System Analysis and Design PDF

System Analysis and Design Eighth Edition Alan Dennis, Barbara Wixom, Roberta M. Roth Module 1 The Systems Analyst and Information Systems Development Objectives Explain the role played in IS development by the business analyst. D...

System Analysis and Design Eighth Edition Alan Dennis, Barbara Wixom, Roberta M. Roth Module 1 The Systems Analyst and Information Systems Development Objectives Explain the role played in IS development by the business analyst. Describe the fundamental systems development life cycle phases and approaches. Explain how organizations identify IS development projects. Explain the importance of linking the IS to business needs. Be able to create a project request. 1-6 Topic 1: Overview and purpose of business analysis 1-7 Discussion ⚫ Google ⚫ What problem did Google solve? ⚫ What makes Google’s search engine different from other earlier search engines? ⚫ What other businesses did Google spawn from Search? ⚫ Netflix ⚫ What opportunities did Netflix capture by building its online streaming service? ⚫ What did Netflix online streaming service change? 1-8 Business Analysis The primary goal of the Business analysis is to create value for the organization, which for most companies means increasing profits. It is the application of knowledge, skills, tools, and techniques to determine problems and opportunities to help organizations achieve their goals and implement their strategies. 1-9 Business Analysis Continued Large development projects are particularly susceptible to failure 1-10 Why Do Projects Fail? ⚫ Incomplete or changing requirements ⚫ Lack of customer involvement ⚫ Lack of executive support ⚫ Developer/technology incompetence ⚫ Lack of resources ⚫ Unrealistic expectations ⚫ Poor integration between Dev and Ops (Development and Production environments) The Business Analyst The BA works closely with all project team members so that the team develops the right system in an effective way. BA must understand how to apply technology to solve business problems. BA serve as change agents who identify the organizational improvements needed, design systems to implement those changes, and train and motivate others to use the systems. 1-13 Business Analyst Skills 1. Analysts must have the technical skills to understand the organization’s existing technical environment, the new system’s technology foundation, and the way in which both can be fit into an integrated technical solution 2. Business skills are required to understand how IT can be applied to business processes and to ensure that IT delivers real business value 3. Analysts are continuous problem solvers at both the project and the organizational level, and they put their analytical skills to the test regularly 1-14 Business Analyst Skills Continued 4. Analysts need strong interpersonal skills to communicate effectively, one- on-one with users and business managers, with programmers and other technical specialists, and with people from outsourcing firms and vendor organizations 5. Analysts need to manage people with whom they work, and they must manage the pressure and risks associated with unclear situations 6. Analysts must deal fairly, honestly, and ethically with other project team members, managers, and system users 1-15 Analyst Roles The systems analyst role focuses on the IS issues surrounding the system The business analyst role focuses on the business issues surrounding the system The requirements analyst role focuses on eliciting the requirements from the stakeholders associated with the new system The infrastructure analyst role focuses on technical issues surrounding the ways the system will interact with the organization’s technical infrastructure 1-16 Topic 2: The business analysis Environments. 1-17 The environment in which BA is conducted 1-18 Enterprise Environmental Factors (EEF) Internal Organizational Culture, structure Employees Capability Resource Availability IT Infrastructure Geographical Distribution 1-19 Enterprise Environmental Factors (EEF) External Market conditions Legal restrictions Financial Consideration Industry Standards 1-20 OPA- Plans Knowledge bases procedures 1-21 BA Stakeholders The most important component of BA is people. Anyone who will impact or be impacted by the solution. Examples: Client (internal / external) End User Problem owner Sponsor 1-22 Project Sponsor Driving force behind project Specifies overall business requirements Determines business value Formally requests a project via the system request 1-23 Significant Information The types of information that guid the SA to a solution: Business goals and objectives Business Strategies Problems Requirements Constraints 1-24 How Do project get started and completed 1-25 