Ss Management Information System Use Transaction Data example essay topic

CHAPTER 1 1. What is the difference between an information system and information technology? SS Information Systems is an arrangement of people, data, process and information technology that interact to collect, process, store and provide as output the information needed to support an organization. SS Information Technology describes the combination of computer technology with telecommunications technology 2. Identify the 7 classes of information SS Transaction processing system - process business transactions such as orders, payments, etc. SS Management information system - Use transaction data produce information needed by managers to run the business SS Decision support system - help various decision makers identify and choose between options and decisions SS Executive information system - systems tailored to the unique information needs if executives who plan for the business and assess performance against the plans SS Expert information system - capture and reproduce the knowledge if an expert problem solver or decision maker and then stimulate the "thinking" of the expert SS Communication and Collaboration system - enhance communication and collaboration between people, both internal and external to the organization SS Office Automation system - help employees create and share documents that support day-to-day office activities.

3. What are the 4 perspectives from which an information system can be viewed? SS The players in the information system SS The business drivers influencing the information system SS The technology drivers used by the information systems SS The process used to develop the information system 4. Who are the stakeholders of an information system?

SS A stakeholder is a person who helps build the information system SS System Analyst / Project Manager SS System Builders SS System Designers SS System Users SS System Owners 5. Briefly describe the role of each stakeholder in systems development SS Systems Analyst - acts as a facilitator bridging the communications gap between non-technical system owners and users and the technical system designers and builders SS System Builders - construct, deploy and maintain the information (focus on hardware and software) SS System Designers translate the business requirements into a feasible technical solution. (focus on design) SS System Users - define the business requirements and expectations for the system SS System Owners - pay for the system to be built and operated and set the vision and priorities for the system (focus on cost and benefits) 6. Identify two classes of system users and give examples of each SS Internal System Users - employees of the business for which most information systems are built (Clerical & Service workers, Technical and Professional Staff) SS External System Users - people who directly work with the system (Customers, Suppliers and Partners) 7. Give several examples of system designers who may be involved in systems development SS Database Administrators SS Network Architects SS Web Architects SS Graphic Artists SS Security experts SS Technology Specialist 8. Give several examples of system builders who may be involved in systems development SS Systems Programmers SS Applications Programmers SS Database Programmers SS Network Administrators SS Security Administrators SS Webmasters SS Software integrators 9. Differential between systems analysts, programmer / analysts and business analysts.

SS Systems Analysts - facilitate the development of information systems with interaction with other stakeholders SS Programmer Analysts - has responsibility of the both computer programming and systems analysts SS Business Analysts - focuses only on the non-technical aspects of systems analysis and design 10. What is the systems analyst role in systems development as it relates to other stakeholders SS Systems analysts facilitate the development of information services and computer applications. They coordinate the efforts of the owners, users, designers and builders. Frequently they may play one of those roles as well. Systems analysis perform system analysis and design 11.

What is an external service provider (ESP)? SS ESP - external worker (contractor) SS Examples - technology engineer, sales engineer, systems consultant, contract programmers and system integrators 12. What is the role of a project manager on a system development project? SS The project manager is an experienced professional who accepts responsibility for planning monitoring and controlling projects with respect to schedule, budget, deliverables, customer satisfaction, technical standards, and system quality. 13.

What is enterprise application? Give examples SS Enterprise Application Integration - the process and technologies used to link applications to support the flow of data and information between those applications. SS BEA Systems SS IBM (MQSeries) SS Mercator Software SS TIBCO Software 14. What is a system development process? SS A set of activities, methods, best practices, deliverables and automated tools that stakeholders use to develop and maintain information systems and software 15. Briefly explain the difference between sequential and iterative development.

SS Sequential development required that each development process (phase) be completed one right after another SS An iterative development approach is iterative or incremental development. Once the version of the system is implemented, the strategy is to then perform some additional analysis, design and implementation in order to release the next version. Chapter 3 1. What is a systems development process? SS A set of activities, methods, best practices, deliverables, and automated tools that stakeholders use to develop and continuously improve information systems and software. 2.

What is the Capability Maturity Model (CMM)? SS A standardized framework for assessing the maturity level of an organization's information systems development and management processes and products. It consists of 5 levels of maturity. 3. Describe the 5 levels of CMM.

