Asset MG T System 4 Is PSC Final

ASSET MANAGEMENT SYSTEM OF THE ILOCOS
SUR POLYTECHNIC STATE COLLEGE
Aurelio Jonathan Sanidad Pagatpatan
Institute of Graduate Studies

Colegio De Dagupan
Dagupan City
MASTER IN INFORMATION TECHNOLOGY
June, 2010
ii
APPROVAL SHEET
Accepted and approved in partial fulfillment of the requirements for the

degree of MASTER IN INFORMATION TECHNOLOGY.
CARMELO F. FEBREO, MIT

Adviser
JANICE DELA VEGA, MIT MA. GRACE Q. CARPIZO, MIT

Member Member
REYNALD JAY F. HIDALGO, MSCS, Ph.D.

Chairman
----------------------------------------------------------------------------------------
This is to certify that Aurelio Jonathan S. Pagatpatan has completed all

academic requirements and PASSED the Oral Defense on June 14, 2010
for the degree of MASTER IN INFORMATION TECHNOLOGY.
REYNALD JAY F. HIDALGO, MSCS

Program Coordinator
ARISTOTLE A. ANCHETA, Ph. D.

Dean, Institute of Graduate Studies
Asset Management System for ISPSC

iii
ABSTRACT
Aurelio Jonathan S. Pagatpatan, ―Asset Management System for

ISPSC,‖ Master in Information Technology, Colegio de Dagupan,
Dagupan City, June 2010.
Adviser: Carmelo F. Febreo, MIT
The purpose of this study was to develop an Asset Management
System of the Ilocos Sur Polytechnic State College.
This study employed the descriptive research design which was
reinforced by the iterative software development approach, in particular,
the Evolutionary Development Waterfall Model. Requirements gathering
included the conduct of interviews to the respondents which include the
3 personnel of the Supply Office of ISPSC and the Campus
Administrators of Sta. Maria and Narvacan campuses. Observation was
also made on the procedures done at the Supply Office on record entry
and updating, record keeping, storage and retrieval.
The findings of the study reveal that the Supply Office use a
classification system for assets. The Supply Office performs the following
operations related to asset management: 1) receipt, inspection,
acceptance of deliveries, 2) recording of inventory items, 3) issuing of
equipment , supplies and materials, 4) request for repair of equipment,
and 5) disposal (condemnation) of non-functional and unserviceable

iv
equipment. The problems encountered in the current asset management
operation include slow, difficult and time consuming operation, too much
paper work, and too many signatories which lead to inaccurate and
incomplete records and delayed issuing of equipment and supplies. The
history of equipment cannot be easily traced. Equipment inventory
records of campuses are also incomplete. The system functionality
provides users with various levels of privileges to ensure easy, quick and
accurate recording and updating of asset records.
The developed Asset Management System of the Ilocos Sur
Polytechnic State College enables an easy to use, secure, accessible and
complete recording and updating of assets in a single location for the
different asset management procedures such as delivery and inspection,
issuing, repair of equipment, and disposal of equipment. With the use of
the developed system, effective and efficient management of equipment
inventory records is made possible.

v
ACKNOWLEDGMENT
This IT Project Study would not have been possible without the
guidance and help of many talented people whose knowledge, skills and
resources have contributed to the enhancement and successful
completion of this work, namely:
Dr. Reynald Jay F. Hidalgo, Dean John Paul Calamaan, Ms. Janice
Dela Vega, and Ms. Ma. Grace Q. Carpizo, the defense panel, for their
comments and suggestions, for their meaningful effort in checking this
paper, and for their challenging critiques that helped improve this work;
Mr. Carmelo F. Febreo, his Project Study Adviser, for his help and
encouragements, for examining the manuscript and the system, and for
his full support, comments and suggestions;
Mr. Reynald Jay F. Hidalgo, the MIT Program Coordinator and
mentor, for his persistent encouragements, kindness and unsurpassed
support;
Mr. Israel V. Cariño, Ms. Ma. Grace Q. Carpizo, Ms. Janice dela
Vega, Mr. Kris C. Calpotura, Mr. Bonbryan D. Velasco, Mr. Arnaldy
Fortin and all Master in Information Technology faculty members of the
College of Information and Computing Studies (CICS), CdD, for their kind
teachings, coaching, encouragements and support;

vi
Dr. Aristotle A. Ancheta, the very benevolent Vice-President for
Academic Affairs and the Graduate School Dean of Colegio de Dagupan;
Mrs. Aurora Apilado, the very accommodating Supply Officer of
ISPSC, together with Mrs. Elsie Capela, and Mr. Larry Duro of the Supply
Office for providing the needed data and information;
Dr. Rafael B. Querubin, the ever-supportive President of ISPSC,
together with the Dr. Florida T. Adolfo, Vice President for Academic
Affairs, Dr. Corazon A. Gines, Vice President for Administration, and Mr.
Carmelo F. Beria, College Dean of Santa Maria Campus;
Colleagues from the College of Information Technology of ISPSC
Santa Maria Campus for the inspiration and encouragement;
The Commission on Higher Education (CHED), for the scholarship,
through their Higher Education Development Program-Faculty
Development Plan;
The MIT pioneer batch of Colegio de Dagupan: Cristian Rey Seco,
Christine Louraine Tablatin, Rolly Majarucon, Eugene Vitin, Benita
Biala, Terry Cayabyab, Sharon Boquiren, and most especially Mon
Gutierez who contributed immensely to the development and testing of
the system;
To his family for the inspiration, encouragement and support;
And above all, to God Almighty, for making everything possible.

vii
DEDICATION
This humble piece of work is dedicated to
The Lord God above all,
My loving wife Madona,
My children,
Kimkate Marie, Krisha Marie, Kathrina Marie, and Kristian AJ
My parents Samson and Carlita (+),
My sisters, Lydia and Vivian Luz, and brother Val Alex,
My in-laws and relatives,
My MIT mentors and classmates, and
All friends and colleagues
Jon

viii
TABLE OF CONTENTS
Page
Title Page
Approval Sheet ii
Abstract iii
Acknowledgment v
Dedication vii
Table of Contents viii
List of Tables xi
List of Figures xii
Chapter
I INTRODUCTION
Background of the Study 1
Conceptual Framework 14
Objectives of the Study 16
Assumptions 17
Significance of the Study 17
Scope and Delimitation 18
Definition of Terms 19
II REVIEW OF RELATED LITERATURE
Procedures in Asset Management 23
Problems in Asset Management 30

ix
Functional and Non-Functional Requirements

of an Asset Management Systems 33
Asset Management Systems in Academic Institutions 37
III METHODOLOGY
Research Design 42
Software Development Model 42
Sources of Data 50
Data Gathering Procedure 50
IV DISCUSSION OF FINDINGS
Profile of the Assets of ISPSC 51
Current Procedures in Managing the Assets of ISPSC 52
Problems Encountered in the Current Procedures

in Managing the Assets of ISPSC 64
Functional and Non-functional Requirements 66
System Models 71
Database Schema 77
Wireframes 77
The Developed Asset Management System of ISPSC 85
V SUMMARY, CONCLUSION AND RECOMMENDATION
Summary 107
Conclusion 110
Recommendations 111

x
APENDICES
A Request Letters 112
B Transcript of Interview 114
C Sample Forms 118
D Database Schema (Data Dictionary) 126
BIBLIOGRAPHY 131
CURRICULUM VITAE 136

xi
LIST OF TABLES
Table Title Page
1. Profile of fixed assets of ISPSC 53
2. Functional requirements of the deveoped system 67
3. Non-functional requirements of the developed system 69
4. Database Schema for as_assets 126
5. Database Schema for as_suppliers 127
6. Database Schema for as_supplies 127
7. Database Schema for as_assigns 127
8. Database Schema for as_supply_issue 128
9. Database Schema for as_asset_record 128
10. Database Schema for as_asset_disposal 128
11. Database Schema for as_locations 129
12. Database Schema for as_asset_repair 129
13. Database Schema for as_departments 129
14. Database Schema for as_supply_delivery 130

xii
LIST OF FIGURES
Figure Title Page
1. Organizational Chart of the ISPSC Supply Office 13
2. Conceptual Framework 17
3. Asset Life Cycle 27
4. Asset Management Phases and Operations 29
5. The Evolutionary Development Waterfall Model 48
6. Expenditure and Asset Management Cycle for Equipment 56
7. Expenditure and Asset Management Cycle for Supplies 57
8. Procedure in the Receipt, Inspection, Acceptance

and Recording of Inventory items and Equipment 58
9. Procedure in the Issuance of Equipment 59
10. Procedure in the Issuance of Supplies and Materials 61
11. Procedure in the Repair of Equipment 62
12. Procedure in the Disposal of Equipment 63
13. Context Diagram of the System 72
14. Level 0 Data Flow Diagram of the System 74
15. Entity Relationship Diagram of the System 76
16. Wireframe of Log-in Page 81
17. Wireframe of Main Page 82
18. Wireframe of Asset Page 83
19. Wireframe of Adding New Asset Record Page 85
20. Wireframe of Editing an Existing Asset Record Page 86

xiii
21. Screen Shot of User Log-in Page 86
22. Screen Shot of Main Page 87
23. Screen Shot of Assets Page 88
24. Screen Shot of Create New Asset Item Page 89
25. Screen Shot of Edit Existing Asset Item Page 90
26. Screen Shot of Repair Completion Report Page 91
27. Screen Shot of Disposal Report Page 92
28. Screen Shot of Asset History Page 93
29. Screen Shot of Supplies Page 94
30. Screen Shot of Create New Supply Item Page 95
31. Screen Shot of Edit Existing Supply Item Page 95
32. Screen Shot of Issue supply item Page 96
33. Screen Shot of Employees Page 97
34. Screen Shot of Add New Employee Page 98
35. Screen Shot of Edit Existing Employee Page 98
36. Screen Shot of Suppliers page 99
37. Screen Shot of Add New Employee Page 100
38. Screen Shot of Edit Existing Employee Page 100
39. Screen Shot of Departments page 101
40. Screen Shot of Locations Page 102
41. Screen Shot of Delivery report of supply item page 103
42. Screen Shot of Reports page 104

xiv
43. Screen Shot of User Accounts Page 105
44. Screen Shot of Transaction Logs Page 106

Chapter 1
INTRODUCTION
Background of the Study
In business, assets are economic resources owned by a business or
company. It may be any property or object of value that one possesses,
and it is usually considered as applicable to the payment of one's debts.
Simply stated, assets are things of value such as money and other
properties that can be readily converted into cash.
Assets are bought by an organization to increase the value of the
organization or to benefit the organization's operations. An organization
must invest in some major equipment, vehicles, machinery, or furniture
in order to operate. These are valuable investments of the organization
which must be carefully evaluated, measured and scrutinized for value
and return on investment prior to spending. As such the organization’s
assets should be managed properly in order to maximize their useful
lifetime and bring maximum benefit to the organization in terms of
higher productivity and income, and improved operations.
Two major asset classes are tangible assets and intangible assets.
Tangible assets contain various subclasses, including current assets and
fixed assets. Current assets include inventory, while fixed assets include
such items as buildings and equipment. Intangible assets on the other

2
hand are non-physical resources and rights that have a value to the firm
because they give the firm some kind of advantage in the market place.
Examples of intangible assets are goodwill, copyrights, trademarks,
patents, computer programs, and financial assets, including such items
as accounts receivable, bonds and stocks.
Asset Management (AM), as defined by Ambuj Shekhar (2008), is
the processes of planning, designing, and implementing advanced
systems in managing a company's assets. The process controls and
increases the efficiency of the assets owned by an organization. AM
includes management of a company's infrastructure, plant, property, and
human resources. The various components of assets may vary according
to the industry type and needs. As business scenario becomes more
complex with large number of employees, their individual work profiles,
and workflow spread over various departments; managing data and
records manually is nearly impossible and hence, asset management
software provide the apt solutions. Danylo and Lemer (1998) also defined
asset management as ―a methodology to efficiently and equitably allocate
resources amongst valid and competing goals and objectives.‖
Information Technology (IT) has become an integral part of nearly
every business activity including management of an organization’s
assets. According to a study issued in December, 2005 by the ARC
Advisory Group, the worldwide market for Enterprise Asset Management

3
(EAM) was then at an estimated $2.2 billion and was expected to grow at
about 5.0 percent per year reaching $2.8 billion in 2010 (Fixed Asset
management, 2009). Danylo and Lemer (2004) pointed out that the
larger the reservoir of assets, and the more the diversity in the types of
assets managed, the greater the is need for computerizing the system.
According to the Asset Management Primer of the US DOT, technology
enables an Asset Management system to function. Asset Management
relies on technology in two key areas. First is the collection, storage, and
analysis of data. Data can be gathered more quickly with higher quality
and spatial accuracy than ever before. The data can then be stored,
retrieved, and analyzed with powerful data servers and software. The
second important aspect of technology relates to the presentation and
communication of the analytical results to decision makers inside and
outside the agency.
One application of IT in asset management is in asset tracking.
Asset tracking software allows companies to track what assets it owns,
where each is located, who has it, when it was checked out, when it is
due for return, when it is scheduled for maintenance, and the cost and
depreciation of each asset. The reporting option that is built into most
asset tracking solutions provides pre-built reports, including assets by
category and department, check-in/check-out, net book value of assets,
assets past due, audit history, and transactions. As a result, companies

4
reduce expenses through loss prevention and improved equipment
maintenance. They reduce new and unnecessary equipment purchases,
and they can more accurately calculate taxes based on depreciation
schedules (Fixed Asset management, 2009).
When it comes to fixed assets management, the goal is to track
fixed assets for the purposes of financial accounting, preventive
maintenance, and theft deterrence. Tracking fixed assets is an important
concern of every company, regardless of size and many organizations
face a significant challenge to track the location, quantity, condition,
maintenance, and depreciation status of their fixed assets. Without an
accurate method of keeping track of these assets it would be very easy
for a company to lose control of them. The organization will waste time
and resources managing inventory, buying unnecessary equipment and
software, and maintaining license compliance for software (Fixed Asset
management, 2009).
Asset management in educational institutions has become a major
concern. Educational institutions maintain quite a large number of fixed
assets which are spread over a wide geographic area especially for multi-
campus colleges or universities. These assets are used in the main
functions of a higher education institution - instruction, research, and
extension - as well as in administration and support services,
maintenance and production activities.