Project Identification and Initiation Fulfill a business need o Enable a business initiative or strategy o Fix a “point of pain” o Utilize a new technology 1-26 Pre Project Work Receive a request for work Problem Opportunity Analyze the request Develop Business case Get Approval Initiate the project of development 1-27 Business Value The project sponsor has the insights needed to determine the business value that will be gained from the system, in both tangible and intangible ways Tangible value can be quantified and measured easily Intangible value results from an intuitive belief that the system provides important, but hard-to-measure, benefits to the organization 1-28 Tangible and Intangible Benefits Tangible Benefits Intangible Benefits Increased sales Increased market share Reductions in staff Increased brand recognition Reductions in inventory Higher-quality products Reductions in IT costs Improved customer service Better supplier prices Better supplier relations 1-29 Project Request Describes business reasons for project Defines system’s expected value o Force the sponsor to formalize his/her ideas o Provide a framework for collecting initial project information o Standardize information to be used by steering (approval) committee Lists project’s key elements 1-30 Elements of the Systems Request Element Description Examples Project Sponsor The person who initiates the Several members of the finance department project and who serves as the Vice president of marketing primary point of contact for the CIO project on the business side CEO Business Need The business-related reason for Reach a new market segment Offer a capability to keep up with initiating the project competitors Improve access to information Decrease product defects Streamline supply acquisition processes Business Requirements The new or enhanced business Provide onIine access to information capabilities that the project will Capture customer demographic information provide Include product search capabilities Produce performance reports Enhance online user support 1-31 Elements of the Systems Request Continued Element Description Examples Business Value The benefits that the project will 3% increase in sales create for the organization 1% increase in market share Reduction in headcount by 5 FTEs $200,000 cost savings from decreased supply costs $150,000 savings from removal of outdated technology Special Issues or Issues that pertain to the Government-mandated deadline for May 30 System needed in time Constraints approval committee’s decision for the Christmas holiday season Top-level security clearance needed by project team to work with data 1-32 Project Request for DrōnTeq Client Services System (1 of 3) Project Request—Client Services Project Project Sponsor: Carmella Herrera, General Manager, Client Services Business Unit Business Need: This project has been initiated to create the capability of clients requesting drone flight service and data analysis through the company website. The capability is an essential element in the business model of the newly formed Client Services business unit. 1-33 Systems Request for DrōnTeq Client Services System (2 of 3) Business Requirements: Using this system from our company website, clients will be able to request specific drone flight services and data analysis. A request will be offered to any contracted DrōnTeq drone pilots in the vicinity, who can submit bids during the bidding window. Once the bidding window closes, the pilot with the “winning“ bid will be assigned the request. Business Value: The Client Services business unit has been formed to enable clients who do not have a need for actual drone ownership to receive drone flight service and data analysis promptly and cost effectively. 1-34 Estimating Business Value for DrōnTeq (3 of 3) o Increased sales o Decreased costs o Reduced headcount Conservative estimates of tangible value to the business unit include o $357,500 in revenue from new pilot contracts and drone leases o $565,000 in revenue from drone flight service and data analysis o Special Issues or Constraints: The capabilities described in the Business Requirements are essential to the business model for the Client Services Business Unit. This project is necessary for the new business unit’s operations. 1-35 Topic 3: The development approaches. 1-36 The Systems Development Life Cycle 1-37 Questions to be Answered ⚫ Planning phase ⚫ Why should we apply this technology? ⚫ What value does it provide? ⚫ How long will it take to build? ⚫ Analysis phase ⚫ Who will use it? ⚫ What should the technology do for us? ⚫ Where & when will it be used? ⚫ Design phase ⚫ How should we build it?  