Which level is dependent on the establishment of a systems development process? o Level 1 - Initial: System development projects follow no consistent process o Level 2 - Repeatable: Project management process and practices are established to track project costs, schedules, and functionality o Level 3 - Defined: A standard system development process (methodology) is purchased or developed. o Level 4 - Managed: Measurable goals for quality and productivity are established o Level 5 - Optimizing: Standardized system development process continuously monitored and improved based on measures and data analysis established on level 4 o? Level 5 is dependent on the establishment of a systems development process. 4. What is the difference between the system life cycle and a systems development methodology? SS A systems life cycle divides the life of an information system into two stages, systems development and systems operation and maintenance. SS A systems development methodology is a process for the systems development stage.

It defines a set of activities, methods, best practices, deliverables and automated tools that systems developers and maintain information systems and software. 5. What are the 10 fundamental principles of systems development? SS Principle 1: Get the users involved SS Principle 2: Use a problem solving approach SS Principle 3: Establish phases and activities SS Principle 4: Document throughout development SS Principle 5: Establish Standards SS Principle 6: Manage the process and projects SS Principle 7: Justify Information Systems as Capital Investments SS Principle 8: Don't be afraid to cancel or revise scope SS Principle 9: Divide and Conquer SS Principle 10: Design the system for growth and change 6. Differentiate among problems, opportunities, and directives as triggers if the system development process SS Problems are undesirable situations that prevent the organization from fully achieving its purpose, goals, and / or objectives SS Opportunities are chances to improve the organization event in the absence of specific problems SS Directives are new requirements that are imposed by management, government or some external influence.

7. Name the six problems of the PIECES framework SS Process SS Information SS Economics SS Control SS Efficiency SS Service 8. Differentiate between the development stage and operation and support stage of the life cycle. SS The development stage is the actual development of the project SS The operation and support stage happens when the system is actual being used. 9. List and briefly describe the eight basic phases that are common to most modern system development methodologies SS Scope definition Phase - figure out if a problem exists in the current system and if so how many resources will it take to fix the problem SS Problem Analysis Phase - study the existing system and analyze the findings to provide the project team with a more thorough understanding of the problems that triggered the project SS Requirements Analysis Phase - defines and prioritizes the business requirements SS Logic Design Phase - translate the business requirements into system models.

Non-technical SS Decision Analysis Phase - Decide how the system will be built. Steps followed (1) Identify candidate solution (2) Analyze those candidate solutions for feasibility (3) recommend a candidate system as the target solution to be designed SS Physical Design and Integration Phase - transform the business requirements into physical design specifications that will guide the system construction SS Construction and Testing Phase - (1) build and test a system that fulfills business requirements and system design specifications (2) Implement the interfaces between the new system and existing systems. SS Installation and Delivery Phase - system builders install the system and train system users SS System Operation and Maintenance Phase - Consists of assisting users, fixing bugs, recovering the system, and adapting the system to new requirements 10. Describe each phase of the FAST life cycle in terms of purpose, inputs and outputs SS See figure 3-9 11.

What is a constraint? SS Any factor, limitation, or resistant that may limit a solution or problem solving process 12. Explain the relevance of scope definition in controlling scope creep. SS By documenting a initial scope you establish a baseline for controlling scope creep. 13. What is a statement of work?

SS A contract with management and the user community to develop and enhance an information system; defines vision, scope, constraints, high level user requirements, schedule and budget. 14. Differentiate between logical and physical design. SS Physical design is the translation of business user requirements into a system model that depicts technical implementation of the users' business requirements. SS Logical Design is the translation of business user requirements into a system model that depicts only the business requirements and not any possible technical design or implementation of those requirements. 15.

Describe 5 types of feasibility SS Technical feasibility - Is the solution technically practical? Does our staff have the technical expertise to design and build this solution SS Operational feasibility - Will this solution fulfill the users' requirements? To what degree? How will the solution change the users work environment? How do users feel about such solution? SS Economic feasibility - Is the solution cost-effective SS Schedule feasibility - Can the solution be designed and implemented within acceptable time?

SS Risk feasibility - What is the probability of a successful implementation using the technology and approach? 16. What is a cross life-cycle activity? Name four cross life-cycle activities.

SS Cross life-cycle activity - any activity that overlaps many or all phases of the systems development process. SS Fact-finding SS Documentation and presentation SS Feasibility analysis SS Process and project management 17. What is a repository? SS A system developers' database where developers can store system models, detailed descriptions and specifications, and other products of system development.

