An organization's inventory control system is a critical instrument for monitoring its assets and stock. The inventory systems are applied by organizations by either selling or manufacturing the products or producing the goods (Amron et al., 2018). The inventory system aims to account for all the goods that the company sells. The innovation systems are becoming fast and easy to use. They have eased the work of recording stock and other assets manually. This inventory system will help GVI in recording and managing their inventory data. It will also help the company track all their goods in the entire supply chain or within the portion of its operations from storage, procurement, and purchasing products. By implementing the inventory system, the organization’s performance will be more efficient and effective.
GVI company SDLC would best be suited with the waterfall model. The waterfall model is preferable as it is less vulnerable to risks, thus fitting most inventory management systems. The waterfall model makes the management less complex and easy to control (Bhatia et al., n.d). The waterfall model has various development stages, such as analyzing the requirements, designing the system, implementation, system testing, verification, and maintenance. On requirement analysis, the specifications for developing the system are evaluated and recorded in the form of a document, and feasibility analysis is carried out to ensure the validity of the specifications. Both the project shortcomings and limitations are considered, as budget and time would impact the system. In the system design phase, all the hardware and software requirements, such as user interface and the programming language to be used, are prepared and aid in the overall project's architecture. The design stage has two phases: top- and low-level designs. The top-level design shows the modules' functionalities, their relations, architecture diagrams, and database designs. The low-level phase entails designing the software components.
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In the implementation phase, the source code is written according to the requirements. All the physical designs are coded. Small programs are developed, and after completion, they are all combined, and sometimes all the units are tested independently before integration. In the testing phase, the developed program is tested to identify any defects. The system can be run manually or automatically. In this phase, the GVI organization will be involved to ascertain that all their requirements are met. Errors identified are corrected for quality assurance. The system is released to the GVI to use to test its performance. When the system is verified, it becomes available to all people, including the end-users. At this stage, GVS workers will be trained to use the system, and also, they will be informed on the benefits that the system will bring to the organization. After releasing the software, support and system maintenance will be provided to ensure it runs smoothly. I would recommend GVI to use the waterfall methodology for their inventory management system. Waterfall methodology is linear that enables departmentalization, and easy to manage due to its rigid nature in which every phase has certain deliverables and review processes. Also, it is easy and simple to understand and use. Additionally, the waterfall model produces well documented and arranged outputs, and it is cost-effective.
The best DBLC that would suit the GVI inventory system is the waterfall cycle. The Waterfall cycle is preferable because it allows the separation of database development and specification of the structural outline while defining its data. It also allows the use of three scheme architecture to differentiate the activities related to each schema. Additionally, the waterfall cycle allows constraints to be represented that implements data semantics in a database other than to every procedure that data users apply. The waterfall cycle's major process includes requirements gathering, analysis, logical designs, implementation, design realization, and populating the database.
The data architects interrogate the database end-users to determine the requirements of the proposed system, acquire the database requirements, and record the requirements on specification gathering. The data architects will provide documentation that has been agreed upon by all users on what persistent data they want to keep along with its relevance and data components interpretation. The agreements between users will be documented to confirm the understanding between the users. On the analysis step, both the data requirement statement and conceptual data model will be developed. The main aim is to acquire a comprehensive data specification that suits all the user needs to deal with all the data characteristics, such as the span of values allowed on the attributes (Watt, 2018) . The simulation model generates an apportion, formal description of the information being conversed between developers and clients in developing the database.
The logical design stage involves the logical description of the logical data model as an input to the relational design process. This step produces relation requirements, logical schemes of all constraints, and tables required to satisfy the conceptual model's data representation. Tables are selected that best suits the data in the database. In the implementation phase, the actual database is developed according to the logical schema description. The specifications include storage, enforcing the security of data, external schemas, among others. After developing the database, the data is entered into tables, and issues that pertain to the user processes are handled. Also, the managerial activities relating to the control of corporate data are supported. On realizing the database design, the SQL statements will be written in a form that can be implemented using a DBMS. The constraints and tables will satisfy the representation of logical schemes and the storage schema (Watt, 2018) . The last stage is populating the database. The database can be populated through the existing data or by using the user applications created from the database. By populating a database, data can be imported or exported by using the facilities on the DBMS.