SDLC: The Planning Phase Project Initiation Project Management ⚫ Develop/receive a system ⚫ Develop the work plan request ⚫ Staff the project ⚫ Conduct a feasibility analysis ⚫ Monitor & control the project  SDLC: The Analysis Phase 1. Develop an analysis strategy ⚫ Model the current system ⚫ Formulate the new system 2. Gather the requirements ⚫ Develop a system concept ⚫ Create a business model to represent: ⚫ Business data ⚫ Business processes 3. Develop a system proposal  SDLC: The Design Phase 1. Develop a design strategy 2. Design architecture and interfaces  SDLC: The Implementation Phase 1. Construct the system ⚫ Build it (write the programming code) ⚫ Test it 2. Install (deploy) system ⚫ Train the users 3. Support the system (maintenance) Development Approaches 43 Development Approaches 44 Predictive life cycle - Waterfall Development Move from phase to phase The key deliverables for each phase are typically voluminous Emphasis on deliverables from one phase flowing into the next phase 2-45 Waterfall Methodology Assessment Strengths Weaknesses System requirements identified Must wait a long time before long before construction begins there is “visible” evidence of the Requirements are “frozen” as new system project proceeds – no moving Takes a long time from start to targets allowed finish 2-46 Agile Development Methodology Extreme Programming (XP), Scrum, and others Focus on short cycles that produce a complete software product Highly adaptable in dynamic environments 2-47 Agile’s Focus on People ⚫ It’s the people who handles the change ⚫ Individual competency – everyone is good at something (find that talent) ⚫ Capable team members will perform well in any process, but poor processes and bad politics can kill a project ⚫ Work jointly to improve the knowledge and skills of Individuals ⚫ Learn the difference between communication and collaboration ⚫ Communication is the sending and receiving of information. ⚫ Collaboration is actively working together to deliver a work product or make a decision (Daily Stand-up meeting) 48 Agile Mindset 49 Agile Manifesto Values 50 Agile Manifesto Principles 51 Agile Practices (Methodologies) 1-52 Agile Methodologies Assessment Strengths Weaknesses Fast delivery of results Significant user involvement is Works well in projects with essential undefined or changing Works best in smaller projects requirements 2-53 Agile Versus Waterfall-Based Methodologies Agile development approaches have existed for several decades Created in part because of dissatisfaction with the sequential, inflexible structure of waterfall-based approaches Presently, agile development has made inroads into software development organizations, and studies show an even split between agile and waterfall users 2-54 Agile in the form of Scrum Principles behind the agile manifesto Introduction to Scrum in 5 min Scrum in 10 minutes 55 Scrum workflow Scrum Framework 57  Scrum Team Roles ⚫ Product Owner (Voice of the customer) ⚫ In constant communication with customer, identifies product features, makes decisions based on business changes ⚫ Meets with team everyday to make sure they understand how the backlog and goals are changing ⚫ Prioritize product features (deciding which one goes to the top of the backlog list) for the next Sprint ⚫ Scrum Master (“Servant leader”-serve the team, cannot be product owner, not project manager) ⚫ Commands respect of team members, manages team conflicts, develops the team ⚫ Ensures development team has all the tools and resources they need ⚫ Team members (members in charge of creating the product) ⚫ Skilled in their craft, fulfills its promises ⚫ Consist of cross-functional members and includes all expertise necessary (programmers, UI designer, testers) 58  Scrum Artifacts (Deliverables) ⚫ Product Backlog ⚫ Produced by product owner’s – agenda that is clearly visible and accessible ⚫ Includes functional and non-functional requirements ⚫ Constantly changing due to external pressures and business demands ⚫ Sprint Backlog ⚫ Prioritized list of tasks to work on based on the product backlog ⚫ Produced by team members to be completed with the timebox ⚫ Relatively stable in order to allow team members to complete in time ⚫ product increment ⚫ At the end of a Sprint, the new increment must be done (potentially shippable product) 59  Scrum Ceremonies ⚫ Sprint Planning ⚫ Takes place at the beginning of every Sprint where the product backlog is reviewed, goals and context are discussed and items from the Product Backlog are committed to be completed by the end of the Sprint ⚫ Daily Scrum ⚫ Meeting which takes place every day for just 15 minutes in which everyone attends and the outcome of which may result in replanning (what did you do? What will you do? Any problems?) ⚫ Sprint review ⚫ A meeting where the Scrum team and the stakeholders inspects what was done, discuss and decide what to do next. Following the Spring Review, the team gets together for a Spring Retrospective and agree on changes to try ⚫ Sprint Retrospective ⚫ The product of every Sprint is working code that meets the standards of satisfaction 60 Sprint Retrospective Topic 4: BA framework and domains. 