5
In many institutions, records of fixed assets (and others such as
buildings, facilities and land) are still kept in paper files. When
computers are used, the records are kept in spreadsheets and simple
databases. As the number of these assets accumulate at a relatively
rapid rate, keeping track of the assets becomes a daunting task.
Patricia A. Holub (2006), an executive director for technology in a
large urban school district confided that the average school district loses
more than $80,000 per year because of lost or damaged IT assets, And
many districts — 59 percent — still use manual systems to track assets.
She further attested that software for managing assets, when
implemented properly, can save time, money, and human effort.
At Kingston University in England, prior to their implementation of
an asset management system, a combination of manual recording and
databases to keep track of the university's assets was used. Inventory
items had been left to local initiatives which had resulted in incomplete
records, movement of items not being recorded and maintenance records
not being easily accessible (Kingston University, n.d.).
Hartpury College in Gloucestershire, England had a similar
experience before the implementation of an asset management system.
The college embarked on an intensive capital investment to meet the
substantial growth in enrolment. As a result, their inventory items which
were maintained in a large number of spreadsheets became far too

6
complex which caused problems with their auditors (Hartpury College,
n.d.).
Edith Cowan University in Perth Western Australia also
experienced problems in keeping an accurate record of its fixed assets.
ECU has a large asset base which are distributed in multiple locations.
Assets above $5,000 were managed by the University's ERP system but
assets under this value were managed by the individual Faculties or
Business Service Areas in varying spreadsheet based formats. These
asset registers did not always exist, and where they did exist, were often
incomplete or their accuracy doubtful (Hardcat at Edith Cowan
University, 2007).
A report entitled Poor Asset Management (2009), pointed out that
physical assessment reveals only 40% of assets that are well described
on the asset register and can be easily found; a further 40-50% probably
exist but are so poorly described it is impossible to prove and the
remaining 10-20% are well described but cannot be found, indicating
they no longer exist. In another article entitled Asset Management (2007),
industry estimates suggest that most companies don't know the actual
location of 10 to 15 percent of their fixed assets.
In the Philippines, a Government Physical Assets Management
Database and Information System is one of the priority information
systems for development under the Government Information Systems

7
Plan (GISP) which was developed in the year 2000 and approved by then
President Joseph Estrada under Executive Order 265. The GISP was
adopted as a framework and guide for all computerization efforts in
government aimed to create a system of governance that will lead to: a)
faster and better delivery of public goods and services; b) Greater
transparency in government operations; c) increased capacities of
public sector organizations, and d) proactive participation of citizens in
governance. Under this order, all government agencies and
instrumentalities, should align their respective computerization projects
with the priorities identified in the GISP (GISP, 2000). The Ilocos Sur
Polytechnic State College (ISPSC), being a state higher education
institution is being guided by this government directive in its
development agenda.
The Ilocos Sur Polytechnic State College (ISPSC) is a
comprehensive multi-campus institution of higher learning with its main
campus in Santa Maria, Ilocos Sur. It has five other campuses spread in
the second district of Ilocos Sur namely Tagudin Campus, Candon
Campus, Santiago Campus, Cervantes Campus and Narvacan Campus.
ISPSC was created on February 24, 1998 by virtue of Republic Act 8547
authored by Congressman Eric D. Singson and signed into law by then
President Fidel V. Ramos.

8
ISPSC offers two masters degree courses: Master of Science in
Education and Master of Science in Agriculture. It also offers degree
courses in the following fields: Agricultural Engineering, Agriculture,
Agricultural Technology, Forestry, Secondary Teacher Education,
Elementary Teacher Education, Technical Teacher Education, Home
Technology, Hotel and Restaurant Management, Tourism,
Information Technology, Industrial Technology, Business
Administration, Arts, Fisheries. Several of these courses are
ladderized programs recognized by TESDA. The College also offers
short-term technical courses and a laboratory high school. Aside
from instruction, ISPSC also undertakes research, extension and
production activities.
ISPSC has an enrolment of 4,547 for the first semester academic
year 2009-2010, an increase of 13% from the previous semester (4,009).
The basic services of ISPSC is provided by 87 full time faculty members
and 42 part time/contractual instructors and supported by 98
administrative staff.
The highest governing body of ISPSC is the Board of Trustees
composed of representatives from the CHED, the Senate, the House of
Representatives, line agencies in the region, faculty and staff
representatives and alumni representative. ISPSC is currently headed by
Dr. Rafael B. Querubin, SUC President II. He is assisted by 2 vice

9
presidents: Dr. Florida T. Adolfo for Academic Affairs, and Dr. Corazon A.
Gines for Administration. Each of the campuses including the Graduate
School is headed by a Dean. There are also designated Directors who
supervise and coordinate the vital College operations of the College at the
system-wide level.
In addition to land, buildings and facilities, the College maintains a
large inventory of fixed assets used in instruction, office operations,
maintenance and general services, research, extension and production
activities. These diverse physical resources are distributed among the
six geographic campuses of the College. These physical resources
includes motor vehicles, information and communication technology
equipment, instructional materials and devices, office equipment and
furniture, farm machineries and implements, fishery equipment,
laboratory apparatus and equipment, construction and industrial
machineries and equipment, among others.
Since ISPSC is a multi-campus institution with satellite campuses
spread over the second district of Ilocos Sur, monitoring and managing
all the fixed assets of the entire College is a major task for the College
Administration, particularly the Supply Office. The Supply Office is
under the supervision of the Vice President for Administration. The
structure and composition of the Supply Office is shown in Figure 1.

10
Figure 1.
Organizational Chart of the ISPSC Supply Office
The Supply Office is headed by a Supply Officer and assisted by a
Storekeeper/Receiving Officer. The Supply Office is tasked with the
following functions: a) Keep accurate records of all school properties,
their storage and disposition, b) issue supplies, equipment, etc. as duly
approved by higher authorities, c) help analyze the needs of the College
including repair and maintenance, d) prepare inventory of
equipment/supplies as required, e) prepare relief of responsibilities/
accountabilities as regards to school properties of school authorities, and

11
f) periodic updating of property records and the up-keep of the storage
areas (ISPSC College Manual, 2002).
The inventory of equipment as of December 2009 records more
than 20,000 entries. And these records are kept in manual files. The
volume of paper files in the Supply Office keeps increasing as equipment,
supplies and materials are acquired. Although the Supply Office keeps a
systematic filing system using labeled folders stored in filing cabinets,
locating for a needed record or document requires browsing though
several folders in a cabinet. Inventory records in the Supply Office are
not updated immediately when deliveries arrived. The status of some
equipment is not regularly updated as well. When an employee need to
be cleared of his/her equipment accountability the Supply Officer could
not readily verify from the records what equipment was issued to the
employee. The College Administration also has no way of knowing
immediately how many equipment are in a certain office or department,
and whether they are functional or not. There is much room for
improvement in the operation of the Supply Office in which one solution
could be the implementation of an asset management system.
At the start of his term as the 2nd President of ISPSC in 2007, Dr.
Rafael Querubin presented a 7-point development agenda for the College,
which he termed CHARMED, to serve as guide in carrying out the vision
and mission of the College under his leadership. The agenda focused on

12
the following areas: a) Capability Building & Responsive Networking; b)
Human Resources Development & Character Building; c) Aggressive
Academic Achievement; d) Resource Generation & Wise Allocation of
Resources; e) Maximized Use of Resources & Effective Maintenance
Program; f) E- Governance; and g) Developing Physical Facilities and
Building Structures (Querubin, 2007).
The fifth agenda focuses on wise utilization of College's resources
which included the following strategies: a) concern for everyone to
safeguard & secure resources in all of the campuses; b) prepare
schedules of repairs & maintenance of various equipment & implements
for usability; c) establish a program for energy and resources
conservation to implement effectively Administrative Order 103; d)
prepare regular forecast of demands for resources; e) foster brotherhood
and team sharing of resources; f) ensure equitable distribution of
resources & maximized used of facilities & equipment; and g) implement
effectively Rep. Act 9184 on government procurement. The sixth agenda
focuses on the comprehensive use of ICT in improving and upgrading
operations of the College which includes instruction, extension, research,
production and administration.
Government support to state universities and colleges, in which
ISPSC is a member, in terms of maintenance and other operating
expenses (MOOE) and capital outlay has been gradually reduced. The

13
College has limited budget for the purchase of supplies and equipment
for instruction and support services. There is a need therefore to manage
properly the fixed assets of ISPSC through the implementation of an
asset management system.

14

15
Figure 2 depicts how the project evolved and this served as guide
in the conduct of the study.
The inputs of the project were based the current management of
assets at ISPSC and the requirements of the proposed system. The
current management of assets at ISPSC included the profile of assets,
the current procedures in managing the assets, and the problems
encountered in managing the assets. The requirements of the developed
system included the functional and non-functional requirements of the
personnel involved in inventory and asset management particularly the
supply officer, the supply office staff, and the campus administrators.
The inputs gathered were processed through the sequence of steps
as shown in the second box of the paradigm. The asset management
system was developed following the Evolutionary Waterfall Development
Model, which is an iterative approach as described by Wysocki (2006).
The project began much like the standard waterfall model. A complete
systems design was developed based on clearly defined requirements.
The system design component reflected the requirements in the design.
As the features and functions needed to deliver the requirements were
developed, some minor changes were made although few changes are
expected to the original requirements. This model closely resembles the
production prototype approach (Wysocki, 2006). Requirements gathering
included conducting of interviews, and document analysis to determine

16
the functional and non-functional features of the proposed product.
Requirements analysis involved transforming the requirements into
process models and data models which were then converted into the
system design. The design was translated into program codes and then
underwent several tests to check for errors and functionality. There was
an iteration in the design and build phases. The client worked with a
version of the system and provided feedbacks to the developer as further
enhancements and changes to features and functions were discovered.
This process continued until the client was satisfied with the system.
The final output of the study was an implementable new asset
management system for ISPSC.
Statement of Objectives
The project aimed to design, develop and test an Asset
Management System for ISPSC. Specifically it sought to determine and
describe the following:
1. The profile of the general assets of ISPSC?
2. The current procedures in managing the assets of the College?
3. The problems encountered in the current procedures in
managing the assets of the College?

17
4. The functional and non-functional requirements of the following
stakeholders:
a. Supply officer
b. Supply office staff
5. The developed Asset Management System for the Ilocos Sur
Polytechnic State College?
Assumptions
The completion of the project study rested on the following
assumptions: a) The developed system was based on current accounting,
auditing, and inventory procedures of the College; b) The developed
system made use of existing network connections in the College; and c)
The developed system ran on existing hardware and software resources
in the College.
Significance of the Study
The ISPSC Administration could identify what fixed assets are
available, where they are located and to whom they are assigned, what is
the current condition, and how these resources are being used. With
such information, the ISPSC Administration avoids unnecessary
expenses in procurement of already existing but underutilized
equipment. Sharing of resources by different units is made possible by

18
easily identifying available resources in other units or campus, missing
resources could be traced and equipment maintenance activities could be
programmed on a regular basis thus minimizing breakdown and
downtime.
For the Supply Office of the College, an asset management system
provides an electronic inventory records which includes searching and
updating of records, records security, backup, recovery, and report
generation. The Supply Officer could view the historical records of an
equipment including transfer of responsibility to another employee,
repairs, and disposal.
The development of the asset management system provided the
researcher a practical application of knowledge and skills learned in the
MIT course. It will also develop a deeper understanding and awareness of
the application and importance of ICT in organizations. Finally, the study
will provide an opportunity for the researcher to help the College in
improving organizational efficiency and effectiveness

19
Scope and Delimitation
The focus of this project study was to develop an asset
management system for ISPSC. The study covered system planning,
system design, system development and testing. The system was tested
at the Santa Maria Campus and Narvacan Campus. The system recorded
both fixed assets (i.e equipment) and current assets (i.e. supplies and
materials). The system did not include fixed assets such as land, land
improvement, buildings and other physical structures.
The developed system included the following features: a) recording
of fixed assets and current assets, b) tracking of fixed assets, c) recording
of employee accountability of equipments, d) recording of equipment
repair history, e) recording of supplies issued to employees, f) recording
of supplier/vendor, and g) recording of asset disposal. The developed
system is web-based so that it can be accessed by the ISPSC satellite
campuses.
The users of the system are the Supply Officer, and the staff of the
Supply Office.
An asset is recorded in the system when the asset has been
delivered, inspected and received by the supply office, and the record
persists until the asset is disposed. The system did not include
requisitioning, order processing, purchase processing and bidding

20
transactions. However relevant data from these processes were recorded
by the system.
Definition of Terms
For a clearer understanding of this project study, the following
terminologies are defined.
Assets. In business and accounting, assets are economic
resources owned by business or company (Sullivan, 2003).
Asset Management. It is the processes of planning, designing, and
implementing advanced systems in managing a company's assets. It
controls and increases the efficiency of the assets owned by an
organization (Ambuj Shekhar, 2008).
Asset Management System. It s an information system that is
used in maintaining and monitoring a record of the assets of an
organization (Asset Management Software, n.d.).
Campus Administrator. This refers to the top executive officials of
an ISPSC campus which is the Dean.
Current Assets. This includes inventory items such as supplies
(consumables) and materials.
Employee. Any person hired by ISPSC for a particular task.
Employees at ISPSC are categorized into two, faculty and facilitative staff.
Faculty members are engaged in classroom instruction activities.

21
Facilitative staff are engaged in non-instructional activities such as
office/administrative work, maintenance activities, or production
activities.
Equipment. Any tangible or physical property (other than land or
buildings) of more or less durable nature which is useful in carrying on
the operations of ISPSC such as machines, tools, furniture and vehicles.
Fixed Assets. These are 'permanent' object that ISPSC uses
internally including but not limited to equipment, furniture, computers,
tools, machineries, and vehicles.
Fixed Asset Management. It is an accounting process that seeks
to track fixed assets for the purposes of financial accounting, preventive
maintenance, and theft deterrence. (Fixed Asset Management, 2009)
Functional Requirements. In software engineering, a functional
requirement defines a set of inputs, the behavior, and outputs of a
software system or its component. Functional requirements may be
calculations, technical details, data manipulation and processing and
other specific functionality that define what a system is supposed to
accomplish (Wiegers, 2003).
Inventory. It is a list for goods and materials, or those goods and
materials themselves, held available in stock by a business.
Nonfunctional Requirements. In systems engineering and
requirements engineering, a non-functional requirement is a requirement

22
that specifies criteria that can be used to judge the operation of a system,
rather than specific behaviors. non-functional requirements define how a
system is supposed to be. (Wiegers, 2003).
Supply Office. This is the office or unit responsible for the
management of supplies, equipment and hired services at ISPSC.
Supply Officer. This is an employee of ISPSC designated as the
head of the Supply Office.
Supply Office Staff. An employee in the Supply Office other than
the Supply Officer.