18. List three model-driven development techniques SS Process Modeling - a process centered technique popularized by the structured analysis and design methodology that used models of business process requirements to derive effective software designs for a system. SS Data Modeling - a data centered technique used to model business data requirements and design database systems that fulfill those requirements. SS Object Modeling - a technique that attempts to merge the data and process concerns into a singular constructs called objects. Object models are diagrams that document a system in terms of its objects and their interactions.

19. What is the rapid application development strategy? SS A system development strategy that emphasizes speed of development through extensive user involvement in the rapid, iterative, and incremental construction of series of functioning prototypes of a system that eventually evolves into the final system. 20. What is timeboxing? Why is it popular?

SS Timeboxing is the imposition of a non-extendable period of time, usually 60 to 90 days, by which the first (or next) version of a system must be delivered into operation. SS Advocates of timeboxing argue that management and user enthusiasm for a project can be enhanced and sustained because a working version of the system is implemented on a regular basis. 21. What is the commercial application package implementation strategy? Why is such a strategy necessary? SS A software application that can be purchased and customized to meet the business requirements of a large number of organizations or a specific industry SS?

To save time and money 22. What is a request for proposals? SS A formal document that communicates business, technical, and support requirements for an application software package to vendors that may wish to complete for the sale of that application package and service 23. List three classes of automated tools for systems development.

SS Computer aided systems engineering SS Application development environments SS Process and project managers 24. Differentiate between computer-aided systems engineering and application development environments as automated tools for systems development. SS CASE - the use of automated software tools that support the drawing and analysis of system models and associated specifications SS ADE - an integrated software development tool that provides all the facilities necessary to develop new application software with maximum speed and quality. CHAPTER 4 CONCEPTS Changing management: a formal strategy wherein a process is established to facilitate changes that occur during a project. Critical path: the sequence of dependent tasks that determines the earliest completion date for a project. Expectations management matrix: a tool used to understand the dynamics and impact of changing the parameters of a project.

Expected duration (ED): the estimated amount of time required to complete a task. Feature creep: the uncontrolled addition of technical features to a system. Forward scheduling: a project scheduling approach that establishes a project start date and then schedules forward from that date. Grant chart: a bar char used to depict project task against a calendar. Joint project planning (JRP): a strategy in which all stakeholders attend an intensive workshop aimed at reaching consensus on project decisions. Milestone: an event signifying the completion of a major project deliverable.

Most likely duration (D): an estimated amount of time required to complete a task, based on a weighted average of optimistic, pessimistic and expected durations. D = (1 OD) + (4 ED) + (1 PD) / 6 Optimistic duration (OD): the estimated minimum amount of time needed to complete a task. PERT chart: a graphical network model used to depict the interdependencies between a project's tasks. Pessimistic duration (PD): the estimated maximum amount of time needed to complete a task. Process management: the activity of documenting managing and continually improving the process of systems development.

Project a sequence of activities that must be completed on time, within a budget, and according to specifications. PROJECT MANAGEMENT: the process of scooping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Resource leveling: a strategy for correcting resource over allocation. Reverse scheduling: a project scheduling strategy that establishes a project deadline and then schedules backward from that date. Scope creep: the unexpected and gradual growth of requirements during an information system project. Scope: the boundaries of a project - the areas of business that a project may or may not address.

Slack time: the amount of delay that can be tolerated between the starting time and the completion time of a task without causing a delay in the completion date of a project. Statement of work: a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview and document understanding. Work breakdown structure (WBS): a graphical tool used to depict the hierarchical decomposition of a project into phases, activities and tasks.

REVIEW QUESTIONS 1. PROJECT MANAGEMENT: the process of scooping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. a. PROJECT CHARACTERISTICS: i. It is [temporary] sequence of ii. Unique. Complex iv. and connected act ivies vs. with one goal to purpose that vi. must be completed at a specific time vii. within budget vs. and according to specifications.

2. CRITERIA FOR PROJECT SUCCESS: a. The resulting information systems is acceptable to the customer. b. The system is delivered "on time" c. The system us delivered "within budget" d. The system development process had a minimal impact on ongoing business operations.

3. PROJECT MISMANAGEMENT PROBLEMS AND THEIR CONSEQUENCES: a. Failure to establish upper-management commitment to the project: sometimes commitment changes during project. b. Lack of organization's commitment to the system development methodology: many system development methodologies do little more than collect dust. c.

