organization to ensure that that the regular feedback is in the software. The ambassador will then provide the view for day to day decision making of the business and describe the business scenario to help design and test the solution (Plonka et al, 2013). Lastly, the ambassador will provide assurance that the solution developed is correct and then coordinate business acceptance. DSDM Atern is software development method that embraces continuous client involvement and principles of Agile development(Peldžius et al., 2013) DSDM Atern that more projects fail because of problems that people experience rather than technology. It is characterized by tight schedules and budgets. It seeks to address user involvement and management commitment. On the other hand, Iterative Waterfall model involves a sequential design process in the process of software development. Iterative Waterfall model goes through the phases of conception, testing, production, and maintenance. The iterative waterfall method does not allow for the user involvement and doesn’t give a prototype that can be used by users can comment on. Phases of an iteration model are rigid and have no overlaps making it hard for reviews to take place. There might also be design issues because not all requirements are gathered up front for the project. DSDM is considered more appropriate because of its nine principles (DSDM Consortium, 2011) There is active user involvement making sure that user opinions are into system development. There is a focus on frequent delivery of products ensuring that changes can be during development. The specifications are baselined at a high level with integrated testing throughout the lifecycle. The fact that it ensures collaboration between all stakeholders is also a major advantage for the DSDM system ( Felipe et al, 2013). Task 3: The business vision statement and use case diagram The agile software is going to automate the works of group lending club. There is hope for a much better system that will improve the way the organization handles its clients who are the borrowers and Investors (Kolfschoten, 2012). A vision statement should best describe the function of the company. GLC as a company is in the matching the potential investor with a potential client whose credit rating is high. It also takes precaution only to lend money to borrowers who have the potential to pay. The best vision statement would be. Group lending club serves to protect your investor by finding you the best potential borrower who pays you efficiently (Bourimi et al. 2014) The above diagram is a use case diagram for the interaction of users with the system of GLC Company. It provides a platform in which users can get feedback for the when they register with the management. The following is a description of the functionality of the use case diagram. The first point of interaction is where the potential investor interacts with the system and is with the management. The management will then schedule a meeting with the investor and analytics who analyze his assets and advise him accordingly. The second step involves the interaction of the system with the potential borrower whose details are via the Web, telephone or fax. The borrower is then analyzed for creditworthiness so that he/she can be with the correct borrower. Basing on this evaluation an approval message or a decline message is. Task 4: Functional and non-functional requirements of the software development process. Requirements list Requirements Identifier Requirement short name Requirement description Acceptance criteria FUNCTIONAL REQUIREMENTS 1 Business rules This is the rules of engagement of the business. They include procedures used in conducting the business. Should be rules of business engagement 2 Business objectives These are the goals of the organizations that it hopes to fulfill Goal for fulfillment of organizational goals 3 Information needed for job performance This is the information that is needed for the job performance such as investor and borrower details. Relevant information pertaining to the job 4 Legal or Regulatory requirements These are the requirements that are enforced by law and should be adhered to avoid law suit Legal information pertaining to the entity 5 Authorization levels These are the levels of administration in the organization. It should be identifiable who is authorized and who is not Hierarchy levels in the organization NON-FUNCTIONAL REQUIREMENTS 6 Availability The system is required to operate throughout the year processing client data and giving reports. System to be available for use 7 Reliability These is how reliable the system will be to the user there should be a mean time between failures Non-failure of the system 8 Capacity How many transactions can the system be able to handle. A limit of data storage should set. How able the system is to handle transactions 9 Performance Application response time, processing time, and query reporting time are considered. How fast the system is. 10 Integrity This is considered in fault trapping and how electronic interface is handled. Enforce of system to bring about high levels of integrity 11 Security Login requirements should be made for management access level only and periods of inactivity should enable log in. Data protection 12 Efficiency The system should be efficient for data handling and for transaction purposes of organization. Efficiency in processing data Conclusion The essay discusses the roles of the business workshop facilitator and that of the business ambassador. These people are important and their contribution to the development of a system is very necessary. The advantages of the use of DSDM systems over the use of waterfall concept are also discussed. An analysis of the non-functional and functional requirements is analyzed in the last step. Reference list Mostafa, Bushra. "Assessing the applicability of Traditional and Agile methodology to enhance success of software development projects." (2015). Kafilongo, K. W. M., A. Jordaan, and P. Conradie. "6.3 Agile Programming: An Innovative Approach to Software Development in Higher Education–Kafilongo, KWM." SA Innovation Summit Journal (2014): 49. Shankar, Anil, Honray Lin, Hans-Frederick Brown, and Colson Rice. "Rapid Usability Assessment of an Enterprise Application in an Agile Environment with Cog Tool." In Proceedings of the 33rd Annual ACM Conference Extended Abstracts on Human Factors in Computing Systems, pp. 719-726. ACM, 2015. Turk, Dan, Robert France, and Bernhard Rumpe. "Limitations of agile software processes." arXiv preprint arXiv: 1409.6600 (2014). Plonka, Laura, Helen Sharp, Peggy Gregory, and Katie Taylor. "UX Design in Agile: A DSDM Case Study." In Agile Processes in Software Engineering and Extreme Programming, pp. 1-15. Springer International Publishing, 2014. Peldžius, Stasys, Saulius Ragaišis, and Vytautas Valaitis. "Seeking process maturity with DSDM atern." Computational Science and Techniques 1, no. 2 (2013): 193-204. DSDM Consortium. DSDM Atern pocketbook. 2011. Felipe P. Vista, and Kil To Chong. "System Design, Development & Deployment Using Rapid by-Customer Demand with Business Principles Approach." Malaysian Journal of Computer Science 26, no. 1 (2013). Kolfschoten, Gwendolyn L., Fred Niederman, Robert O. Briggs, and Gert-Jan De Vreede. "Facilitation roles and responsibilities for sustained collaboration support in organizations." Journal of Management Information Systems 28, no. 4 (2012): 129-162. Bourimi, Mohamed, and Ricardo Tesoriero. "Non-Functional Requirements for Distributable User Interfaces in Agile Processes." In Proceedings of the 2014 Workshop on Distributed User Interfaces and Multimodal Interaction, pp. 1-13. ACM, 2014. Read More