23
Chapter 2
REVIEW OF RELATED LITERATURE
Procedures in Asset Management
The Ilocos Sur Polytechnic State College follows the following
Supplies/Equipment Life Cycle as prescribed by the Commission on
Audit and the Department of Budget and Management: a) Planning,
determination and programming; b) Development of specifications and
standards; c) Procurement and acquisition; d) Inventory, control and
accounting; e) Storage, staging and warehousing; f) Utilization-repair and
maintenance; and, g) Rehabilitation, condemnation and disposal (ISPSC
College Manual). The above mentioned processes are similar to the asset
life cycle presented by Phillip Windley (2002), Thomas Bronack (2001)
and Josephine S. Dela Cruz (2005) and supported by other studies and
literature as discussed below.
Phillip J. Windley (2002), identified six phases in the life cycle of an
asset in his paper ―Managing IT Assets.‖ These phases are shown in
Figure 3.

24
Figure 3.
Asset Life Cycle
According to Windley an asset begins to be managed when it is
procured it enters the asset management system. This begins as soon as
the purchase order is completed and the receiving organization should
acknowledge receipt in a way that confirms the asset in the asset
management system and notifies the purchasing system so that payment
can be made. The second phase of the asset lifecycle is deployment,
where in the system should be updated with relevant data such as
location, responsible party in the organization, configuration, vendor,
warranty, and any other data that will be useful in managing the asset.
The third phase of the asset management cycle is usage which should be
periodically updated by operational software that measures asset usage
so that valuable assets not being used can be redeployed. When the asset
is upgraded or repaired the configuration information for the asset
should be updated accordingly. When an asset is no longer being used, it
is decommissioned in which case they can be redeployed or they may

25
likely still have some salvage value and the asset management system
should track them until salvage has been completed.‖
Windley also pointed out that asset management is primarily a
financial activity. As such, the asset management system should avoid
tracking operational and other data about the asset and concentrate on
the financial aspects. Khan (2003) also mentioned in his paper ―The Role
of Inventories in the Business Cycle‖ that changes in the stock of firm’s
inventories is an important component of the business life cycle.
Thomas Bronack (2001) conducted a general survey on how large
corporations use inventory and asset management tools. His findings
pointed out that there are three main areas of inventory and asset
management: acquisition, redeployment and termination (Figure 4).
Acquisition procedures are established to assist personnel in
procurement of software and hardware products. Its main purpose is to
ensure that proper justifications are performed and that financial
guidelines are followed. Acquisitions require ―Purchase Orders‖ to track
and authorize the purchase, while the actual installation of equipment is
performed by the Infrastructure or Facilities Management Department.
Redeployment procedures are responsible for ensuring that assets are
tracked when moved from one location to another and that budgetary
considerations are adjusted as needed. Should a product be moved in
from its original owner, then the Inventory System is updated to reflect

26
the new location and owner. In this case, the old product is deleted from
the original owner's budget and added to the new owner's budget.
Termination is responsible for deleting the asset from the inventory when
it is discontinued, or replaced. The owner's budget will be updated to
reflect the asset termination and the asset will no longer be listed when
location reports are generated.
Figure 4.
Asset Management Phases and Operations
According to Kodit (n.d.) most successful IT Asset Management
programs are invasive to the organization, involving everyone at some

27
level, such as end users (educating on compliance), budget managers
(redeployment as a choice), IT service departments (providing information
on warranties), and finance (invoice reconciliation, updates for fixed
asset inventories) as shown in Figure 5. IT Asset Management generally
uses automation to manage the discovery of assets, so inventory can be
compared to ownership information. Full business management of IT
assets requires a repository of multiple types of information about the
asset, as well as integration with other systems such as supply chain,
help desk, procurement and HR systems.
In a project study conducted by Josephine S. Dela Cruz (2005)
where she developed a Supply Management Information System for the
University of Cordillera, the following processes were identified:
borrowing, requesting, issuing, purchasing, receiving, and disposal. A
borrower needed to fill-up a borrower's slip, which is verified by the
faculty who supervises the lab activity. The borrower presents the
borrower slip and the items borrowed to the lab assistant. If there are
damaged items, the borrower pays, a certificate of breakage and losses is
prepared. When requesting, the college secretary fills up the requisition
slip which contains the item info requested, and the college, and then
validated by the dean. The issuing personnel prepares Supplies Issuance
Slip which contains the available requested items which is approved by
the property custodian. When purchasing, the property custodian

28
prepares PO for items not available in the stock room. The PO is based
on the Requisition Slip. When the items arrive, the items received are
based from the purchase order slip. The property clerk verifies if the
items are in good condition otherwise it is returned to the property
custodian. The Property Office disposes material if seen unusable
already. These items are sold or placed at the waste disposal site.
Carr and Smeltzer (2002) found out that many purchasing
executives agree that information technology has a vital role in
eliminating the need for human resources to perform routine purchasing
tasks such as requisitioning. In addition, a number of published studies
address the need to integrate purchasing with other functions
throughout the firm. As a result, the use of information technology such
as ERP and computer networks that link functional areas within the firm
is becoming increasingly prevalent.
For the asset management system to be the most useful, the
system must contain accurate data. To ensure the accuracy of the data,
there is a need to define processes for working with resources. For each
resource that is added to the system, define the needed processes for
managing that resource. For example, the following processes are
required when a new monitor is acquired: a) When a new monitor is
purchased, the purchaser creates a new entry in the system for the
monitor and enters any available information about the monitor,

29
including purchase details, model, and description. b) When the monitor
arrives, the IT department verifies the purchase, adds an asset tag to the
monitor, and records additional information about the monitor, such as
serial number, asset tag number, and computer with which the monitor
will be used. c) The monitor is delivered to the intended user. The
monitor is automatically associated with the user because the user is
associated with a computer and the computer is associated with the
monitor. d) When the monitor is ready to be disposed, the IT department
records the disposal date, changes the status of the monitor to disposed,
and disposes of the monitor (Implementing an Asset and Contract
Management System, 2006).
Laseter as cited by Carr and Smeltzer (2002) categorized
information technology for the purchasing functions into four
classifications: transactional management systems, electronic commerce,
purchasing information management, and decision support tools.
Transaction management systems are designed to facilitate internal and
external exchange of information about specific acquisitions. Purchasing
information management systems include such activities as data
warehousing of commodity information and the procedures for gathering
the information to support fact-based decision making.
Choi (2002) observed that technical aspects on supply chain
management include hard technology such as computers and

30
manufacturing equipment and softer process issues such as standard
operating procedures and policies.
Problems in Asset Management
Dela Cruz (2005) observed the following problems in the
management of laboratory equipment at the University of the Cordillera,
Baguio City: a) the Property Office uses a lot of forms to monitor the
inventory; b) updating of received and issued items in the stock card was
unreliable; c) considering the quantity of items being monitored, the
laboratory clerk and property custodian experience difficulty in updating
the stock card just to monitor the stock on hand; d) there was inefficient
filing which causes misplaced or lost forms which also contributed to the
inaccuracy of information contained in the stock card; e) there was
difficulty in monitoring students with unsettled breakages and losses
within a semester; f) with the bulk of papers, searching and checking of
records of students with accountabilities becomes difficult; g) difficulty in
the generation of reports particularly on the summary reports on
inventory because they cannot rely so much on the stock cards; and h)
there were instances of non-issuance of requested supplies.
At Kingston University in the United Kingdom, prior to the
implementation of an integrated asset management system in 2008,
problems existed in keeping track of the numerous assets of the

31
University. Azim Sachedina, head of financial operations and systems of
the University noted that although the University had a reasonably
accurate method of recording costs and depreciation against assets,
other data sets for these assets, such as location, serial numbers, and
other pertinent data, were not captured accurately because the inventory
items had been left to local initiatives. Movement of items was not being
properly recorded and maintenance records were not being easily
accessible. Over time, the sheer volume of records needing attention
overtook the manpower to manage the accounting. The overall
management of the University inventory and asset items was not
consistent or up to a standard that one would expect for a large
organization. (Kingston University, n.d.).
Edith Cowan University (ECU) in Perth, Western Australia also
experienced problems in keeping an accurate record of its fixed assets.
ECU has a large asset base which is distributed in multiple locations.
Assets above $5,000 were managed by the University's ERP system but
assets under this value were managed by the individual Faculties or
Business Service Areas in varying spreadsheet based formats. These
asset registers did not always exist, and where they did exist, were often
incomplete or their accuracy doubtful (Hardcat at Edith Cowan
University, 2007).

32
K. Ravichandran and Debjyoti Paul (n.d.) observed the following
problems when they conducted a case study on best practices in
inventory management: 1) high levels of old/withdrawn/damaged/slow-
moving stocks, and 2) inaccuracy in inventory records. Reasons for the
first problem were due to: a) the absence of visibility into inventory
details across stocking points, b) the process to monitor and act on dead
stocks was not adhered to, c) records of slow-moving/ old/withdrawn/
damaged stocks were not maintained methodically at the stocking points,
d) records were inaccurate, e) communication of details of dead stocks to
the relevant teams was based on manually filed reports which was time-
taking and open to error, and f) Stock allocation from depots was manual
- orders received from distributors were manually processed and no
process was in place to automatically collate orders and allocate stocks.
Inaccuracy in inventory records occurred because the organization did
not have a clear policy on periodic reconciliation of physical stock with
book records, and inaccuracies grew over time, compounded with
process failure on accounting for dead stocks.
Windley (2002), observed that without a good asset management
system the organization will waste time and resources managing
inventory, buying unnecessary equipment and software, and maintaining
license compliance for software.

33
Gargi Nath (2009) enumerated six most common problems
pertaining to asset management encountered by asset managers. This
includes: 1) lack of updates in the evaluation, 2) miscommunication
among departments, 3) incompetence to manage assets, 4) lack of
technology demanded by the company, 5) lack of support, and, 6) no
balance in asset elements.
In a case study on asset and inventory management William Burke
(2003), reported the following problems at Boston’s Massachusetts
General Hospital Vascular Radiology Department. Like most large
interventional departments, MGH’s vascular radiology department had to
maintain a large array of equipment, supplies and devices to
accommodate its wide variety of patients and attendant pathologies.
Historically, this division grappled with expired stock, insufficient space
for existing stock, ―bulk‖ purchasing patterns to achieve savings, a high
incidence of unused inventory and virtually no operational data to
examine utilization patterns. Monitoring inventory levels and ordering
supplies was a labor-intensive process, and low-level supplies often
weren’t identified in time. The hospital needed effective inventory and
asset management to focus on the front end.

34
Functional and Non-functional Requirements of an Asset
Management System
Functional requirements relate to system behavior. They describe
system operation from three perspectives: what systems do, when they
do it, how they respond to deviations of normal behavior. Nonfunctional
requirements, on the other hand, define how well a function should be
performed (performance), how the system connects to its environment
(interface), and what limitations are placed on the design (constraints).
These may include computation time, accuracy of computation, storage
capacity, programming language used, operating system, type of
processor, memory capacity (Jim Cooling, 2003).
The developed system included functional and nonfunctional
requirements based on the needs of the Supply Office of ISPSC and
campus administrators, and these are supported by requirements
gathered from the following studies and literature.
Patricia A. Holub (2006) executive director of technology initiatives
and support for the San Antonio Independent School District in San
Antonio, Texas recommends the following features of an IT asset
management system for school districts. The system should allow the
school to gather and report information about computer assets on the
network, including hardware, software, and software utilization. More
advanced systems will monitor assets at the component level and

35
generate alerts for missing items or changes to system components. Most
asset management systems will report software installed on each
computer and allow tracking of software licenses compared to actual
usage for optimum license management and compliance. The system can
also generate alerts for software license agreement violations and
unauthorized software installations. Many systems track items that are
not connected to a network such as printers and audio visual equipment.
An asset management system should include strategic goals,
inventory of assets (physical resources), valuation of assets, quantitative
condition and performance measures, measures of how well strategic
goals are being met, usage information, performance-prediction
capabilities, relational databases to integrate individual management
systems, consideration of qualitative issues, links to the budget process,
engineering and economic analysis tools, useful outputs, effectively
presented, and continuous feedback procedures.
For IT and related assets, Ambuz Shekhar (2008) offered the
following benefits of asset management software: automatic tracking of
all hardware and software across the entire network of management
systems, identification of unlicensed software installations, enhanced
helpdesk productivity by presenting accurate inventory information, and
generation of web reports that can be printed or emailed. IT asset
management services keep inventory, track hardware and software

36
assets including licenses and management technology in asset
procurement. It includes data about what assets you have, where they
are located, how well they are working, how much they cost, and how
effectively they are supporting the business.
An Asset Management system should be customer focused,
mission driven, system oriented, long-term in outlook, accessible and
user friendly, and flexible. (Asset Management Primer)
When designing an asset and contract management system,
provisions for growth and expansion should be taken into consideration
If the company currently has 2,000 computers to manage, but within two
years it will be up to 5,000, take this into account in designing the
implementation and purchase hardware. More users mean more data
that needs to travel over the network, more data for the Notification
Server to process, and more data to store. Before implementing a new
system into the organization, there should also be backup for the data.
Make plans for how and when backups will occur. Also, have a rollback
plan in case there is a need to get back to a previous state.
(Implementing an Asset and Contract Management System, 2006)
According to the Asset Management Primer of the US DOT,
technology enables an Asset Management system to function. Asset
Management relies on technology in two key areas. First is the collection,
storage, and analysis of data. Data can be gathered more quickly with

37
higher quality and spatial accuracy than ever before. The data can then
be stored, retrieved, and analyzed with powerful data servers and
software. The second important aspect of technology relates to the
presentation and communication of the analytical results to decision
makers inside and outside the agency.
Asset Management Systems in Academic Institutions
Several companies abroad are offering complete asset management
solutions and consultancy services to various organizations, both large
and small. However, these products are quite expensive by Philippine
standards, especially for institutions which still have low budget
priorities in information systems development. The developed system
included selected features based on commercial software as listed below.
One such company is Global Technology Consulting (GTC) Systems
based in San Diego California. The system offered by GTC called
―Hardcat‖ is able to track every aspect of the asset's life from initial
budget proposal through to final disposal. The Core Module, combines
highly detailed recording and reporting with an intuitive, user-friendly
interface. The level of detail can be configured, but may include: asset
details; purchase price and current valuation; warranty/maintenance
dates & costs; components and attachments; movement to different
locations, cost centers or people; associated asset management costs;