For the GVI company to be successive in developing and implementing inventory management practices, they have to follow the following practices. The company has to clearly define its project scope. They have to consider all the parties involved in the project and their roles and responsibilities. They should also highlight the criteria that are needed to consider the project successful and complete. A good project needs clear scope and objectives and project requirements. GVI should define all the roles for all people involved in the project development, such as the project manager, team members, and functional managers. They should identify the accountabilities of each person and social and leadership skills. Also, they should ensure team involvement and proper communication for project success (Menon, 2015) . GVI company should also identify its quality assurance that requires identifying standards and setting criteria for every phase in the development lifecycle for the process and products. On developing a quality assurance, the project managers need to agree upon commitments to meet with an eye for continuous improvement.
The organization should also develop project plan commitments that are based on its capabilities. The project plan addresses all the components needed in managing a project (Ali & Chilese, 2009) . These commitments include project planning, scheduling, allocating resources, budgeting, and others. Project planning aims to minimize uncertainties and unknowns, increasing the possibility of project success. GVI project team should also conduct regular meetings and reports to identify the issues that are off-target. Issues such as cost overruns and schedule sleeps should be handled early to avoid project failure. Project performance can be used measured using earned value. Earned value combines both schedule performance and costs concurrently. The project team should make a corrective action decision in some differences identified from the project plan. The project team should work on some challenges that face project development, such as increasing the project cost and reduce scope to save on project development time. The team should also develop an effective escalation process that works on issues and problems at the lowest organizational level. In case the problems are complicated, they can be elevated to high-level management. Finally, the team must develop a formal system of controlling and managing changes in project development. Changes led by scope creep must be prevented using the change control. By following the practices, GVI will be successful in its project.
In conclusion, implementing an effective management system at GVI company will improve its daily operations. The waterfall model best suits GVI inventory systems. The model is usually easy to manage and easily understandable by all users—also, there few risks associated with this model. The model steps include analyzing system requirements, design, implementation, testing, system verification, and maintenance. Also, GCV requires waterfall cycle DBLC. The Waterfall cycle is more efficient as it allows the separation of database development from its structural outline. Waterfall cycle steps include requirements gathering, requirement analysis, developing the logical design, implementation, design realization, and populating the database. For the project to succeed, the GVI project team must clearly define the project scope, ensure clear communication between the team members, and develop a commitment plan that addresses all the components vital for the project's success. Developing the inventory system will enable GVI to manage its stock and keep track of its assets, thus improving performance.
References
Ali, M. M., & Chilese, N. (2009). The influence of the project manager on the success of the construction project. The 6th International Conference on Construction Project Management (ICCPM) / 3rd International Conference on Construction Engineering and Management (ICCEM) 'Global Convergence in Construction. https://www.researchgate.net/publication/265689336_The_influence_of_the_project_manager_on_the_success_of_the_construction_project
Amron, M. T., Abu-Hussan, S. B., Hudin, M. S., & Janom, N. (2018). Inventory Control System Using Waterfall Development Model. International Journal of Engineering & Technology, 7 (4.42), 138-141.
Bhatia, D., Devunuri, G., Pande, P., Amin, R., & Shetty, S. (n.d.). Inventory Management System. Problem Analysis and Requirements Document , 1-29.
Menon, S. (2015). Best Practices and Implementation Challenges in Effective Project Management. https://www.researchgate.net/publication/276059340_Best_Practices_and_Implementation_Challenges_in_Effective_Project_Management
Watt, A. (2018). Chapter 13, Database Development Process. In A. Watt, Database Design (2 ed.).