1-62 Chapter Review Explain the role of the systems analyst in the process of developing IS Discuss the skills needed to be a successful systems analyst List and explain the four primary phases of the SDLC Explain the ways that projects are identified and initiated Explain why it is important to ensure that a proposed IS will add value to the organization Describe the purpose of the systems request and explain the contents of its four main sections 1-64 Business Requirements Analysis MISE 603 Module 2 Needs Assessment Objectives Explain the pre project work. Describe the content and purpose of the needs assessment process. Employ the needs assessment techniques. Develop feasibility study and business case. Copyright ©2022 John Wiley & Sons, Inc. 3-2 Needs Assessment It describes the work necessary to define a business need and determine whether the organization should invest in a project to implement the proposed change. It includes the work that should be done before a project is initiated, to make sure the project will bring sufficient business value to the organization. Need describes a lack of something useful. You are looking at something the organization is missing and figuring out its relative importance. Copyright ©2022 John Wiley & Sons, Inc. 3-3 Needs Assessment Continued A business need can exist for one of three reasons: o Problem with the organization. Ex: customer service problem o Potential opportunity the organization could take advantage of. Ex: new technology. o Externally or internally imposed change. Ex: new regulations. BA works with the requester to clarify the objectives and build the business case. BA works with the sponsor to support building the project charter. Copyright ©2022 John Wiley & Sons, Inc. 3-4 Needs Assessment Continued Pre-Project Work 1. Identify problem or opportunity 2. Assess current state 3. Determine future state 4. Determine the viable options and provide recommendation 5. Facilitate the product roadmap development 6. Assemble the business case 7. Support charter development Copyright ©2022 John Wiley & Sons, Inc. 3-5 1. Identify problem or opportunity If the problem or opportunity is not thoroughly understood, the organization may pursue a solution that does not address the business need. Lack of data can result in proposing solutions that are either too small or too large compared to the problem at hand. Copyright ©2022 John Wiley & Sons, Inc. 3-6 Input EEF System Request Assessment of business value: o Assess whether the business value that the organization expected to provide is being delivered. o Tangible and intangible values o Discover wheter there is a significant variance between expected and actual value. Copyright ©2022 John Wiley & Sons, Inc. 3-7 System Request Example Copyright ©2022 John Wiley & Sons, Inc. 3-8 Tools and Techniques Document Analysis Interviews Market Analysis (including Competitive Analysis) Competitive analysis involves identifying your competitors using research that reveal their strengths and weaknesses in relation to your own. Copyright ©2022 John Wiley & Sons, Inc. 3-9 Market Analysis Market analysis can apply Porter Model: shows which factors are important for the analysis of both the market and the competition: 1. Bargaining power of customers: How do customers react to price increases or decreases? How important is your product or service for your target group? 2. Bargaining power of suppliers: Suppliers have a particularly high bargaining power if the number of suppliers is limited. How can you react to price increases if necessary? 3. Threat of substitute products and markets: Are there alternatives to your product or service? Could emerging innovation jeopardize the distribution of your product or service? 4. New competitors and market entry barriers: If a market is particularly attractive, it is sure to attract new competitors. How high are the market entry barriers for potential competition? For example, high investment costs for a product or service can be a barrier to market entry. Access to a market is also made more difficult if high marketing costs are necessary to achieve a certain level of awareness, or if resources are difficult to access due to exclusive suppliers, or if a shop is in an awkward location. 