38
lease & rental information; supplier and maintenance provider; user
defined information by asset type; change history & audit trail. (Hardcat,
2009)
Another such company is Real Asset Management International
(RAMI) with offices in United States and United Kingdom. The company
provides fixed asset accounting and asset tracking solutions for
government, education, commercial and healthcare organizations. ,
ensuring compliance with corporate and government policies. The asset
tracking solution includes the following: fixed asset and inventory
tracking, barcode labels/handheld scanners, physical audits, non-
capitalized asset management, and stock control. (Real Asset
management International).
At Kingston University, the solution implemented to manage their
assets was Series4000 a product of RAMI. Azim Sachedina, head of
financial operations and systems at Kingston University said the
university needed a system to take into account the University's many
purchasing points and the procurement to disposal life cycle. Sachedina
claims that the implementation of the system enabled all inventory
related information to be captured in one central system. The system
also provided powerful reporting capabilities which assisted in
maintenance and procurement processes. A common disposal process
ensures that items are removed from the system when they are no longer

39
in use. The use of hand held scanners made it easier to manage
inventory items which are often subject to change due to room moves
and staff transfers. Improved tracking and auditing processes helped
faculties and departments to update the data on a regular basis.
Roslyn Union Free School District (UFSD) in Manhattan, New York
has selected Real Asset Management International’s (RAMI) Asset4000
and Track4000 software to manage and track its 3,300 assets while also
providing a comprehensive and centralized fixed asset register on which
to store and manage data. Utilizing the system, Roslyn UFSD is able to
initiate random audits themselves and easily locate equipment and items
using their barcode scanners. Additionally, when assets change location,
Roslyn UFSD has an accurate record of location and facility based on the
barcode affixed to each asset. Items are now inventoried through one
location, entered into a system and tracked at the building level, rather
than utilizing valuable and costly administrative time to physically go out
in the field and report on location and transfers of assets. Prior to the
implementation, Roslyn UFSD found it difficult to keep accurate track of
what assets they owned and where those assets were located. (Real Asset
Another school that is enjoying the benefits of an asset
management system solution provided by RAMI is Putnam City Schools
(PCS) in the state of Oklahoma, The district is comprised of 27 schools: 3

40
high schools, 5 middle schools, 18 elementary schools and 2 that
specialize in alternative education with a large asset base of 11,000-plus
items. PCS Inventory/Fixed Asset Clerk, Teresa Long and her team, was
responsible for the selection of a system to manage the assets of the
school. They were able to select RAMI’s Asset4000i, a fixed asset
accounting and tracking module based on user-friendliness, superior
reporting features and web-based capability. Prior to implementing
RAMI’s software, PCS relied on an obsolete system with limited reporting
capabilities and poor usability, unreliable outdated and unorganized
fixed asset data. After implementing and using the system, Teresa Long
noted that the school achieved a complete record of all assets within the
district - which location they’re at, who is responsible for them and also
able to store detailed information such as descriptions, purchase costs
and dates, condition codes, etc. Each time a new item is acquired, a PCS
official barcodes the asset and enters its details into the system. Each of
the 27 locations has one user dedicated to updating the fixed asset
register via its web-based interface; they add and update asset
information and barcode items then upload the details into the system.
Teresa Long also claims that the system can produce several reports on a
regular basis in just a short period of time. Usability is also a key factor
because the system is very intuitive and simple to use. (Real Asset

41
The Supply Management information System developed by
Josephine Dela Cruz for the University of the Cordillera provided the
following benefits: 1) Faster processing of transaction like borrowing,
returning, requesting and issuing; 2) Effortless monitoring of CBL and
requested items. SMIS makes it easy to document completely all
transactions with a user friendly interface and provides real-time
feedback of information; and 3) Efficient and effective editing and
updating of inventory. With the use of a database, there is no need to
maintain several forms to monitor inventory. The system provided the
following modules: database system, query module, report generation
module, data security, back-up, help module, and toolbars. The system
developed addressed the following processes: borrowing, returning,
issuing requesting, purchasing, receiving, turning-over, and disposal.
Queries, back-up, utilities, and help modules were added program
features. Data Flow Diagram, data dictionary, relational schema,
database design, Input-Process-Output diagram, and menu diagrams
were used to represent the system design.

42
Chapter 3
METHODOLOGY OF THE STUDY
Research Design
reinforced by the software development model. Descriptive research is
used to obtain information concerning the current status of the
phenomena, to describe "what exists" with respect to variables or
conditions in a situation. The study made use of the survey method
which described the status quo, and document analysis which dealt with
documenting present situations (Key, 2002).
Software Development Model
The development of the asset management system employed the
Iterative Software Development approach. Wysocki (2006), author of the
book Effective Software Project Management, describes an iterative
approach as consisting of a number of phases that are repeated in
groups with a feedback loop after each group is completed. Examples of
iterative approaches: Evolutionary Development Waterfall model,
SCRUM, Rational Unified Process, and Dynamic Systems Development

43
Method. This study will make use of the Evolutionary Development
Waterfall model.
Iterative approaches fall in the class of learn and discover. Wysocki
prescribes the iterative approach when not all of the solution is clearly
known. This strategy requires a solution that broadly covers the
requirements but might be missing some of the details. In other words,
the functions are known and are built into the solution but the details
(features) are not completely known or implemented.
Since this was be the first time to develop a computer-based
system for the ISPSC Supply Office, the above scenario held true. The
Supply Officer knows by heart the manual procedures but translating
these procedures into a computer-based system was something new.
There was a tendency to miss details or features. The missing or detailed
features came to light as the customer worked with the most current
solution in a prototyping sense. The iterative cycles were designed to
uncover the missing pieces of the solution. The use of intermediate
solutions was the pathway to discovering the details of the complete
solution. The intermediate solutions were production ready, but they
were not released to the end user until the final version was ready. The
intermediate versions gave the customer something to work with as they
attempted to learn and discover additional needed features.

44
The iterative approach to software development has the following
strengths: 1) Customer couldn review current solution for suggested
improvements, 2) It accommodates scope changes between iterations,
and 3) It adapts to changing business conditions.
The particular iterative development model that was followed in
this study was the Evolutionary Waterfall Development Model (EWDM) as
described by Wysocki (2006) and shown in Figure 6.
This development model was chosen of the following reasons: a)
Easy to understand, easy to use; b) Provides structure to inexperienced
staff; c) Milestones are well understood; d) Sets requirements stability; e)
Good for management control (plan, staff, track); and f) Works well when
quality is more important than cost or schedule. The waterfall model is
best adopted when the requirements do not change much during the
development process (Burback, 2005). This criterion fits well since the
supply office follows standard operating procedures as prescribed by
government regulations, particularly those of the Commission on Audit,
and the Department of Budget Management.
The project began much like the standard waterfall model. A
complete systems design is developed based on clearly defined
requirements. The system design component reflects the requirements in
the design. As the features and functions needed to deliver the

45
requirements are developed, they will change. Few changes are expected
to the original requirements. This model closely resembles the production
prototype approach (Wysocki, 2006).
Figure 5.
The Evolutionary Waterfall Development Model
Meaningful involvement of the client was critical to the success of
this model. In this study, the clients were the supply officer, and the staff
of the Supply Office. The clients worked with a version of the system and
provided feedback to the developer as further enhancements and
changes to features and functions were discovered. This process

46
continued as version after version is put in place, until a point when the
client was satisfied that all requirements have been met.
Requirements Gathering. The EWDM strategy began with an idea
that was further described and documented through a requirements
gathering exercise. Interview and document analysis were the main tools
used during this phase. An interview guide was prepared. The
respondents included the Supply Officer and the Supply Office staff. A
prototype asset management software was presented to the respondents
to elicit the features that were to be included in the proposed.
Requirements gathering also involved defining the functions and
features of the initial solution. In this study the data flow diagram (DFD),
and the entity-relationship diagram (ERD) were used. The DFD is a
graphical tool that depicts the sequence of processes and functions
contained within a specified system boundary and the flow of data
through that system (Marakas, 2006). The data flow diagram can be a
great help in identifying where data are shared by various parts of an
organization. A context diagram and a Level 0 DFD were created for the
developed system. The ERD was used to represent the conceptual data
requirements for the developed system. The ERD identified the rules and
interrelationships among data. This is the most widely adopted format for
data modeling.

47
Systems Design. System design determines how best to construct
a system that delivers the requirements identified in the preceding stage.
Design is first concerned with the specification of a software architecture
that defines the major software components and their relationships.
Harrington (2009) stated in his book, Relational Database Design
and Implementation, that the most effective approach to the design of a
database involves breaking the design into components indicated by the
organization of the company. As the design evolves, the designer can
examine the entities and relationships to determine where parts of the
organization will need to share data. Working on one portion of the
design at a time also simplifies dealing with what might at first seem to
be an overwhelmingly large database environment. Paying special
attention to the need to share data helps ensure that shared data are
consistent and suitable for all required uses.
During the design phase, the ERD was transformed into the
database schema, logical representation of the organizational data model
such that the database definition and physical database design can be
achieved. The design of the database was based on the relational
database model. Tables were normalized up to the third normal form.
Wireframes were used in collecting and presenting the functionality,
navigation and content of the modules or pages. A wireframe is a block
diagram that illustrates the overall navigation and the elements that will

48
go on the screen. It does not contain pictures nor does it include visual
design. Annotations or notes may be attached to elements (or widgets) on
the wireframe to help clarify specific functions. The wireframe just
demonstrates the necessary elements a web page or application screen
may contain and where they might be placed, although the location may
change.
Develop Version. Based on the design developed in the previous
phase, the initial version was constructed. In creating the initial version,
the first step was to create a prototype of an application program
interface. The complete menu tree, was used to show the users that their
basic requirements have been fulfilled. The details were specified by
providing users with specific input and output designs. Each menu
option in the prototype's main menu was linked to a screen form.
Customer Feedback. The client worked with the initial version of
the system and provided feedback to the developer as further
enhancements and changes to features and functions were discovered.
This process continued as version after version is put in place, until the
client is satisfied that all requirements have been met.
Final Version. The EWDM is not structured to deploy partial
solutions at the close of each iteration. Formally there is only one close
and that is when the customer is satisfied and the final version can be
released.

49
System Testing. Through each of the phases, testing was done.
The following tests were carried out: unit testing, integration testing,
system testing, and acceptance testing. Unit testing is the testing of
individual hardware or software units or groups of related units. The
tester verified that the code does what it is intended to do at a very low
structural level. Integration testing ensures that the software
components, hardware components, or both are combined and tested to
evaluate the interaction between them. The tester verified that units work
together when they were integrated into a larger code base. Functional
testing involves ensuring that the functionality specified in the
requirement specification works. The tester examined the high-level
design and the user (Supply Office) requirements specification to ensure
the code does what it is intended to do. System testing involves putting
the new program in many different environments to ensure the program
works in typical customer environments with various versions and types
of operating systems and/or applications. After functional and system
testing, the product was delivered to the Supply office and the Supply
Officer and staff tested it based on their expectations of the functionality.
Acceptance testing is formal testing conducted to determine whether or
not the system satisfied its acceptance criteria (the criteria the system
must satisfy to be accepted by a customer) and to enable the customer to
determine whether or not to accept the system.

50
Sources of Data
The primary source of data for the interview were the Supply
Officer, Mrs. Aurora Apelado, and the Supply Office staff, Mrs. Elsie
Capela and Mr. Larry Duro. An interview guide was used to direct the
interview process in order to capture the information needed.
Other sources of data were the Manual of Operations of ISPSC,
National Government Auditing and the forms and reports (Inventory of
Equipment, Inventory and Inspection Report of Unserviceable Property,
Report of Waste Materials, Purchase Request, Purchase Order,
Inspection and Acceptance Report, Requisition and Issue Slip,
Acknowledgement Receipt for Equipment, Inventory Custodian Slip and
Work Order Request), and other relevant information used at the Supply
Office.
Data Gathering Procedures
Interview. The developer formulated questions pertaining to the
procedures in managing assets at the ISPSC Supply Office. The
responses will be recorded for further analysis.
Document Analysis. This involved gathering information especially
functional and nonfunctional requirements from existing records,
documents, forms and reports used at the supply office.

51
Observation. One of the most powerful ways of getting user
information that can be incorporated very early in the development
process is through observation of users in their work context. The
developer went through the process of making a request for
equipment/supply and followed up the paper trail until delivery and
acceptance of the requested item.
Library Research. This involved gathering resource materials from
books, journals, manuscripts in order to enhance knowledge regarding
the proposed project.
Internet Research. This involved browsing references from the
Internet for related projects done along the field of asset management.

52
Chapter 4
DISCUSSION OF FINDINGS
Profile of the Assets of ISPSC
The Inventory of Equipment records at the ISPSC Supply Office
categorizes fixed assets based on the following: 1) Land, Land
Improvements, 2) Office Building, School Building, Other Structures, 3)
Motor Vehicle, 4) Office Equipment, Furniture and Fixtures, 5) Technical
Scientific Equipment, 6) IT Equipment, 7) Industrial Machineries, 8)
Medical and Dental Equipment, 9) Athletic Equipment, 10)
Military/Police Equipment, 11) Fire Fighting Equipment, 12) Working
Animals, and 13) Library Books. There are also special categories of
assets acquired through external funds (special projects) such as
iSchools Project, DA Special Projects, and BIO-N Projects. In the
developed system, land, land improvements, buildings and structures are
not recorded.
The profile of the assets as of December 2009 of Santa Maria and
Narvacan campuses are listed in Table 1.

