This is a Continuing Case for Personal Trainer Inc

Homework 1: Chapter 1 Personal Trainer, Inc.

Continuing Case: Personal Trainer, Inc.

Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The centers have done well, and the company is planning an international expansion by opening a new “supercenter” in the Toronto area.

Background

Cassia Umi, president, heads Personal Trainer’s management team. Three managers report to her at the firm’s Chicago headquarters: Janet McDonald, manager, finance; Tai Tranh, manager, sales and marketing; and Reed Curry, manager, operations. The managers who run the 12 existing centers all report to Reed. Cassia wants the new supercenter to emphasize a wide variety of personal services and special programs for members. If the supercenter approach is successful, it will become the model for Personal Trainer’s future growth. Cassia personally selected Gray Lewis, a manager with three years of fitness center experience, to run the new facility.

The new supercenter will feature a large exercise area with state-of-the-art equipment, a swimming pool, a sporting goods shop, a health food store, and a snack bar. In addition, the center will offer child care with special programs for various ages, a teen center, and a computer café. Cassia also wants members to have online access to customized training programs and progress reports.

Personal Trainer currently uses BumbleBee, a popular accounting package, to manage its receivables, payables, and general ledger. Membership lists and word processing are handled with Microsoft Office products.

Cassia believes the new supercenter will require additional data management capability, and she decided to hire Patterson and Wilder, an IT consulting firm, to help Personal Trainer develop an information system for the new operation. The firm assigned Susan Park, an experienced consultant, to work with the Personal Trainer team. Susan’s first task was to learn more about business operations at the new center, so she requested a meeting with Gray. After some small talk, the discussion went like this:

Susan: Tell me about your plans for the new operation. I’m especially interested in what kind of information management you’ll need.

Gray: Cassia thinks that we’ll need more information support because of the size and complexity of

the new operation. To tell the truth, I’m not so sure. We’ve had no problem with BumbleBee at

the other centers, and I don’t really want to reinvent the wheel.

Susan: Maybe we should start by looking at the similarities â€" and the differences â€" between the new

center and the existing ones.

Gray: Okay, let’s do that. First of all, we offer the same basic services everywhere. That includes the exercise equipment, a pool, and, in most centers, a snack bar. Some centers also sell sporting go

Chapter 1

Introduction to Systems Analysis and Design

Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

1

Learning Objectives (1 of 3)

After this chapter, you will be able to:

Describe the impact of information technology on society

Describe the five main components of an information system

Explain Internet business strategies and relationships, including B2C and B2B

Explain how to use business profiles and models

Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Learning Objectives (2 of 3)

Understand the seven types of information systems used in business

Describe the types of information the four classes of users need

Distinguish among structured analysis, object- oriented analysis, and agile systems development methods

List the tools that enable the systems analyst to develop, manage, and maintain large-scale information systems

Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Learning Objectives (3 of 3)

Explain the seven main functions of the information technology department

Describe the roles and responsibilities of a systems analyst within the enterprise

Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Information Technology (1 of 2)

Combination of hardware and software products and services

Used to manage, access, communicate, and share information

Changing nature of information technology

Change is dramatic and continuous

Advances influence change in business organizations

Systems Analysis Design, 12th Edition. ©2020 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Information Technology (2 of 2)

Systems analysis

Topics Includes Points

1. Heading

a) Full Name
b) Course Name
c) Course Number
d) Course CRN #
e) Date

3

2. Title

Tile of Project or Homework

1

3. Objectives

a) A paragraph on
(Introduction) or

objectives of paper

b) Margin 1” from each side
c) No line spacing
d) 12 point Fonts

2

4. Body

a) In-Text Citation
b) Main body of your paper or

project
c) Charts
d) Tables
e) Graphs
f) Audio or videos

10

5. Conclusion

In one paragraph explain what you
learned about this Project or
Homework.

2

6. Work Citation

a) References
b) Web Sites
c) URLs

2

              Homework 1: Chapter 1 Personal Trainer, Inc.      Continuing Case: Personal Trainer, Inc.    Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The centers have done well, and the company is planning an international expansion by opening a new “supercenter” in the Toronto area.      Background    Cassia Umi, president, heads Personal Trainer’s management team. Three managers report to her at the firm’s Chicago headquarters: Janet McDonald, manager, finance; Tai Tranh, manager, sales and marketing; and Reed Curry, manager, operations. The managers who run the 12 existing centers all report to Reed. Cassia wants the new supercenter to emphasize a wide variety of personal services and special programs for members. If the supercenter approach is successful, it will become the model for Personal Trainer’s future growth. Cassia personally selected Gray Lewis, a manager with three years of fitness center experience, to run the new facility.  The new supercenter will feature a large exercise area with state-of-the-art equipment, a swimming pool, a sporting goods shop, a health food store, and a snack bar. In addition, the center will offer child care with special programs for various ages, a teen center, and a computer café. Cassia also wants members to have online access to customized training programs and progress reports.  Personal Trainer currently uses BumbleBee, a popular accounting package, to manage its receivables, payables, and general ledger. Membership lists and word processing are handled with Microsoft Office products.  Cassia believes the new supercenter will require additional data management capability, and she decided to hire Patterson and Wilder, an IT consulting firm, to help Personal Trainer develop an information system for the new operation. The firm assigned Susan Park, an experienced consultant, to work with the Personal Trainer team. Susan’s first task was to learn more about business operations at the new center, so she requested a meeting with Gray. After some small talk, the discussion went like this:      Susan: Tell me about your plans for the new operation. I’m especially interested in what kind of information management you’ll need.    Gray: Cassia thinks that we’ll need more information support because of the size and complexity of  the new operation. To tell the truth, I’m not so sure. We’ve had no problem with BumbleBee at  the other centers, and I don’t really want to reinvent the wheel.    Susan: Maybe we should start by looking at the similarities â€

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