5. Competitors in the market: How high is the competition? Who dominates the market? Which competitors are ahead and why? Copyright ©2022 John Wiley & Sons, Inc. 3-10 Market Analysis Analysis results used to uncover threats such as new competitors, new regulations….etc. Study market to be sure that the new project is worth in the market. Copyright ©2022 John Wiley & Sons, Inc. 3-11 Output Business need: o The reasons for a change in an organization, based on an existing problem or opportunity. o It provides the rationale for why organizational changes are being proposed. Situation Statement: o The statement: Problem / opportunity. o Effect: how the problem is affecting the organization. o Impact: The value being lost to the organization due to this problem. Obtain stakeholder approval for the situation statement Copyright ©2022 John Wiley & Sons, Inc. 3-12 Situation Statement Example A medical center’s front office personnel are very busy with patient check in, check out, and responding to voicemail messages while also trying to answer incoming phone calls. Many calls go unanswered. When a patient calls for an appointment not get an immediate answer, they may simply call a different clinic, resulting in lost business. The statement (Need) Effect Impact Copyright ©2022 John Wiley & Sons, Inc. 3-13 2. Assess current state Once the stakeholders agree on the problem that need to be solved or the opportunity the organization wish to exploit, the situation is analyzed. It is the process of examining the current environment to understand the important factors that may be the cause or reason for a problem or opportunity. It provides a sufficient understanding of the existing state of the organization. Copyright ©2022 John Wiley & Sons, Inc. 3-14 Inputs Situation Statement Enterprise and business Architecture: o Organizational goals/objectives Be the highest quality medical provider in the community Increase patient satisfaction rating by five points o Organizational processes o Business Data/ information o Software applications o IT Infrastructure Copyright ©2021 John Wiley & Sons, Inc. 3-15 Tools and Techniques Business Capability Analysis (capability Table) Elicitation Techniques Pareto Diagram (rank causes of problems in a hierarchical diagram) Root Cause analysis Affinity Diagram Swot Analysis Copyright ©2022 John Wiley & Sons, Inc. 3-16 Capability Table Copyright ©2022 John Wiley & Sons, Inc. 3-17 Pareto Diagram Copyright ©2022 John Wiley & Sons, Inc. 3-18 Root cause Analysis Copyright ©2022 John Wiley & Sons, Inc. 3-19 Example Copyright ©2022 John Wiley & Sons, Inc. 3-20 Copyright ©2022 John Wiley & Sons, Inc. 3-21 Affinity Diagram An Affinity Diagram is a tool that gathers large amounts of language data (ideas, opinions, issues) and organizes them into groupings based on their natural relationships. The Affinity process is often used to group ideas generated by Brainstorming. Copyright ©2022 John Wiley & Sons, Inc. 3-23 Copyright ©2022 John Wiley & Sons, Inc. 3-24 Output Current state assessment (as is state): o An understanding of the current mode of operation or the as is state of the organization. o The combination of all used techniques output. Copyright ©2021 John Wiley & Sons, Inc. 3-25 3. Determine Future state Determining the gap in existing capabilities and a set of proposed changes necessary to attain a desired future state that address the problem or opportunity under analysis. It provides a set of capabilities required for the organization to be able to transform from the existing state to the desired future state and satisfy the business need. Copyright ©2022 John Wiley & Sons, Inc. 3-26 3. Determine Future state Continued The future state may include: o New Work o Outsourcing o Merge o Apply new technology The required features and capabilities described here identified what is needed, but do not prescribe a recommended solution. Copyright ©2022 John Wiley & Sons, Inc. 3-27 Inputs Situation statement Current state assessment Copyright ©2021 John Wiley & Sons, Inc. 3-28 Tools and Techniques Business Capability Analysis (capability Table) Elicitation Techniques Feature Model Gap Analysis Kano Analysis Solution Capability matrix Copyright ©2022 John Wiley & Sons, Inc. 3-29 Capability Table Copyright ©2022 John Wiley & Sons, Inc. 3-30 Feature Model Provide a visual representation of all the features of a solution arranged in a tree or hierarchical structure. Copyright ©2022 John Wiley & Sons, Inc. 3-31 GAP Analysis (Determine Future State) Copyright ©2022 John Wiley & Sons, Inc. 3-32 GAP Analysis (Determine Future State) Copyright ©2022 John Wiley & Sons, Inc. 3-33 Kano Analysis (customer viewpoint) Copyright ©2022 John Wiley & Sons, Inc. 3-34 Solution Capability matrix Copyright ©2022 John Wiley & Sons, Inc. 3-35 Output Business goals and objectives: o What is expected the project deliver. Required Capabilities