52
Table 1
Profile of fixed assets of ISPSC
Sta. Maria Narvacan

Category
Campus Campus
Motor Vehicle 9 1
Office Equipment 155 36
Furniture and Fixtures 1811 160
Technical Scientific Equipment 383 58
IT Equipment 360 20
Industrial Machineries 15 6
Medical and Dental Equipment 8 7
Athletic Equipment 87 4
Military and Police Equipment 2 1
Fire Fighting Equipment 29 23
Library Books 6456 762
Special Projects 416 18
Total Fixed Assets 9731 1096
It can be noted from the table that the most number of assets are
library books, followed by furniture and fixtures, technical and scientific
equipment and IT equipment.
Current Procedures in Managing the Assets of ISPSC
Supply Office. The ISPSC Supply Office is tasked with the
management of assets and asset records. Based on the College Code, the
Supply Office has the following functions: a) Keep accurate records of all

53
school properties, their storage and disposition, b) issue supplies,
equipment, etc., as duly approved by higher authorities, c) help analyze
the needs of the College including repair and maintenance, d) prepare
inventory of equipment/supplies as required, e) prepare relief of
responsibilities/ accountabilities as regards to school properties of school
authorities, and f) periodic updating of property records and the up-keep
of the storage areas (ISPSC College Manual, 2002). The supply office
implements whatever contracts/purchase request or purchase orders
approved by the Bids and Awards Committee. The supply officers or
supply personnel are assigned specific campuses to supervise/cover in
order to collate needs of end-users including the delivery of the same
after proper documentation by the releasing/issuing officer. Repair,
maintenance and disposal of equipment are also centralized.
In the approved organizational structure of the Supply Office, there
are four personnel, however the Supply Office of the college is currently
manned by three personnel: a Supply Officer (Administrative Officer III),
a Property Custodian (Administrative Officer I), and an Administrative
Aide.
The following equipment are used in information processing at the
Supply Office: two Intel Pentium desktop computers with 512MB
memory, 80GB hard drive, LAN card. The machines are installed with
Windows XP Professional SP3 operating system, Microsoft Office 2007.

54
The office has also two printers: one inkjet printer and one dot matrix
printer. There is also a network switch and both computers have Internet
connectivity. The computers are used in preparing and printing the
forms used in the office transactions as well as in the printing of reports
and communication letters. The supply officer and the administrative
assistant are using the computers but the other personnel does not.
The Supply Office maintains an Inventory of Equipment which is
prepared using an electronic spreadsheet and then printed and bounded
on a yearly basis. The Inventory of Equipment is categorized by campus
location and then by equipment type. The Supply Office also maintains
an Inventory of Unserviceable equipment which list the condemned
(disposed) equipment. The Acknowledgment Receipt of Equipment which
records the equipment assigned to a particularly employee is kept in
brown envelopes and organized per employee. The Supply Office also
keeps a copy of the Inspection and Acceptance Report and the
Requisition and Issue Slip.
Asset Expenditure and Management Cycle. The procedures
involved in the acquisition of a equipment and supplies presented in
Figure 6. It starts when a requesting personnel submits a requisition
order for equipment and/or supply at the Supply Office. If the equipment
or supply is available in the Supply Office, then the equipment or supply
item is issued to the requesting personnel after the necessary forms are

55
accomplished. If not then a purchase is required. The Supply Officer
verifies with the Accounting Office the availability of funds and when
available, a purchase request is then prepared, and together with the
requisition order is submitted to the Vice President for Administration for
approval. The approved request is forwarded to the Accounting Office for
recording and forwarded to the Bids and Awards Committee for the
bidding process. After the conduct of the bidding, the Supply Office
prepares the Purchase Order, submitted to the President for Approval
and sent to the supplier who won in the bidding. These procedures are
not included in the developed system, however, pertinent data from these
procedures such as purchase order number, bidding number, and
bidding date, are recorded by the developed system.
There are also supply items that are needed for maintenance and
operation that are purchased by the Supply Office on a regular basis
without the need of a request. Funds for these items are programmed
regularly to satisfy the purchase.

56
Start
Requisition
Bids and Awards/Canvass
Purchase
Delivery
Issuance
Maintenance/Repair
Disposal
End
Figure 6
Expenditure and Asset Management Cycle
for Equipment

57
Start
Requisition
Bids and Awards/Canvass
Purchase
Delivery
Issuance
End
Figure 7
Expenditure and Asset Management Cycle for Supplies
The developed system covers the succeeding procedures for
Delivery and Inspection, Issuance, Maintenance/Repair and Disposal of
assets. These procedures are explained in detail in the succeeding
figures.

58
Figure 8 presents the procedure in the receipt, inspection,
acceptance and recording of inventory items. The forms used are the
Inspection and Acceptance Report and the Ledger Cards.
Start
Supplier/vendor delivers ordered equipment

and/or supplies together with delivery receipt
Supply officer signs delivery receipt, files original

copy and returns duplicate to supplier/vendor
Supplier officer/staff prepares 3 copies of

inspection and acceptance report (IAR)
Audit officer inspects the items delivered and

signs in the Inspection portion of IAR
Supply officer signs in the Acceptance portion of

the IAR
Supply officer/staff creates record of delivered

equipment and/or supplies in the Property/Stock
card
End
Figure 8
Procedure in the Receipt, Inspection, Acceptance
and Recording of Inventory Items

59
Start
Supply officer/staff prepares 3 copies of

requisition and issue slip (RIS), and signs in the
Issued By portion
Supply officer/staff prepares 3 copies of

acknowledgment receipt of equipment (ARE) and
signs in the Received From portion
Requesting personnel signs the Received By

portion of the RIS and ARE
Requesting personnel receives copy 2

of ARE and copy 3 of RIS
Supply officer/staff files copy 2 of RIS and copy 1

of ARE, and forwards copy 1 of RIS to
Accounting unit
End
Figure 9
Procedure in the Issuance of Equipment
When an employee leaves the service due to retirement,
resignation or termination, a clearance is required and all existing
equipment issued to that employee are returned to the supply office.
Once the equipment are returned, the ARE records of the employee are

60
removed from the employee’s file. The equipment can be issued again to
another personnel. When an employee do not need the equipment
anymore the equipment can be returned to the Supply Office and the
ARE record of that employee is also removed from that employee’s file.

61
Figure 10 presents the procedure in the issuance of supplies and
materials. The forms required are the Requisition and Issue Slip (RIS),
the Inventory Custodian Slip (ICS), and the Stock Ledger Card.
Start
Requesting personnel prepares Requisition and

Issue Slip (RIS) in three copies and Inventory
Custodian Slip (ICS) in two copies.
Supply officer/staff Fills up and signs the

―Issuance‖ portion of the RIS and ICS and issues
inventory items requested to the requesting
personnel
Requesting personnel receives items and signs the

Received By portion of the RIS and ICS and ARE
and gets 1 copy of each
Supply officer/staff updates stock ledger card
Supply officer/staff files copy 2 of RIS and

forwards copy 1 of RIS to Accounting unit
End
Figure 10
Procedure in the Issuance of Supplies and Materials

62
Figure 11 presents the procedure in the repair of equipment. The
forms used include the Work Order Request, the Pre-Inspection Report,
and the Post-Inspection Report.
Start
Requesting personnel prepares and submits

Work Order Request to Supply/Property Office
Property Inspector conducts pre-inspection

of the requested service and submit pre-
inspection report
Audit Personnel conduct post-inspection

of completed service and submit
post-inspection report
Supply officer/staff records details of completed

work in Work Order Logbook
Requesting personnel/unit receives

repaired equipment
End
Figure 11
Procedure in the Repair of Equipment

63
Figure 12 presents the procedure in the disposal (condemnation) of
non-functional and unserviceable equipment. The forms used include a
request letter, a pre-inspection report and the Inventory of Unserviceable
Equipment.
Start
Requesting personnel prepares and submits

Request for Disposal of Equipment
Property inspector conducts pre-inspection
Submit request to College President for approval

thru the VP for Administration
Approved request is submitted to COA for action
Supply officer/staff records details in the

Inventory of Unserviceable Equipments
Record of disposed equipment is removed from

Inventory of Equipment and ARE is removed
from the accountable personnel
End
Figure 12
Procedure in the Disposal (Condemnation) of Equipment

64
Problems Encountered in the Current Procedures in Managing the
Assets of ISPSC
According to the Supply Officer and supported by the Supply Office
Staff, the current operation in the Supply Office is perceived to be slow,
difficult and time consuming because it consists of too much paper work,
and there are many signatories required in a transaction. This is
observed to be very evident when a large volume of deliveries arrive. The
office itself becomes an extension of the storeroom and boxes even spills
outside the office. It takes several days to create the reports and records
required. The equipment or supplies cannot be issued without the
necessary records which sometimes adversely affect normal operations of
the college. Such cases lead to conflict between the supply officer and the
requesting personnel. The preparation of the RIS and the ARE would also
be delayed. It is also an observation that there are instances where the
equipment is issued to the requesting personnel, but the RIS and the
ARE are signed and given much later. As a consequence, the records in
the inventory of equipment do not reflect the actual number of assets in
the college at a particular time. There were also instances when supplies
such as mimeographing papers were not enough during the preparation
of term examinations, enrolment forms arrive late during enrolment
time. These problems were also reflected in the study of Dela Cruz (2005)
and the experiences at Kingston University in the United Kingdom and at

65
Edith Cowan University in Perth, Western Australia prior to the
implementation of an automated asset management system.
Due to the tedious procedure and paperwork required in disposing
non-functional and unserviceable equipment, the equipment record still
appear in the inventory of equipment as functional although they are no
longer usable. Such cases produce an inaccurate picture of the available
physical resources of the college. Such problems were also reported in a
study by K. Ravichandran and Debjyoti Paul (n.d.) and the study of Gargi
Nath (2009).
In the current asset management procedure, it would be very hard
to trace the history of a particular piece of equipment, especially if it was
transferred to several personnel. The previous records would no longer be
available. The repair history of a particular piece of equipment is also
hard to trace based on the current records. There are also instances
when repairs are not reported to the Supply Office. In order to get a
complete data of an asset, several files have to be brought together,
because not all the pertinent data are contained in a single record.
Similar problems were noted by William Burke (2003) and Gargi Nath
(2009).
Another concern is the lack of a secure and reliable backup of the
paper-based records being maintained in the Supply Office. According to

66
the supply office staff, an electronic copy of the Inventory of Equipment
is saved in a USB flash drive.
There is also the lack of inventory records or incomplete inventory
records of equipment in the different campuses. It was observed that
when data on equipment is needed for the reports, campus officials have
to travel to the main campus to get the data from the Supply Office.
Mrs. Aurora Apelado, the Supply Officer, also mentioned that
another source of headache is the practice of some employees of
purchasing items outside of the supply office. The item is brought to the
Supply Office for inspection and the supporting documents have to be
prepared.
Some of these problems in the Supply Office would require more
than an IT solution. The developed system focused on the areas where IT
could minimize the problem especially on record keeping, updating of
records, data storage and retrieval, monitoring of assets and back-up of
the records.
Functional and Non-Functional Requirements
The following system requirements were elicited from the Supply
Officer and staff, and the campus administrator during the requirements
gathering activity through interviews and observation of the transaction,
recording and record keeping procedures.

67
Functional Requirements. Table 2 presents the functional
requirements of the users.
Table 2
Functional requirements of the developed system
Users Functional Requirements
Campus View equipment records assigned to the campus
Administrator View equipment records by type
View records of disposed equipment in the campus
View records of repair of equipment in the campus
View employee record
View supplier record
View equipment type
View location and department
View reports
Supply Office Add and edit equipment record
Staff Add and edit supplies record
Edit equipment type
Edit location and department
View equipment records assigned to employees
View equipment records assigned to campuses
View equipment records from a supplier
View equipment records by type

68
View records of disposed equipment
View records of repair
View supplies records
View and edit equipment record
View and edit supplies record
View and edit employee record
View and edit supplier record
View and edit equipment type
View and edit location and department
Generate, view and print reports
Supply Officer All functional requirements of supply office staff
Add and edit equipment record
Add and edit supplies record
Add and edit employee record
Add and edit supplier record
Add and edit equipment type
Add and edit location and department
View and edit user account
Create, view and print reports
View sessions

69
Sessions Manager View transaction log
View and edit sessions
Super Admin All the functional requirements of the supply officer
Create and edit user accounts
View transaction log
View and edit sessions
View and edit configuration
Non-Functional Requirements. Aside from functional
requirements needed by the different users of the system, there is also a
need to consider the non-functional requirements that should be
included to provide better performance of the developed system as well as
ease of use. Table 3 lists these non-functional requirements.
Table 3
Non-functional requirements of the developed system
Non-Functional Description
Requirements
Availability The system should be available to all the
campuses of ISPSC. This will increase the
functional efficiency of the college and

70
improves allocation of scarce resources.
Security The asset records in the supply office
need to be accurate, and to achieve this,
only authorized personnel can gain
access to and edit the data therein.
Accuracy For the data to be credible and useful it
should be complete and accurate. This is
very significant in determining the actual
value of assets and to avoid substantial
losses.
Reliability The system should be able to perform its
functions as expected with no errors.
Maintainability The system should be easy to maintain
and recover nicely from unexpected
situations such as power interruption. It
should also be user friendly.

71
System Models
In order to capture the above mentioned functional and non-
functional requirements and integrate them into the developed system,
the following graphical presentation of the system model is presented.
Data Flow Diagrams. The data flow diagram (DFD) is a graph
showing the flow of data values from their sources in objects through
processes or functions that transform them to their destinations in other
objects. It shows the external entities that provide or receive data, the
processes that transform the data, the data flows, and the logical storage
of data.
Figure 13 depicts the context diagram (Level 0 DFD) for the
developed Assest Management System for ISPSC. The diagram shows all
the external entities that receive information from or contribute
information to the system, and the data flow from the system to these
external entities.

72

73
Figure 14 depicts the Level 0 data flow diagram for the developed
Assest Management System for ISPSC. The diagram shows interaction of
the external entities with the major processes of the system, the flow of
the different data to and from the processes and the data stores where
the data are saved. This model served as the basis for designing the
different modules of the developed system in order to satisfy its
functionality.

74

75
Entity Relationship Diagram. The Entity Relationship Diagram
as shown in Figure 15 was used to represent the conceptual data
requirements for the developed system which identified the rules and
interrelationships among data. There are eleven entities in the ERD
namely: assets, asset_records, asset_disposal, asset_repair, locations,
departments, issue, delivery, assigns, suppliers, and supplies.

76

77
Database Schema. The database schema, also called data
dictinar, is a graphical depiction of the database structure which was
based on the ER diagram. It defines the tables, the fields in each table
and the relationship between fields and tables. The system database
consisted of eleven tables, namely: assets, asset_records, asset_disposal,
asset_repair, locations, departments, issue, delivery, assigns, suppliers, and
supplies. The database schema are shown in Appendix D.
Wireframes. A wireframe is an effective tool for collecting and
presenting functionality, navigation and content of an application or
website. The following wireframes were the basis in the design of the
screens or interfaces of the developed system. Consistency, functionality
and user friendliness were considered in creating the wireframes.