Taking shortcuts through or around the system development methodology: project teams often take shortcuts for one of more reasons: project gets behind schedule and team wants to catch up, project over budget (make up cost skipping steps), team is not trained or skilled in some parts of the methodology. d. Poor expectations management: all users and managers have expectations of the project. Over time they may change leading to scope creep or feature creep. e. Poor estimating techniques: many systems analysis estimate by making a best-calculated estimate then doubling that number. Not a scientific approach. f.

Premature commitment to a fixed schedule and budget. g. Over optimism h. The mythical man-month (assigning more people to the team to catch up) i. Inadequate people management skills j. Failure to adapt a business change k. Insufficient resources l.

Failure to "manage to the plan" (manager gets distracted form the original plan) 4. a. Scope creep: the unexpected and gradual growth of requirements during an information system project. b. Feature creep: the uncontrolled addition of technical features to a system. c. They affect the project because all users and managers have expectations of the project and those expectations change over time changes that due to poor expectations management skills create an unwanted situation. 5. PROJECT MANAGER / FUNCTIONS a.

Scooping: defining the boundaries of the project (expectations as well as constraints) in order to plan activities, estimate costs and manage expectations. b. Planning: identify the tasks required to complete the project. (manager understanding of the project scope and methodology used to achieve the goal) c. Estimating: estimating each task required to complete the project. (time, how many people, skills needed, tasks priorities, costs, overlapping times. d. Scheduling: scheduling the project planed activities. (understanding tasks, tasks duration, requirements and prerequisites) e. Organizing: make sure that the members of the project team understand their own individual roles and responsibilities as well as their reporting relationships to the project manager. f. Directing: direct the team's activities once the project has begun. (manager must demonstrate people management skills to coordinate, motivate, advise, apprise, and reward team members) g.

Controlling: the most difficult and important function. Manager must monitor and report progress against goals, schedules and costs and make appropriate adjustments if necessary. h. Closing: assessing successes and failures at the conclusion of the project. Learn from mistakes and plan for improvements of system development process. 6. GRANT vs. PERT CHART: Not mutually exclusive PERT CHART GRANT CHART Developed in 1950 to plan and control large weapons development project for the us navy.

Developed in 1917 by Henry l grant. Most commonly used to project scheduling and progress evaluation Graphical network model that depicts a project's tasks and the relationship's between those tasks Simple horizontal bar char that depicts project tasks against a calendar. It makes clear the interdependence between project tasks before those tasks are scheduled. It clearly shows overlapping tasks. Boxes represent project tasks and show different attributes. Arrows indicate dependency between tasks Each bar represents a named project tasks Tasks are listed vertically in the left hand column Horizontal line is a calendar time line Most effective when studying the relationship between charts Most effective when seeking to communicate schedule 7.

JOINT PROJECT PLANNING: A strategy wherein all stakeholders in a project (system users, owners, analysts, designers and builders) participate in a one-to three-day project management workshop. The result is consensus in project scope, schedule, resources, and budget. The project team is actively involved in all inputs and deliverables of all project management activities. 8. WORK BREAKDOWN STRUCTURE: a. Is a hierarchical decomposition of the project into phases, activities and tasks. b.

It is important to the project planning because it help project managers break down (decompose) the tasks into activities that represent a manageable amount of work that can be planed, schedule and assigned. 9. TASK vs. MILESTONE TASK MILESTONE Each unit of activities required to complete a project. Are special tasks that represent the accomplishment or completion of a major deliverable during a project. A milestone does not have duration because they are a final step in a deliverable of a project. They are not activities but events.

10. RESOURCES THAT CAN BE ASSIGNED TOA PROJECT: a. People: includes all system users, owners, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way. b. Services: services such as quality review that nay be charged on a per use basis. c. Facilities and equipment: includes all rooms and technology that will be needed to complete the project d.

Supplies and materials: includes everything from pencils, paper and notebooks to toner and so on e. Money: includes a translation of all of the above into budgeted dollars 11. FORWARD vs. REVERSE SCHEDULING Forward scheduling: a project scheduling approach that establishes a project start date and then schedules forward from that date. Reverse scheduling: a project scheduling strategy that establishes a project deadline and then schedules backward from that date Might be more appropriate for projects where start dates are crucial Might be more appropriate for projects where deadlines for a project are crucial. 12. CRITICAL PATH vs. SLACK TIME a.