and features: o List of net changes needs to obtain in order to achieve the desired future state. o The BA and team need to determine the best solution to deliver those features and capabilities. Copyright ©2021 John Wiley & Sons, Inc. 3-36 4. Determine Viable options and provide recommendation (Feasibility Study) Applying various analysis techniques to examine possible solutions for meeting the business goals and objectives and to determine which of the option is considered the best possible one for the organization to pursue. BA conduct discussion with stakeholders and product team members to define a list of possible solution recommendations to address the business need. Copyright ©2022 John Wiley & Sons, Inc. 3-37 4.Determine Viable options and provide recommendation Continued Identify Viable options Define preliminary product scope o The high level scope in terms of the capabilities that each option will provide Define high level transition requirements Conduct Feasibility Study o Constraints o Risks o Operational feasibility How well the propsed solution fits the business need o Technical feasibility (Designers and developers) o Cost effectiveness feasibility (Financial Analyst) o Time feasibility (Project Manager) Recommending the most viable option Copyright ©2022 John Wiley & Sons, Inc. 3-38 Inputs Situation statement Current state assessment Business goals and objetives Required Capabilities and features Copyright ©2021 John Wiley & Sons, Inc. 3-39 Tools and Techniques Benchmarking Elicitation Techniques Group decision making technique (voting) Valuation techniques (Cost benefit analysis) Weighted ranking Copyright ©2022 John Wiley & Sons, Inc. 3-40 Valuation techniques examples Copyright ©2022 John Wiley & Sons, Inc. 3-41 Output Feasibility study results Recommended solution option Copyright ©2021 John Wiley & Sons, Inc. 3-42 5. Facilitate Product Roadmap Development Creates shared expectations among stakeholders for the deliverables and the potential order in which they will be delivered. It provides important information about a product, provide insight about the product vision and how the product will support organizational strategy, business goals, and objectives over time. (high level plan) It helps stakeholders understand the deliverables from the project. Copyright ©2022 John Wiley & Sons, Inc. 3-43 Inputs Business goals and objetives Required Capabilities and features Copyright ©2021 John Wiley & Sons, Inc. 3-44 Tools and Techniques Facilitated Workshops (remember the future) (collaboration game) Copyright ©2022 John Wiley & Sons, Inc. 3-45 Output Product roadmap: A high level view of product features, along with the sequence in which the features will be built and delivered. Should be aligned with the goals and milestones identified as part of the strategic planning effort. Copyright ©2021 John Wiley & Sons, Inc. 3-46 6. Assemble Business Case Synthesizing well researched and analyze information to help the organization to determine whether the project is worth the required investment. Copyright ©2022 John Wiley & Sons, Inc. 3-47 Inputs Business goals and objetives Required Capabilities and features Feasibility study results Product roadmap Recommended solution option Situation statment Copyright ©2021 John Wiley & Sons, Inc. 3-48 Tools and Techniques Document analysis Facilitated Workshops Copyright ©2022 John Wiley & Sons, Inc. 3-49 Output Business Case o Problem/opportunity o Analysis of the situation: root causes of the problem o Recommendation: the result of feasibility study for each option. o Evaluation: how solution contributes to goals and objectives. It is a valued input to project initiation Product Scope: o The features and functions that characterize a solution. Copyright ©2021 John Wiley & Sons, Inc. 3-50 7. Support Charter Development This is a transitional process that moves the organization from thinking about an idea (business case) into making it a real project (project charter). Project charter is an internal agreement within the organization to initiate the project Copyright ©2022 John Wiley & Sons, Inc. 3-51 Inputs Business Case Product Scope Copyright ©2021 John Wiley & Sons, Inc. 3-52 Tools and Techniques Document analysis Facilitated Workshops Interviews Copyright ©2022 John Wiley & Sons, Inc. 3-53 Output Project charter: 1 PROJECT PURPOSE 7 PREAPPROVED FINANCIAL RESOURCES Written by the sponsor and the product owner. 2 Measurable Project 8 Project Approval Objectives Requirements 3 High level requirements 9 Key stakeholders list 4 High level project 10 Project exit criteria description/deliverables 5 overall project risks 11 Assigned PM authority 6 Summary milestone schedule 12 Sponsor name Copyright ©2021 John Wiley & Sons, Inc. 3-54