78
The design of the User Log-in page is shown in Figure 20 below.
Logo Banner
Text
Textbox
Text
Textbox
Text
Textbox
Button
Text
Figure 16
Wireframe of Log-in
The User Log-in page provides authorized access to the developed
system. It contains the fields for entering the username and the
password and a button for logging in. A CAPTCHA is also added to
provide higher level of security.

79
The wireframe of the Main page is shown below.
Logo Banner
Text
Link Link Link Link Link Link Link Link Link Link Link Link
Text Combobox Button
Text
Text
Figure 17
Wireframe of Main page
As in all of the pages, the banner is displayed on top. The various
tabs (links) for navigation are displayed below the banner. There is an
element to allow searching, and the items are displayed in table form.

80
The wireframe for the Assets page is shown below.
Logo Banner
Text
Text
Text Textbox Combobox Button Button Button Text Combobox Button
Text Text Text Text Text

Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Combobox
Text
Figure 18
Wireframe of Asset page
At the top of is the banner and below it are the tabs (links) for
navigation to the different pages. Below the tabs bar, there are elements

81
to allow searching and the search can be narrowed down to a certain
criteria or field. There are also elements for sorting the records based on
certain criteria or field. The list of assets is displayed in tabular form. At
the right end of each list is a dropdown list of options for editing, viewing
history, recording of repair and disposal. This structure is used in the
other links. There is only a slight variation in the tabular display based
on the number of fields (columns) to be displayed for a particular record.
The structure is modified for the campus administrator user
wherein the column for the options is not displayed. The campus
administrator is allowed to view the records but not to edit the records.
The wireframe for adding a new record is shown in thnext page
(Figure 19). At the top of is the banner and below it are the tabs (links)
for navigation to the different pages. Below the tabs bar, there is a text
displaying the title of the page. The main area, there are elements to
allow data entry. Some elements provide a pull down list of choices, and
other elements require the entering of the required data. There is a date
selector for entering dates. At the bottom of the page are buttons for
saving or for canceling the operation
This same structure is used in the other links. There is only a
slight variation in the number of fields available depending on the
number of data required for a particular record.

82
Logo Banner
Text
Text
Text Combobox
Text Textbox
Text Textbox
Text Textbox
Text Textbox
Text Textbox
Text Combobox
Text Textbox
Text Textbox
Text Combobox
Textbox
Text Combobox
Textbox
Button Button
Text
Figure 19
Wireframe of Adding New

83
The wireframe for editing an existing record is shown below.
Logo Banner
Text
Text Image
Text
Text Textbox
Text Textbox
Text Textbox
Text Textbox
Text Textbox
Text Combobox
Text Textbox
Text Textbox
Text Combobox
Textbox
Text Combobox
Textbox
Button Button
Text
Figure 20
Wireframe of Editing an Existing Asset Record

84
At the top of is the banner and below it are the tabs (links) for
navigation to the different pages. Below the tabs bar, there is a text
displaying the title of the page. The main area, there are elements
displaying the data already entered. Some elements provide a pull down
list of choices, and other elements require the entering of the required
data. There is a date selector for entering dates. At the bottom of the
page are buttons for saving or for canceling the operation
This same structure is used in the other links. There is only a
slight variation in the number of fields available depending on the
number of data required for a particular record.

85
The Developed Asset Management System for ISPSC
Unit testing was done by the developer together with Mr. Ramon
Guttierez, a classmate in MIT. The tests included running components as
they were developed to check for syntax and other coding errors.
The functionality of the system was tested by Mr. Carmelo Febreo,
the adviser, to determine missing requirements, incorrect
implementation of business rules, and other inconsistencies based on
the requirements. System testing was conducted by the developer by
entering correct and incorrect data formats, missing data entries.
However, not all system bugs are guaranteed to have been discovered
and fixed.
After the initial version of the system was developed, the developer
presented the system to the supply officer and staff, and the campus
administrator for their feedback. The feedbacks from the users were then
incorporated into the final version of the system. The final version was
presented to the Supply Officer and her staff.
Presented below are screenshots of the final version of the
developed Asset Management System of the Ilocos Sur Polytechnic State
College.

86
Figure 21
Screen Shot of User Log-in Page
The user log-in provides an authorized access to the system. The
user must type a valid username, a valid password and the correct
security code as displayed in order to gain access to the system.

87
Figure 22
Screen Shot of Main Page
The main page for the administrator displays a summary of the
asset (equipment) records. The list can be filtered by selecting a category
in the selection box. The links to the different functional pages of the
system for the system administrator are located below the banner
section. These are the Assets, Supplies, Types, Logs, Locations, Depts,
Persons, Brands, Suppliers, Users, Levels, Reports, Sessions, Configs. A
system user’s (not administrator) main page will only display the
following links: Assets, Supplies, Locations, Depts, Persons, Brands,
Suppliers.

88
Figure 23
Screen Shot of Assets Page
The Assets page displays the list of individual assets (equipment).
There are options for adding a new asset record, editing an existing asset
record (Figure 24), assigning an asset to an employee (Figure 25),
entering repair details (Figure 26), disposing an item (Figure 27), and
viewing an asset’s history (Figre 28). It also allows searching for an asset
and sorting assets based on a particular category or field.

89
Figure 24
Screen Shot of Create New Asset Item Page

90
Figure 25
Screen Shot of Edit Existing Asset Item Page

91
Figure 26
Screen Shot of Repair Completion Report Page
The Repair Completion Report page allows recording of repair
information done on an asset particularly machineries and vehicles. This
page can be accessed from the Assets page and is available only for the
Supply Officer and Supply Office Staff..

92
Figure 27
Screen Shot of Disposal Report Page
The Disposal Report page allows recording of information when an
asset is disposed. This page can be accessed from the Assets page and is
available only for the Supply Officer and Supply Office Staff..

93
Figure 28
Screen Shot of Asset History page
The Asset History page displays historical information on a
selected asset which includes the employee/s to which it was assigned to
including the date when it was issued, and information on repairs (if
any). This page can be accessed from the Assets page and can be viewed
by all user types.

94
Figure 29
Screen Shot of Supplies page
The Supplies page displays the list of supplies and materials
available at the Supply Office. It allows searching for a supply and
sorting supplies based on a particular category or field. There are also
options for adding a new supply record (Figure 30), editing an existing
supply record (Figure 31), and recording the issuance of supply item(s) to
an employee (Figure 32). These options are available only for the Supply
Officer and Supply Office Staff.

95
Figure 30
Screen Shot of Create New Supply Item page
Figure 31
Screen Shot of Edit Existing Supply Item page

96
Figure 32
Screen Shot of Issue Supply Item Page
The Issue Supply Item page is used when a particular supply item
is given to a requesting employee. The page can be accessed from the
Supplies page and is available only for the Supply Officer and Supply
Office Staff.

97
Figure 33
Screen Shot of Employees Page
The Employees page displays the names and
position/designation of existing employees. It allows searching for an
employee record and sorting employees based on a particular category or
field. There are also options for adding a new employee record (Figure
34), editing an existing employee record (Figure 35), and deleting an
employee record. These options are available only for the Supply Officer
and Supply Office Staff.

98
Figure 34
Screen Shot of Add New Employee Page
Figure 35
Screen Shot of Edit Existing Employees Page

99
Figure 36
Screen Shot of Suppliers Page
The Suppliers page displays the names of existing suppliers. It
allows searching for supplier record and sorting suppliers based on a
particular category or field. There are also options for adding a new
supplier record Figure 37), editing an existing supplier record (Figure 38),
and deleting a supplier record. These options are available only for the
Supply Officer and Supply Office Staff.

100
Figure 37
Screen Shot of Add New Supplier Page
Figure 38
Screen Shot of Edit Existing Supplier Page

101
Figure 39
Screen Shot of Departments Page
The Departments page displays the names of existing departments
of the College and their location. This data is used in the Employee
record to determine where an employee is assigned. It allows searching
for department record and sorting departments based on a particular
category or field. There are also options for adding a new department
record, editing an existing department record, and deleting a department
record. These options are available only for the Supply Officer and
Supply Office Staff.

102
Figure 40
Screen Shot of Locations Page
The Locations page displays the locations of the different campuses
of ISPSC, including the Central Administration and the Supply
Office/Storage. This data is used together with the Department data in
the Employee record to determine where an employee is assigned and the
location of an asset. It allows searching for a location record based on a
particular category or field. There are also options for adding a new
location record, editing an existing location record, and deleting a
department record. These options are available only for the Supply
Officer and Supply Office Staff.

103
Figure 41
The Delivery Report of Supply Item Page
The Delivery Report of Supply Item page is used when supply
item(s) is(are) received from a supplier and has been inspected and
approved by the Inspection Committee. The page can be accessed from
the Supplies page and is available only for the Supply Officer and Supply
Office Staff.

104
Figure 42
The Reports Page
The Reports page is used to generate preformatted reports. The
page can be accessed from the main page and is available only for the
Supply Officer and Supply Office Staff.

105
Figure 43
Screen Shot of User Accounts Page
The User Accounts page is used by the System Administrator to
create user accounts and edit existing user accounts. It also allows
assigning of user levels and their corresponding privileges.
The user levels include the Super Admin, the Session Manager, the
Supply Officer, and the Supply Officer Staff. Each of these levels has
their corresponding privileges regarding data access, data operation and
data visibility. The Super Admin is for the system administrator which
will be assigned to the MIS Department of the College and responsible for
system maintenance. Only the Super Admin user can access the Configs

106
page. The Sessions Manager is assigned to an MIS staff responsible for
monitoring the system. He/She cannot access the Config page.
Figure 44
Screen Shot of Transaction Logs Page
The Trasaction Logs page records every transaction done by every
user who logs into the system. This feature allows for accountability of
users and traceability of responsibility. It can also be used to
troubleshoot the system and trace the causes of system errors or human
errors.

107
Chapter 5
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary
This study entitled ―Asset Management System of the Ilocos Sur
Polytechnic State College‖ aimed to design, develop and test a system that
would provide easy and secure access to inventory of equipment and supply
records in the college. This system enables the Campus Administrator to
identify what fixed assets are available in their respective campus, where they
are located and to whom they are assigned, what is the current condition, and
how these resources are being used, through online access. The system aids the
Supply Officer and the Supply Office staff in keeping complete, accurate and
secure records of the fixed assets of the college as well as the supplies and
materials. It also records the history of an equipment including transfer of
responsibility to another employee, repairs and disposal.
Specifically the study sought to answer the following questions:
6. What is the general profile of the assets of ISPSC?
7. What are the current procedures in managing the assets of the
College?
8. What are the problems encountered in the current procedures in
managing the assets of the College?

108
9. What are the functional and non-functional requirements of the
following stakeholders:
c. Supply officer
d. Supply office staff
e. College Administrator/Dean
10. What is the developed Asset Management System for the Ilocos Sur
Polytechnic State College?
reinforced by the software development model using the Evolutionary
Development Waterfall model. The requirements gathering phase included the
conduct of interviews to the respondents which include the personnel of the
Supply Office of ISPSC and the Campus Administrators of 2 campuses, Santa
Maria and Narvacan. Observation was also conducted to identify procedures
and determine the problems encountered by the Supply Office in managing the
assets of the college.
It was found out that there are 11 classifications of equipment in the
inventory records of the Supply Office. There is also a separate classification for
equipment and supplies purchased and used in special projects funded
externally. The inventory count of equipment for Santa Maria and Narvacan
campuses are 9,731 and 1,061 respectively. The Supply Office maintains the
following files:1) Inventory of Equipment 2) Inventory of Unserviceable, 3)
Acknowledgment Receipt of Equipment, 4) Inspection and Acceptance Report, 5)
Requisition and Issue Slip, and 6) Inventory Custodian Slip .

109
In addition to the purchase procedures, Supply Office performs the
following operations related to asset management: 1) receipt, inspection,
acceptance of deliveries, 2) recording of inventory items, 3) issuing of equipment
, supplies and materials, 4) request for repair of equipment, and 5) disposal
(condemnation) of non-functional and unserviceable equipment.
The problems encountered in the current asset management operation
are the following: 1) slow, difficult and time consuming operation, 2) too much
paper work, and 3) too many signatories. These problems lead to inaccurate
and incomplete records and delayed issuing of equipment and supplies. The
history of equipment cannot be easily traced. Equipment inventory records of
campuses are also incomplete.
The following functional requirements for the system were identified: 1)
The campus administrator can view records of equipment and supplies; 2) The
supply office staff can view, add and edit records of equipment and supplies;
view and edit asset types, department, employees, brands and suppliers, as well
as assign equipment to employee, issue supplies to employee and record repair
data; 3) the supply officer can do the functions of the supply office staff, and in
addition, can add records of supplier, employee, asset type and location; can
view user accounts and transaction log; and 4) the system admin can do all the
functions of the supply officer, and can add and edit user accounts, configure
the system, and edit sessions.

110
To ensure data integrity, reliability, security and maintain the privacy of
asset records, only authorized person should have access to these records. To
do this, the system uses accounts and passwords to allow specific user groups
to access the database via restricted views based on the responsibilities and
functionalities they perform. The system is developed in a Web-based platform
to make data available anytime and anywhere with Internet connection.
In view of the iterative nature of the software development model used,
changes to the system are also managed during the deployment of the modules
of the system through user feedback.
Conclusions
The manual nature of the existing asset management system of ISPSC
entails difficulties in the management of inventory records for equipment,
supplies and materials especially as the inventory accumulates and grows.
Based from the findings of this study, the following conclusion is derived:
The developed Asset Management System of the Ilocos Sur Polytechnic State
College provides an easy to use, secure, accessible and complete recording and
updating of assets in a single location for the different procedures such as
delivery and inspection, issuing, repair of equipment, and disposal of
equipment. With the use of the developed system, effective and efficient
management of asset records is made possible.

111
Recommendations
For the proper implementation of the system, the developer recommends
the adoption of the system implemented over an Internet connection with Intel
Pentium 4 processor or higher with at least 512MB of RAM running Microsoft
Windows XP with Service Pack 2 or higher. An orientation for the personnel of
the Supply Office should be conducted in order to familiarize the features of the
system. The users should provide feedback to the system administrator or the
developer for further enhancement of the system and to fix undetected bugs.
The developer also recommends that additional requirements such as the
purchase be integrated into this project to provide a more complete inventory
processing and recording.
The developer finally recommends the conduct of further studies to
improve routine office operations through the application of information
technology and information systems.