Critical path: the sequence of dependent tasks that determines the earliest completion date for a project. b. Slack time: the amount of delay that can be tolerated between the starting time and the completion time of a task without causing a delay in the completion date of a project. c. Critical path tasks have no slack time available (any delay in completion of a critical path tasks will cause an overall delay in the completion of the entire project. 13. EXPECTATIONS MANAGEMENT a. Expectations management: the expectation that every project goals and constraints parameters (costs, schedule, scope and quality) could be optimized, however reality shows that they can not be all optimized that a balance must be achieved a balance that is both feasible and acceptable to management. b.

This helps managers understand the dynamics and impact of changing project parameters c. In a matrix, the rows correspond to the measures of success in any project (cost, schedule and scope or quality). The columns correspond to priorities (1-maximize, 2-constrain, 3-accept) CHAPTER 5 CONCEPTS Agile method: the integration of various approaches of systems analysis and deign for application as deemed appropriate to the problem being solve and the system being developed. Business process redesign (BPR): the application of systems analysis methods to the goal of dramatically changing and improving the fundamental business processes of an organization independent of information technology. Cause-and-effect analysis: a technique in which problems are studied to determine their causes and effects. Constraint: something that will limit your flexibility in defining a solution to your objectives.

Essentially constraints cannot be changed. Discovery prototype: a technique used to identify the users business requirements by having them react to a quick and dirty implementation of those requirements. Fact-finding: the process of collecting information about system problems opportunities solutions requirements and priorities also called information gathering. Functional requirement: a description of activities and services a system must provide Information engineering (IE): a model-driven and data-centered but process sensitive technique for planning analyzing and designing information's systems. Pictures illustrate and synchronize the systems data and process. Information systems analysts: those development phases in an information systems development project that primarily focus on the business problem and requirement, independent of any technology that can or will be used to implement a solution to that problem Joint requirements planning (JRP): the use of facilitated workshops to bring together all of the system owners, users, and analysts and some system designers and builders to jointly perform systems analysis.

It is part of JAD. Model: a representation of either reality or vision. Most models use pictures to represent the reality or vision. Model-driven analysis: a problem solving approach that emphasized the drawing of pictorial system model to document and validate existing and or proposed systems; the system model becomes the blueprint for designing and constructing and improved system. Nonfunctional requirements: a description of other features, characteristics and constraints that define a satisfactory system Object oriented analysis (OO): a model driven technique that integrates data and process concerns into constructs called objects. Pictures that illustrate these systems objects from various perspectives such as structure, behavior and interaction.

Object: the encapsulations of the data (properties) that describes a discrete person, object, place, event or thing with all the processes (methods) that are allowed to use or update the data and properties. Update is done by using the objects predefined processes. Objective: a measure of success. It is something that you expect to achieve if given sufficient resources. Prototype: a small scale incomplete but working sample of a desired system Rapid architecture analysis: an approach that attempts to derive system models form existing systems or discovery prototypes. Repository: a location (0 r set of locations) where system analysts, designers and builders keep all of the documentation associated with one of more systems or projects.

Requirements discovery: the process used by systems analysis or identifying or extracting system problems and solutions requirements from the user community Reverse engineering: the use of technology that read's the program code for an existing database, application program and or user interface and automatically generated the equivalent system model. Steering body: a committee of executive business and systems managers that studies and prioritizes competing project proposals to determine which projects will return the most value to the organization and this should be approved for continued systems development. Also called steering committee. Structured analysis: a model-driven process centered technique used to either analyze an existing system, define business requirements for a new system or both.

Pictures represent the model pieces: processes and their associated inputs, outposts and files. System analysis: a problem-solving technique that decomposes a system in its component pieces for the purpose of studying how well those component parts work and interact to accomplish their purpose System designers: a complementary problem-solving technique that reassembles a systems component pieces back into a complete system (hopefully improved system) this may involve adding, deleting and changing pieces relative to the original system. Timeboxing: a technique that delivers information systems functionality and requirements through versioning. Use case: a business scenario or event for which the system must provide a defined response. Use cases evolved out of object oriented analyst however their use has become common in many other methodologies for analysis and design REVIEW QUESTIONS 1. SYSTEM ANALYSIS vs. SYSTEM DESIGN SYSTEM ANALYSIS SYSTEM DESIGN A problem-solving technique that decomposes a system in its component pieces for the purpose of studying how well those component parts work and interact to accomplish their purpose A complementary problem-solving technique that reassembles a systems component pieces back into a complete system (hopefully improved system) this may involve adding, deleting and changing pieces relative to the original system.

