Question 1. IS strategy (10 marks) BlSMGyms is 3 Brisbane based and family run business that operates four gyms in the Logan, Chermside, Indooroopilly, and Wynnum areas. Unlike some of the major gymnasiums, it has a focus on youth engagement, with each location being conveniently located near high schools that are renowned for sporting excellence, as well as various elite Netball and Rugby clubs. BlSMGyms relies on face-to-face attendance, and it has struggled throughout COVID-19 (2020- 2022). This led to a lost opportunity, while health and wellness focus increased attention during the pandemic the gyms were unable to grow their memberships, especially with many having to put memberships on hold during lock-down periods. BISM-Gyms operate all clubs on a 6 AM to 10 AM and 2 PM to 9 PM schedule. This is to ensure a person is always on-site to open and close the gym and manage the safety and risk aspects of the facilities. All BISM-Gyms have a vast range of options available. All gyms offer aerobic classes, weight training and associated classes, and additionally, they have recently invested in Pilates equipment. They all have a great team of personal trainers and exercise physiologists. They are even considering offering massage and physiotherapy services on-site. They are also building relationships with the Brisbane Netball Association and want to offer strength and conditioning facilities to their representative teams. BlSMGyms has used Porter's Five Forces model to realise that it faces pressure from competitors (some are now operating gyms on a 24/7 basis) and is concerned that its customers might move to online or self-managed alternatives. In response, the firm is considering ways to modernise and expand. BlSMGyms has focused on 'student' customers but recently the cohort has demonstrated being very socially active and it has been seen that some students are actively seeking alternate engagement with fitness influencers online. BlSM-Gyms are keen to leverage this social trend but also want to find ways to expand their business into elite sports clubs and maybe even rehabilitation classes for seniors during the quiet part of the day. BlSMGyms also recognise that it is not 'digitally ready'. It has not relied on information systems to help operate its business beyond basic club memberships with physical cards, email, and keeping track of nances. The owners are more interested in fitness than in IT. The firm has no centralised database nor is data captured to learn about customers or to support decision-making regarding favourite classes, equipment, and use of personal trainers. There is no way to track customer demographics or behaviour beyond what is learned about customers when using their cards. These issues are all coming to the forefront as the owners want to expand the business but they really can't afford to follow every idea. BlSMGyms has recruited you as a business analyst. The owners would like advice on different information systems strategies that can help the firm modernise itself and make the most of the demand for its products. Question 2. Enterprise systems (5 marks) BlSMUmforms, a medium sized local distributor in Brisbane that manages the design and order of uniforms. Their main clients are sport associations such as netball and rugby, but they do cater for businesses, providing design and distribution for many products from trophies, polo shirts, name badges, etc., BlSMUm'forms has a great customer relationship management system and website, but they keep track of all their orders through email and excel spreadsheets with their group of approximately 20 different suppliers. This has worked relatively well in the past but was limited in terms of understanding when uniforms and products will be delivered, especially with the impact of COVID on shipping estimates. The manager who has worked with BlSMUmforms for thirty (30) years has traditionally used her experience to decide the best supplier to order with based on frequent phone calls and understanding their current volume of orders. For example, the manager knows that one supplier in India can guarantee shipment in two (2) weeks but shipments from India can often get delayed, while another local Brisbane supplier can vary in their production speed, being anywhere from one (1) week to ten (10) weeks, but they get the delivery overnight. She captures this data in a spreadsheet, emails, and notes. All in all, BlSMUmforms'supplier relationships worked well enough for their operations before COVI D, but the manager is seeing different patterns of buying from her customers lately. Many businesses are keen to offer company-branded polo shirts to employees to create a sense of team even with some still working remotely. Also, local sport teams are being reinvigorated and new teams are needing new designs. BlSMUniforms wants to be able to build her business but needs to know that she can rely on her key suppliers. BlSMUmforms would like to reward suppliers to ensure that they prioritise their orders. At the same time, the BlSMUnrforms wants to keep track of the deliveries and ensure that customers also have this information. Recently BlSMUm'forms noticed that its ratings and reviews on social media have been dropping. The complaints are mainly about shipping delays. BlSMUmforms really wants to choose the right manufacturer of a uniform based on the time requirements of the customer. A customer pulse survey has also indicated that BISM-Uniforms customers are wanting more transparency about the supply chain and the customers want to know that the product is ethically sourced, and all parties are socially responsible in their practice. You have started working at BlSMUn'orms as a business analyst and your manager has asked you to explain how a Supply Chain Management (SCM) system could help BlSMUm'forms with its expansion plans and address the limitations of its current approaches to supply chain management. Question 3. Information systems development (20 marks) You have recently joined a new IT consulting firm called HEM-Digital which will specialise in providing tailored and cutting-edge information systems to governments, banks, manufacturers, and other large organisations. BiSMDigitai has been approached by several firms that have indicated they need: (i) new cutting edge information systems tailored to their organisation's needs,- (ii) information systems delivered as quick as possible so as to better compete in the market; (iii) want to actively be involved and engage with ELEM-Digital throughout the information systems development process; and, (iv) that because of the novelty of their information systems projects the development process must be able to accommodate change. These firms have also expressed concerns that information systems development projects are frequently late, have high failure rates and the end product rarely meets their requirements. With these requirements, BISM-Digital prefers to deliver projects following a SCRUM methodology. Your first consulting assignment is as a project manager for a small business that is seeking to implement Vision 6 as their new marketing tool for emails, newsletters, and SMS communications with customers. The project should not take any longer than six (6) months from start to finish. You feel that this project doesn't really suit an agile delivery model but something more structured. You are tasked with making a recommendation on whether BiSMDigitai should follow either a Scrum or Waterfall approach for information systems development