112
Appendix A
REQUEST LETTERS
Republic of the Philippines

ILOCOS SUR POLYTECHNIC STATE COLLEGE
College of Agriculture
Santa Maria, Ilocos Sur
December 3, 2010
DR. RAFAEL B. QUERUBIN

SUC President II
SIR,
I have the honor to request permission to gather data and

information from the College particularly the Supply Office. This has
reference with my project study for the Masters in Information
Technology program at the Colegio de Dagupan, entitled ―Asset
Management System for the Ilocos Sur Polytechnic State College.‖
Thank you very much.
Very truly yours,
(Sgd.) A. JONATHAN S. PAGATPATAN

Asst. Professor
Approved:
(Sgd.) RAFAEL B. QUERUBIN, Ph.D.

SUC President II
ISPSC

113
Republic of the Philippines

ILOCOS SUR POLYTECHNIC STATE COLLEGE
College of Agriculture
December 7, 2010
MRS. AURORA R. APELADO

Administrative Officer III/Supply Officer II
Supply Office
ISPSC
MA’AM,
I have the honor to request permission to gather data and

information from your good office in the form of interviews and document
analysis. This has reference with my project study for the Masters in
Information Technology program at the Colegio de Dagupan, entitled
―Asset Management System for the Ilocos Sur Polytechnic State
College.‖ Attached herewith is the request letter approved by the College
President.
Hoping for your assistance for the successful completion of this

study. Thank you very much.
Very truly yours,
(Sgd.) A. JONATHAN S. PAGATPATAN

Asst. Professor

114
Appendix B
TRANSCRIPT OF INTERVIEW
Interviewees:
Mrs. Aurora Apilado, Supply Officer, Administrative Officer III
Mrs. Elsie Capela – Storekeeper, Administrative Officer I
Mr. Larry Duro – Administrative Aide
Date of Interview:
December 10, 2010 and December 17, 2010
1. Do you use IT in the management of assets

(equipment, supplies, materials) of the College?
A. Apilado: Yes
2. Kindly indicate the available IT equipment you are currently using

L. Duro: 2 desktop computers, 2 deskjet printers
3. In what way do you use the IT equipment in managing assets

A. Apilado:
 For encoding and printing of forms such as Purchase Request,
Purchase Order, Inspection and Acceptance Report, Requisition
Issue Slip, Acknowledgement Receipt of Equipment, and other
forms.
 For encoding and printing of reports such as Inventory of
Equipment (yearly), Inventory of supply (monthly), Annual
Procurement Plan (yearly) and other reports
E Capela:
 Encoding and printing of communications
4. Do you use a computer-based system in managing the assets of the

College?
Apilado: No, We do not yet have such a system, but we would like to
have one.
5. What software do you use?

L. Duro:

115
Mostly word processor and spreadsheet
6. Do you have Internet connection in your office?

A. Apilado: No, but we have already requested for a connection.
7. What activities in your operation require the need of the Internet?

A. Apilado: Procurement Service
8. What is the normal process of requesting for equipment?

A. Apilado: The requesting employee must submit a requisition order
duly endorsed by the department head, and campus
director. If the equipment or supply is available in the
Supply Office, then the equipment or supply item is issued
to the requesting personnel after the necessary forms are
accomplished. If not then a purchase is required. The Supply
Officer verifies with the Accounting Office the availability of
funds and when available, a purchase request is then
prepared, and together with the requisition order is
submitted to the Vice President for Administration for
approval. The approved request is forwarded to the
Accounting Office for recording and forwarded to the Bids
and Awards Committee for the bidding process. After the
conduct of the bidding, the Supply Office prepares the
Purchase Order, submitted to the President for Approval and
sent to the supplier who won in the bidding. Here is a copy
of the detailed procedure. (Mrs. Apilado hands a copy of the
procedure).
Who prepared this Ma’am?

A. Apilado: This is from the COA (Commission onAudit).
9. How long does it normally take to process a request for

equipment/supplies/materials until delivery?
A. Apilado: Normally it would take 15 days.
10. What situations can cause the delay of a request?

A. Apilado: The availability of funds to be used in the purchase.
11. How long does it normally take to issue equipment from delivery?
E. Capela: It can take15 days or even less.
12. What situations can cause the delay of the issuance?

E. Capela: The delivery and inspection of the equipment.

116
13. What is the normal process of requesting for repair of equipment?

A. Apilado: The process in included in the copy I gave you.
A Work Order Request must be submitted to the Supply
Office duly endorsed by the Department Head and Campus
Director. When possible the equipment/machine is brought
to the Supply Office, otherwise, the Supply Officer or staff
will conduct a pre-inspection of the equipment/machine. The
Supply Office will check if the item is still under warranty
period, and if so, it is sent to the supplier/vendor. If the item
is no longer covered by warranty, the supply office will
contact a qualified repair service provider to fix the item.
When fixed, details of the completed work is recorded in the
Work Order Logbook and the item is returned to the
requesting employee/office.
14. How long does it normally take to process a request for

repair/service of equipment until completion?
A. Apilado: 10 days or less
15. What situations can cause the delay of a request?

A. Apilado: If there are no funds available for the repair, and if there is
no available service provider to repair the equipment.
16. What is the normal process of requesting for disposal of

equipment?
A. Apilado: A request for disposal of equipment/asset is submitted to
the Supply Officer. A pre-inspection is conducted by the
Supply Officer or staff. The request is submitted to the
President thru the Vice President for Administration. When
approved, the request is submitted to the Commission on
Audit for action. The item is recorded in the Inventory of
Unserviceable Equipment. The item record is removed from
the Inventory of Equipment and the employee is cleared of
accountability to the said equipment.
17. How long does it normally take to process a request for disposal of
unserviceable equipment?
A. Apilado: It may take 15 days depending on the action of the COA
and the President.
18. Do you have a back-up of the inventory and other records?

A. Apilado: Yes

117
19. How do you manage the back-up of your records?

L. Duro: We store the back-up records in a disk and in USB drive. We
also have hardcopy of the records.
20. Are there records that need to be secured?

A. Apilado: Yes
21. What security features are in place to secure the pertinent

records?
A. Apilado: The records are kept in filing cabinets with locks.
22. How would you describe the current operation of managing the
assets of the College?
A. Apilado: The operation is efficient and manageable. However, it is
time consuming because there are so many signatories.
23. What problems do you encounter in your operations?

A. Apilado: The practice of some employees of purchasing items
outside of the supply office. The item is brought to the
Supply Office for inspection and the supporting documents
have to be prepared. The current operation in the Supply
Office is perceived to be slow, difficult and time consuming
because it consists of too much paper work, and there are
many signatories required in a transaction.
24. What recommendations would you offer to further improve the

management of assets in the College?
A. Apilado: When it comes to purchases, employees should follow the
standard/correct process so that there would be no
problems regarding the forms required.
25. Are you in favor of using a computer-based system to manage the

assets of the College?
A. Apilado: Yes, we can try one.
26. What features, if any, would you like to be present in a computer-

based asset management system for the College?
A. Apilado: User-friendly, easy to use, fast, secure, it has back-up
feature, it can track equipment assigned to employees and
by campus, it can show equipments that are unserviceable
and those under repair, and it could print reports.

118
Appendix C
SAMPLE FORMS
Sample of Acknowledgement Receipt for Equipment (ARE) Form

119
Sample of Requisition Issue Slip (RIS) Form

120
Sample of Purchase Request (PR) Form

121
Sample of Purchase Order (PO) Form

122
Sample of Inspection and Acceptance Report (IAR) Form

123
Sample of Work Order Request (WOR) Form

124
Sample of Stock Card
Sample of Equipment Ledger Card

125
Sample of Inventory of Equipment Form

126
Appendix D
DATABASE SCHEMA
Database Schema for as_assets Table

Field Type Description
asset_id int(11) Identifier
asset_code int(20) Bar code
Mode of acquisition (purchase,
asset_acquisition_mode varchar(8)
donation)
Source of fund (MOOE, Income,
asset_fund_source varchar(15)
Trust Fund, External)
Type of asset/equipment (IT,
asset_type int(11) Furniture/Fixture, Office Equip,
etc.)
Subtype of asset/ equipment
asset_subtype int(11) (desktop computer, office chair,
microscope, etc.)
asset_assigned_to int(11) Person assigned to
asset_brand int(11) Brand of equipment
asset_supplier int(11) Supplier of equipment
asset_serialno varchar(30) Serial number of equipment
asset_invoiceno varchar(30) Invoice/receipt no.
asset_po_no varchar(30) Purchase order no.
asset_biddingno varchar(30) Bidding record no.
asset_propertyno varchar(30) Property number
asset_bid_date int(11) Date of opening of bids
asset_delivery_date int(11) Date delivered
asset_received_by varchar(50) Person who received delivery
asset_inspected_by varchar(50) Person who inspected delivery
asset_orig_value bigint(11) Original price
asset_lifespan int(11) Number of years
asset_location int(11) Campus location
asset_dept int(11) Department in a campus

127

Status of asset (in use, not in
asset_status varchar(50)
use, under repair, disposed)
asset_date_acquired int(11) Date acquired (purchased)
asset_notes text Remarks/comments
Database Schema for as_suppliers Table

supplier_id int(11) Identifier
supplier_name varchar(100) Name of supplier
supplier_notes text Other remarks/comments
Database Schema for as_supplies Table

supply_id int(11) Identifier
supply_type int(11) Type of supply
supply_subtype int(11) Subtype of supply
description varchar(50) Description of supply
in_stock int(15) Quantity in stock
unit_name varchar(20) Unit for quantity
unit_cost int(15) Unit cost
reorder_point int(15) Reorder point
Database Schema for as_assigns Table

assign_id int(11) Identifier
assign_name varchar(100) Name of employee
position varchar(100) Position of employee

128
Database Schema for as_supply_issue Table

id int(11) Identifier
supply_id int(11) Foreign key to as_supplies
asset_id int(11) Foreign key to as_assets
date_issued int(15) Date issued/assigned
issued_to varchar(100) Person issued/assigned to
quantity int(15) Quantity
Database Schema for as_asset_record Table

record_id int(11) Identifier
record_asset_id int(11) Foreign key to as_assets
record_asset_assign int(11) Foreign key to as_assigns
Status of asset (in use, not in
record_asset_status varchar(50)
use, under repair, disposed)
record_notes text Remarks/comments
record_date int(11) Date recorded
Database Schema for as_asset_disposal Table

asset_id int(11) Foreign key
date_disposed int(15) Date of disposal
Mode of disposal (destroyed,
disposal_mode varchar(100)
sold, donated)
requested_by varchar(50) Person who requested
scrap_value int(15) Cost if sold
remarks text Other remarks/comments

129
Database Schema for as_locations Table

location_id int(11) Identifier

location_code char(20) Location code
location_name char(100) Location (campus) name
Database Schema for as_asset_repair Table

asset_id int(11) Foreign key to as_assets
description varchar(100) Description of request
date_requested int(15) Date requested
date_completed int(15) Date repair is completed
parts_cost int(15) Cost of parts used in repair
labor_cost int(15) Labor cost
requested_by varchar(50) Person who requested
Person who inspected the
inspected_by varchar(50)
repair
remarks text Other remarks/comments
Database Schema for as_departments Table

dept_id int(11) Identifier
dept_code char(20) Department code
dept_name char(100) Nepartment name
location_id int(11) Foreign key to as_location

130
Database Schema for as_supply_delivery Table

supply_id int(11) Foreign key to as_supplies
date_delivered int(15) Date delivered
supplier_id int(15) Foreign key to as_suppliers
quantity int(15) Quantity delivered
unit_price int(15) Unit price
Person who inspected
inspected_by varchar(100)
delivery
Person who received
received_by varchar(100)
delivery

131
BIBLIOGRAPHY
Books
Anthony, Robert N. and Govindarajan,Vijay. 2004. Management Control

Systems. McGraw-Hill/Irwin. New York
Bronack, Thomas. 2001. Inventory Management System.
Cooling, Jim. 2003. Software Engineering for Real Time Systems.

Addison Wesley. London
Harrington, Jan L. 2009. Relational Database Design and

Implementation. Morgan Kauffman Publishers. Massachusets USA
George M. Marakas. 2006. System Analysis and Design: An active

approach 2nd edition. McGraw-Hill/Irwin. New York.
Green, Darryl and DiCaterino, Ann. 1998. ―A Survey of System

Development Process Models‖ Center for Technology in
Government.
Kendall, Kenneth E. and Kendall, Julie E.. 2005. Systems Analysis and
Design 6th edition. Pearson Education Pte. Ltd. Singapore
Pressman, Roger S. 2005. Software Engineering A Practitioner’s

Approach 6th Edition. McGraw Hill. Boston.
Sommerville, Ian. 2004. Software Engineering (7th ed.). Addison-Wesley.
Wiegers, Karl E. 2003. Software Requirements 2: Practical techniques for

gathering and managing requirements throughout the product
development cycle (2nd ed.). Redmond: Microsoft Press.
Wysocki, Robert K. 2006. Effective Software Project Management. Wiley

Publishing, Inc. Indiana, USA.

132
Management. Real Asset Management International – Client Case

Studies. 2008.
Internet
Ambuj Shekhar. August 08, 2008. Talk: Asset Management.

Retrieved August 14, 2009, from
http://en.wikipedia.org/wiki/Talk:Asset_management_
(disambiguation)
Asset Management Primer of the US DOT Office of Asset Management.

1999.
Retrieved August 14, 2009 from
http://www.fhwa.dot.gov/infrastructure/asstmgmt/amprimer.pdf
Blanchard, B. S., and Fabrycky, W. J. 2006. Systems Engineering and

Analysis (4th ed.) New Jersey: Prentice Hall.
http://en.wikipedia.org/wiki/Systems_Development_Life_Cycle
Burback, Ron. 2005. Software Engineering Methodology: The

WaterSluice.
http://infolab.stanford.edu/~burback/water_sluice/sluice6.25.97
/ws/node51.html#SECTION00071100000000000000
Danylo, Norman and Andrew Lemer. 1998. Asset Management for the
Public Works Manager: Challenges and Strategies, American Public
Works Association Task Force on Asset Management.
http://www.apwa.net/ResourceCenter/index.asp?Section=asset&
SectionName=Asset+Management#328
Fixed Asset Management. 2009.

http://en.wikipedia.org/wiki/Asset_management_(physical)

133
Gargi Nath. July 07, 2009. Asset Management For Business in the
Digital World
http://goarticles.com/article/Asset-Management-for-Business-in-
the-Digital-World/1745178/
Government Information Systems Plan (Executive Order No. 265). 2000.