It is the study of a system and its components. Prerequisite for a system design Specification of a new and improved system Early phases of a system development Emphasizes BUSINESS issues not technical or implementations issues It is about problem solving 2. CONCERNS ADDRESSED BY SYSTEMS ANAYLISS a. System analysis is driven by the business concerns of systems owners and systems users. b. It addresses the knowledge process and communications building blocks from systems owners and users perspectives. 3.

MODEL DRIVEN ANALYSIS vs. ACCELERATED ANALYSIS APPROACHES MODEL DRIVEN ANALYSIS ACCELERATED ANALYSIS APPROACHES Uses pictures to communicate business problems, requirements, and solutions Emphasizes the construction of prototypes to more rapid idly identify business and user requirements for a new system. System model becomes a blueprint for designing and constructing an improved system. Place much emphasis on the communication building blocks in the information system framework by constructing sample forms and reports Featured in the model-driven methodologies and routes. Common in the RAD methodologies which requires automated tools 4. STRUCTURED ANALYSIS vs. INFORMATION ENGINEERING STRUCTURED ANALYSIS INFORMATION ENGINEERING Focuses on the flow of data through business and software processes. Focuses on the structure of stored data in a system It is PROCES CENTERED, emphasis on the process building blocks in the informations system framework.

DATA CENTERED, it emphasizes the study and requirements analysis of knowledge (data) requirements before those of process and communications reqirementes. It is simple. Drawing of a series of process models called data flow chart diagrams that depict the existing and or proposed processes in a system analog with their inputs, output, files Data models called entity relationships diagrams which define an approach or integrating and synchronizing that data and process model. Models show flow of data between and through proceses and show places where data is stored Models show the system raw data Serve as blueprint for business proceses to be implemented and software to be constructed or purchased. 5. OBJECT ORIENTED ANALYSIS vs. MODERN STRUCTURED ANALYS AND INFORMATION ENGINEERING OBJECT ORIENTED ANALYSIS MODERN STRUCTURED ANALYS AND INFORMATION ENGINEERING Eliminates the artificial separation between knowledge (data) and proceses.

They are integrated into structures called objects. Deliberately separate the concerns for data and proceses although progress has been made to synchronize data and process models only partial success has been achieved. 6. DISCOVERY Prototyping: a. Uses rapid development technology to help users discover their business requirements. b.

Allows the analyst to more quickly prototype the users requirements (i.e. MS ACCESS) c. Final look and feel are not important IT IS NOT AN ALTERNATIVE TO MODEL-DRIVEN DEVELOPMENT because it is not possible to prototype without some amount of more formal design. 7. RAPID ARCHITECTURE ANALYSIS vs. MODEL DRIVEN ANALYSIS: a. RAA is an accelerated analysis approach that also builds system models. b. It is possible by reverse-engineering technology, which generates system models from existing software applications or system prototypes. c.

Resulting models can be edited and improved by systems analysts and users to provide a blueprint for a new and improved system. d. RAA is a blend of model-driven and accelerated analysis approaches. 8. REVERSE ENGINEERING: the use of technology that read's the program code for an existing database, application program and or user interface and automatically generated the equivalent system model. a. RI is another tool used by systems analyst to produce models for new and improved systems.

9. REQUIREMENT DISCOVERY: the process used by systems analysis of identifying or extracting system problems and solutions requirements from the user community. a. RD is not an alternative to model driven and accelerated analysis approaches because it is the process of actually identifying and managing (discovering) problems, opportunities and requirements for the new system. However it is not the complete approach for analysis. 10. BUSINESS PROCES REDESIGN: the application of systems analysis methods to the goal of dramatically changing and improving the fundamental business processes of an organization independent of information technology. a.

Some BPR focus on all business processes regardless of their automation b. Each business process is thoroughly studied and analyzed for bottlenecks, value returned, and opportunities for elimination or streamlining. c. Many bpr conclude by examining how information technology might best be applied to the improved business process. The role of systems analysis in BPR is that of studying existing business processes, identifying problems, bureaucracies, and inefficiencies that can be addressed in requirements for new and improved information systems and computer applications 11. SCOPE DEFINITION PHASE: "is this project worth looking at"? a.

Scope definition establishes the project plan in terms of scale, development strategy, schedule, resource requirements and budget. b. It is concerned primarily with the system owners' view of the existing systems and the problems and opportunities that triggered the interest. SCOPE can be defined easily within the context of the information system building blocks. A projects scope can be described in term of: . What type of data describes the system being studied?

What business process are included in the systems being studied. How must the system interface with users, locations and other systems? (See fig 5.5 pg 194) 12. PROBLEM ANALYSIS PHASE: "are the problems really worth solving"? and "is a news system really worth building?" a.

The goal is to study and understand the problem domain well enough to thoroughly analyze its problems, opportunities, and constraints. b. It is concerned with both the system owners and system users views of existing system. c. This phase produces the system improvement objectives. Building blocks: Knowledge, process and communications building blocks are analyzed in this phase: . Knowledge: things that the business uses. Vocabulary.

Communications: locations that current system serves all of the users at those locations. Process: define each business event for which a business response is currently implemented. (See fig. 5.9 pg 202) 13. CAUSE AND EFFECT ANALYSIS: a technique in which problems are studied to determine their causes and effects. a. It leads to true understanding of problems and can lead to not so obvious but more creative and valuable solutions. It is crucial to the process because the team members should not attempt to analyze problems unless they understand the domain in which the problem occurs.

14. OBJECTIVE vs. CONSTRAINT OBJECTIVE CONSTRAINT Represent the first attempt to establish expectations for any new system Place limitations or de limitations on achieving objectives. Deadlines, budgets and required technologies are examples of this. A measure of success. It is something that you expect to achieve if given sufficient resources Something that will limit your flexibility in defining a solution to your objectives. 15.

REQUIREMENTS ANALYSIS PHASE: "what do the users need and want fro a new system?" a. New systems will always be evaluated first and foremost on whether or not they fulfill business objectives and requirements regardless of how impressive or complex the solution can be. b. Business blocks serve as framework for documenting the information systems requirements c. This phase is still concerned with the systems users perspective of the systems. d. Requirements process can be defined in terms of PIECES framework or types of data, process and interfaces that must be included into the system.

(See fig 5.13 pg 211) 14. DECISION ANALYSIS PHASE: "how the new system -including computer-based alternatives - might be implemented with technology?" a. Perspectives are in transition from those of the users to those of system designers b. Building blocks indicate the goals as developing a proposal that will fulfill requirements.

(See fig 5.17 pg 219) 15. FEASIBILITY CRITERIA: a. Technical feasibility: is the solution technically practical? Does the staff have the technical experience to design and build the solution? b.

Operational feasibility: will the solutions fulfill the users requirements? To what degree? How will the solutions change the users work environment? How do users feel about such a solution? c. Economic feasibility: is the solution cost-effective? d.

Schedule feasibility: can the solutions be designed and implemented within an acceptable time period? cHAPTER 6 CONCEPTS Body language: the nonverbal information we communicate Brainstorming; a technique for generating ideas by encouraging participants to offer as many ideas as possible in a short periods of time without any analysis until all the ideas have been exhausted Closed ended question: a question that restricts answers to either specific choices or short direct responses Discovery prototype: the act of building a small scale representative or working model o the users requirements in order to discover or verify those requirements Fact-finding: the formal process of using research, meetings, interviews, and other techniques to collect information about system problems, requirements and preferences. It is also called information gathering or data collection. Fixed format questionnaire: a questionnaire containing questions that require selecting an answer from predefined available responses. Free-format questionnaire: a questionnaire designed to offer the respondent greater latitude in the answer. A question is asked and the respondent records the answer in the space provided after the question. Interview: a fact finding technique whereby the systems annals collects information from individuals thought face to face interaction Ishikawa diagram: Graphical tools used to identify, explore, and depict problems and the causes and effects of those problems.