Retrieved from Retrieved August 14, 2009, from
http://www.neda.gov.ph/ads/gisp/default.htm
Holub, Patricia A. October 15, 2006. Asset Management Systems.

http://www.techlearning.com/product-guide/0071/asset-
management-systems/45234
Kodit Database Limited, Sandlow Green Farm, Holmes Chapel, Cheshire,

CW4 8AS. (n.d.)
Retrieved November 14, 2009, from
http://www.kodit.com/business_asset_lifecycle_management.asp
Real Asset Management International. (n.d.) Major New York School

District Chooses Real Asset Management International’s Asset4000
and Track4000 Modules to Maintain its Fixed Asset Register in
Compliance with GASB 34. Real Asset Management International –
Client Case Studies. 2008.
http://www.realassetmgt.com/press/case_studies/roslyn_school_
district.htm
Real Asset Management International. (n.d.) RAM takes honours at

Hartpury College.
http://www.realassetmgt.co.uk/pdfs/Education/Hartpury%
20College.pdf

134
Real Asset Management International. (n.d.) Kingston University

implements a university wide inventory and asset management
system with Series4000 from Real Asset Management (n.d.)
http://www.realassetmgt.co.uk/press/case_studies/Education/ki
ngston_university.php
Real Asset Management International. (n.d.) Real Asset Management

International (RAMI) scores big with Putnam City Schools.
http://www.realassetmgt.com/press/case_studies/putnam_city_s
chools.htm
Sullivan, Arthur; Steven M. Sheffrin (2003). Economics: Principles in

action. Upper Saddle River, New Jersey 07458: Pearson Prentice
Hall. pp. 272. ISBN 0-13-063085-3.
http://en.wikipedia.org/wiki/Asset
Waterfall Model. (2009).

http://en.wikipedia.org/wiki/Waterfall_model
Journals
Burke, William. 2003. Case Study – Inventory Management. Health and

Inventory Information for Quality. Society of Interventional
Radiology. Boston.
Carr, Amelia S. and Larry R. Smeltzer. 2002. The Relationship Between

Information Technology Use and Buyer-Supplier Relationships.
IEEE Transactions on Engineering Management. Vol. 49 No. 3.
August 2002. IEEE Engineering Management Society. USA.
Choi, Thomas Y. Supply Chain Management as an Emerging Focus of

Technology Management. IEEE Transactions on Engineering
Management. Vol. 49 No. 3. August 2002. IEEE Engineering
Management Society. USA)

135
Ellran, Lisa M. and Zsi, George A. Factors that Drive Purchasing and
Supply Management’s Use of Information Technology. IEEE
Transactions on Engineering Management. Vol. 49 No. 3. August
2002. IEEE Engineering Management Society. USA)
Khan, Aubhik. 2003. The Role of Inventories in the Business Cycle. IEEE
Engineering Management Review. Vol. 31 No. 4. 4th Quarter 2003)
Ravichandran, K. and Debjyoti, Paul. n.d. Case Study: Best Practices in

Inventory Management. Sify Ltd. India.
Unpublished Materials
Dela Curz, Josephine S. 2005. Supply Management Information System

(SMIS) of the University of Cordillera. Project Study in Masters in
Computer Science. University of the Cordillera. Baguio City
ISPSC College Manual. 2000. Ilocos Sur Polytechnic State College. Ilocos
Sur. Philippines
Querubin, Rafael B. 2007. 7-point Development Agenda. Office

Memorandum. Ilocos Sur Polytechnic State College. Ilocos Sur.
Philippines

136
CURRICULUM VITAE
PAGATPATAN, Aurelio Jonathan Sanidad

Brgy. Nalvo, Santa Maria
Ilocos Sur 2705
+63905-252-42-52
skylinepjon@gmail.com
EDUCATIONAL BACKGROUND
MASTER IN INFORMATION TECHNOLOGY

Colegio de Dagupan
Dagupan City
A. Y. 2008-2012
POSTGRADUATE DIPLOMA IN INFORMATION SYSTEM

University of Melbourne
Victoria, Australia
January – December 2001
MASTER OF SCIENCE IN TEACHING

(Completed Academic Requirements)
University of Northern Philippines
Vigan City
A.Y. 1993-1996
BACHELOR OF SCIENCE IN PHYSICS – Cum Laude

University of Northern Philippines
Vigan City
A.Y. 1982-1986
HIGH SCHOOL
Mariano Marcos State University
Batac City, Ilocos Norte
S. Y. 1978-1982
ELEMENTARY
Santa Maria West Central School
S. Y. 1972-1978

137
PERSONAL INFORMATION
Date of Birth : October 15, 1965

Place of Birth : Vigan City, Ilocos Sur
Gender : Male
Civil Status : Married
Spouse’s Name : Madona Dasalla Pagatpatan
Children : Kimkate Marie D. Pagatpatan

: Krisha Marie D. Pagatpatan
: Kathrina Marie D. Pagatpatan
: Kristian AJ D. Pagatpatan
Father’s Name : Samson Grande Pagatpatan

Mother’s Name : Carlita Sanidad Pagatpatan (+)
AWARDS RECEIVED
Loyalty Award (25 years)

Ilocos Sur Polytechnic State College
2011

2006

2001
ELIGIBILITY
National TVET Trainors Level 1 (TQ 1) in Computer Hardware

Servicing NC II
December 2009
Technical Education and Skills Development Authority

138
National TVET Assessors Level 1 (AQ 1) in Computer Hardware

Servicing NC II
December 2009
Computer Hardware Servicing NC II

March 2009
International Computer Driving License

July 2007
Licensure Examination for Teachers (PBET)

General Rating: 85.10
Professional Regulation Commission
November, 1987
Civil Service Professional Examination

General Rating: 85.9
Civil Service Commission
July, 1986
WORK EXPERIENCE
Assistant Professor
June 2006 – present
Director, Management Information Services

June 2003 – April 2012
Instructor
February 1998 – June 2006

139
Instructor
Ilocos Sur Polytechnic College
January 1995 – January 1998
Secondary School Teacher

Ilocos Sur Agricultural College
August 1986 – December 1995
SEMINARS AND TRAININGS
Three-Day Workshop on Revisiting and Enhancing the SUCs

Strategic Plans
August 7-9, 2012
Commission on Higher Education and
Philippine Association of State Universities and Colleges
Management & Information Technology Training Course for

Middle Level Administrators of Selected SUCs
Nov 28-Dec 2, 2011
Commission on Higher Education
MMSU, Batac City
Training of AACCUP Accreditors

May 3-6, 2011
Accrediting Agency of Chartere Collegs and Universities of the
Philippines
Cavite State University, Indang, Cavite
Training-Workshop on Normative Funding and Financial

Management on the Utilization of Income for SUCs
Aug 18-20, 2010
Philippine Association of State Universities and Colleges
UNP Vigan City
ICT Literacy Conference for Teachers

(CILC TOT)
July 2-5, 2010
Commissin on Information and Communications Technology
Balanga, Bataan

140
Advanced Online Writing Techniques Training

June 15-20, 2010
Cagayan De Oro City
2010 iSchools Linux Camp

Apr. 19-30, 2010
MSU-IIT, Iligan City
1st Ilocos Region Conference on IT Education

Apr. 15, 2010
Philipine Society of Information Technology Educators - Region 1
DMMMSU-MLUC, San Fernando City, La Union
Orientation on the Institutionalization of the TechVoc Graduates

Tracking System in Region 1
Aug. 11, 2009
Technical Education and Skills Developme Autority - Region 1
Vigan City
MIT Project Approaches and Frameworks

July 24, 2009
Colegio de Dagupan with Don Mariano Marcos Memorial State
University
CdD-Arzadon Gym, Leisure Coast Resort, Dagupan City
Training of Trainors in Web Development

April 27-30, 2009
Cavite State University, Indang, Cavite
Training of Trainors in Computer and Internet Literacy Course

Feb. 16-19, 2009
Benguet State University, La Trinidad, Benguet
Advance Online Writing Techniques Training Workshop

May 19-23, 2008
Aklan State University, Banga, Aklan

141
Seminar Workshop on Basic Records and Archives Mgt

Dec. 15-16, 2008
Training on Enhanced Human Resource Info System

Sept. 25-26, 2008
Ilocos Agricultural Resources Research & Development Consortium
MMSU, Batac City, Ilocos Norte
EXPERT SERVICES
Accreditor
AACCUP Accreditation Survey Visit
Sept 19-21, 2012
Cavite State University – Naic Campus`
Accreditor
AACCUP Accreditation Survey Visit
July 25-29, 2011
Batangas State University – Main Campus II
Resource Person
ICT Training for Sta. Maria East Central School Teachers
July 9, 2011
ISPSC
Resource Person
iSchools Project (2007f) Website Development Training
January 15-17, 23-24, 2010
Isabela State University, Cauayan, Isabela
Paper Presenter
Paper Title: Ilocanos Go Hi-Tech
3rd Nakem International Conference
May 28-30, 2008
St. Mary’s University, Bayombong, Nueva Vizcaya
Resource Person
iSchools Project (2006f) Website Development Training
April 21-25, 2008
ISPSC

142
Resource Person
iSchools Project (2009f) Computer and Internet Literacy Course
Nov 19-20, Dec 19-21 2010
Nueva Era National High School
Resource Person
Sept. 18-20, 25-26, 2009 Pangtod, Bucay, Abra
Oct. 4-6, 12-13, 2009 Solsona NHS Solsona, Ilocos Norte
Oct. 10-12, 23-24, 2009 Bangui NHSBangui, Ilocos Norte
Resource Person
April 1-5, 2008 Batac NHS, Batac City, IN,
April 7-11, 2008 DEFEMNHS, Agoo, LU
April 14-18, 2008 Narvacan NCHS, IS
Resource Person
Digital Literacy Training for Teachers (Partners in Learning)
August 26-27, 2006
Candon National High School, Candon City, Ilocos Sur
Resource Person
July 8-9, 15-16, 22-23, 2006
Ilocos Sur National High School, Candon City, Ilocos Sur
Resource Person
August 26-27, 2006
Candon National High School, Candon City, Ilocos Sur
Resource Person
July 8-9, 15-16, 22-23, 2006
Ilocos Sur National High School, Candon City, Ilocos Sur

143
MEMBERSHIP IN ORGANIZATIONS
Philippine Society of Information Technology Educators Region 1
Philippine Association of Vocational Educators
Ilocos Sur Teachers Association
Candon City Lions Club
Knights of Columbus
COMMUNITY INVOLVEMENT
Lay Minister
Our Lady of Assumption Parish
Parents-Teachers Association
Santa Maria East Central School
SPECIAL SKILLS
Systems Analysis and Design

Website Development
Java Programming
PHP Programming

Asset MG T System 4 Is PSC Final

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Asset MG T System 4 Is PSC Final

Загружено:

Авторское право:

Доступные форматы

ASSET MANAGEMENT SYSTEM OF THE ILOCOS

SUR POLYTECHNIC STATE COLLEGE

Aurelio Jonathan Sanidad Pagatpatan

Institute of Graduate Studies

MASTER IN INFORMATION TECHNOLOGY

Accepted and approved in partial fulfillment of the requirements for the

CARMELO F. FEBREO, MIT

JANICE DELA VEGA, MIT MA. GRACE Q. CARPIZO, MIT

REYNALD JAY F. HIDALGO, MSCS, Ph.D.

This is to certify that Aurelio Jonathan S. Pagatpatan has completed all

REYNALD JAY F. HIDALGO, MSCS

ARISTOTLE A. ANCHETA, Ph. D.

Asset Management System for ISPSC

Aurelio Jonathan S. Pagatpatan, ―Asset Management System for

Adviser: Carmelo F. Febreo, MIT

The purpose of this study was to develop an Asset Management

System of the Ilocos Sur Polytechnic State College.

This study employed the descriptive research design which was

reinforced by the iterative software development approach, in particular,

the Evolutionary Development Waterfall Model. Requirements gathering

included the conduct of interviews to the respondents which include the

3 personnel of the Supply Office of ISPSC and the Campus

Administrators of Sta. Maria and Narvacan campuses. Observation was

and updating, record keeping, storage and retrieval.

operations related to asset management: 1) receipt, inspection,

acceptance of deliveries, 2) recording of inventory items, 3) issuing of

equipment , supplies and materials, 4) request for repair of equipment,

and 5) disposal (condemnation) of non-functional and unserviceable

Asset Management System for ISPSC

equipment. The problems encountered in the current asset management

incomplete records and delayed issuing of equipment and supplies. The

history of equipment cannot be easily traced. Equipment inventory

records of campuses are also incomplete. The system functionality

accurate recording and updating of asset records.

The developed Asset Management System of the Ilocos Sur

Polytechnic State College enables an easy to use, secure, accessible and

complete recording and updating of assets in a single location for the

different asset management procedures such as delivery and inspection,

issuing, repair of equipment, and disposal of equipment. With the use of

the developed system, effective and efficient management of equipment

inventory records is made possible.

Asset Management System for ISPSC

resources have contributed to the enhancement and successful

completion of this work, namely:

comments and suggestions, for their meaningful effort in checking this

his full support, comments and suggestions;

Mr. Reynald Jay F. Hidalgo, the MIT Program Coordinator and

mentor, for his persistent encouragements, kindness and unsurpassed

Vega, Mr. Kris C. Calpotura, Mr. Bonbryan D. Velasco, Mr. Arnaldy

Fortin and all Master in Information Technology faculty members of the

teachings, coaching, encouragements and support;

Asset Management System for ISPSC

Dr. Aristotle A. Ancheta, the very benevolent Vice-President for

Academic Affairs and the Graduate School Dean of Colegio de Dagupan;

Mrs. Aurora Apilado, the very accommodating Supply Officer of

Office for providing the needed data and information;

Dr. Rafael B. Querubin, the ever-supportive President of ISPSC,

Carmelo F. Beria, College Dean of Santa Maria Campus;

Colleagues from the College of Information Technology of ISPSC

Santa Maria Campus for the inspiration and encouragement;

The Commission on Higher Education (CHED), for the scholarship,

through their Higher Education Development Program-Faculty

The MIT pioneer batch of Colegio de Dagupan: Cristian Rey Seco,