It is often referred as a cause-and-effect fishbone diagram Joint requirements planning: a process whereby highly strutted group meetings are conducted for the purpose of analyzing problems and defining requirements Observation: a fact-finding technique wherein the systems analyst either participates in or watches a person perform activities to learn about the system Open-ended question: a question that allows the interview to respond in any way that seems appropriate Proxemics: the relationship between people and the space around them Questionnaire: a special purpose document that allows the analyst to collect information and opinions from respondents. Randomization: a sampling technique characterized by having no predetermined pattern or plan for selecting sample data. Requirements management: the process of managing change to the requirements Requirements discovery: the process and techniques used by systems analysts to identify or extract system problems and solutions requirements from the user community Sampling: the process of collecting a representative sample of documents, forms and records. Stratification: a systematic sampling technique that attempts to reduce the variance of estimates by spreading out the sampling -by avoiding very high or very low estimates or choosing documents or records by formula. Structured interview: an interview in which the interview has a specific ser for questions to ask of the interviewee System requirement: something that the information system must do or a property that is must have. Also called business requirement.

Unstructured interview: an interview that is conducted with only a general goal or subject in mind and with few if any specific questions. The interviewer counts on the interviewee to provide a framework and direct the conversation Work sampling: an act finding technique that involves a large number of observations taken at random intervals... REVIEW QUESTIONS 1. REQUIREMENTS DISCOVERY: the process and techniques used by systems analysts to identify or extracts systems problems and solution requirements from the user community. a. Involves systems analysts working with systems users and owners to obtain detailed understanding of the business requirements of an information system.

2. SYSTEM REQUIREMENTS: something that the information system must do or a property that it must have. 3. FUNCTIONAL vs. NONFUNCTIONAL REQUIREMENTS a.

FUNCTIONAL REQUIREMENTS: Specifies what the system must do. b. NONFUNCTIONAL REQUIREMENTS: specify what property or quality the system must have. 4. ISHIKAWA DIAGRAM: Graphical tools used to identify, explore, and depict problems and the causes and effects of those problems. It is often referred as a cause-and-effect fishbone diagram a. The name of the problem of interest at the right of the diagram (fish head) and the possible causes of th 4 problem are drawn as bones off the main backbone (materials, machines, manpower, and methods) b.

When complete it depicts a complete picture of all the possibilities about what could be the root cause for the designated problem. 5.7 COMMON FACT FINDING TECHNIQUES: a. Sampling of existing documentation forms and databases b. Research and site visits c. Observations of the work environment d. Questionnaires e.

Interviews f. Prototyping g. Joint requirements planning. 6. INTERVIEWS is generally recognized as the most important and most often fact-finding techniques.

7. JOINT REQUIREMENTS PLANNING: (JRP) a process whereby highly structured group meetings are conducted for the purpose of analyzing problems and defining requirements. 8.9-10-11-12. JRP PARTICIPANTS: a. SPONSOR: i.

Individual in top management who has authority that involves the entire system project. ii. Usually makes final decision regarding the go or no go direction of the project. b. FACILITATOR: i. Single individual who plays the role of he leader or facilitator. ii. Responsible for leading all sessions that are held for a system project. Must have excellent communication skills, ability to negotiate and resolve group conflict, has good knowledge of the business, strong organization skills, is impartial to decision to be addressed, does not report to any JRP participant. iv.

The role is to plan JRP sessions, conduct the session and follow through on the results. vs. During the session is responsible for leading the discussion, encourage participation, resolve issue conflicts and ensure fulfillment of goals and objectives. vi. Establishes ground rules that are to be followed during the meetings and ensures that the participants abide by these rules. c. USERS AND MANAGERS: i. The role of the user is to effectively communicate business rules and requirements, review design prototypes and make acceptance decision. ii. The role of the managers is to approve project objectives, establish project priorities, approve schedules, and costs, and approve identified training needs and implementation plans..

Both users and managers are relied to ensure that their critical success factors are being addressed. d. SCRIBE (s): i. Responsible for keeping records pertaining to everything discussed in the meeting. e. IT STAFF: i. IT personnel who primarily listen and take notes regarding issues and requirements voiced by the users and manager ii.

Usually they do not speak up unless invited to do so.. They voiced any questions or concern to the facilitator immediately after or before the session. iv. IT personal usually consists of members of the project team. vs. Specialist may be called to gain information regarding special technical issues and concerns vi. They can be prompted by the facilitator to address a technical concern. 13.

BENEFITS OF A JRP: a. JPR actively involves users and management in the development project (encouraging them to take ownership of the project) b. JPR reduces the amount of time required to develop systems. Replacing individual meetings with group meetings. c. When JPR incorporates prototyping as a means for confirmation requirements and obtaining design approvals, the benefits of prototyping are realized.