CHAPTER_1.1-2.pdf

Systems Analysis and Design CHAPTER 1 SYSTEMS ANALYSIS FUNDAMENTALS 1. SYSTEM, ROLES AND DEVELOPMENT SYSTEM ANALYSIS AND DESIGN What is Systems Analysis and Design? System is… o Set of detailed methods, procedures and routines...

Systems Analysis and Design CHAPTER 1 SYSTEMS ANALYSIS FUNDAMENTALS 1. SYSTEM, ROLES AND DEVELOPMENT SYSTEM ANALYSIS AND DESIGN What is Systems Analysis and Design? System is… o Set of detailed methods, procedures and routines established or formulated to carry out specific activity, perform a duty or solve a problem. Systems Analysis and Design… o Systematic approach to 1) Identify problems, opportunities and objectives; 2) Analyze humancomputer generated information flows in the organizations; 3) Design computerized information system to solve problems. o Used to analyze, design and implement improvements in the support of users and the functioning of the business that can be accomplished using computerized information 1. Recognition of Need system. Understanding that there’s a problem or an opportunity to do things better 2. Feasibility Study Information Systems Analysis and Design Determines if its possible to meet that need 1. Complex organizational process 3. Analysis 2. Used to develop and maintain computer -based Gathering detailed information about what information systems the system needs to do 3. Used by a team of business and systems 4. Design professionals Specifies of how the system will work are planned out Designing data storage, user interface, and System Analysis technical details Understanding and specifying in detail what an 5. Testing information system should do. Testing/ checking for bugs, making sure all Specifics in detail what the information system features function as expected, and verifying needs to accomplish that it meets the needs identified 6. Implementation & Post Implementation Putting the system into operation and System Design ensuring if it works as intended and making Specifying in detail how the parts of an any necessary adjustments infromation system should be implemented. 7. Maintenance After system analysis Requires ongoing maintenance to fix issues that arise SIX PHASES OF SYSTEM ANALYSIS AND DESIGN 1. Condict a preliminary investigation 2. Do an analysis of the system 3. Design the system 4. Develop the system 5. Implement the system 6. Maintain the system  Need for Systems Analysis and Design 3. Should possess strong personal and professional ✓ Internationalization of business competition ethics to help shape the organiztaions client’s ✓ New technologies are introduced relationship. 4. Self-discipline 1. Installing a system without proper planning leads 5. Self-motivated to great user dissastisfaction and frequently causes the system to fall into dissuse. 2. Lends structure to the analysis and design of THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC) information systems. - A framework to systematic system analysis and design 3. A series of processes systematically undertaken to improve a business through the use of computerized information systems. ROLES OF A SYSTEMS ANALYST o They assesses how users interact with technology and how business function by examining the inputting and processing of data and outputting of information to help improve organizational process. o The following are the primary roles of Systems Analyst: An Outside Consultant to business A Supporting Expert within the business An Agent of Change in both external and internal situations o As a consultant: Step 1: Identifying Problems, Opportunities and o They address information system issues Objectives in the organization ▪ Analyst should look honestly at what is occurring in a business then pinpoint a possible problem that would o As Supporting Expert: happen. o They address issues relative to computer ▪ Opportunities are situations that the analyst believes hardware and software and their use in can be improved with the aid of an information the business system. ▪ With objectives, the analyst most discover what the o As Agent of Change: They serve as agent of business is trying to do, then analyze if the change internally and externally information systems applications in the organization o Agent of change means a person is a could still help the business attain its goal. catalyst of change, develops a plan for change and works with others in a) The people involved: facilitating change. users, o They advocate a particular avenue of analysts, and change involving the use of information systems. system managers. b) Activities in this phase consists of: interviewing user management, QUALITIES OF A SYSTEM ANALYST summarizing the knowledge obtained, estimating the scope of the project, 1. Problem solver and He is someone who enjoys the challenge of analyzing a problem and devising a workable documenting the results. solution. c) The output of this phase is the feasibility 2. Communicator report that contains a problem definition and He could relate meanongfully to many summarizes the objectives. kinds of people daily. d) Management should then make a decision to continue or not with the proposed project. Step 2: Determining Human Information Requirements If the recommendation is acceptable to the 1. Interactive Methods: management, the analyst proceeds along with a. Interviewing that course. b. Sampling c. Investigating hard data d. Using questionnaires Step 4: Designing the Recommended System Activities includes the following: 2. Unobtrusive Methods: Doing logical design based on the information a. observing decision makers behaviors collected and environment Designing of user interface b. prototyping Designing of databases Designing of controls and backup procedures ✓ The people involved: Analysts, Step 5: Developing and Documenting Software users, Documentation tells users how to use the operations managers, and software and what to do in case problems occur operations workers. ✓ The system must know the details of the Activities in this phase includes developing current system function in terms of: documentation for the software that includes: o WHO - the people involved o Procedure manual o WHAT – the business activity o Online help o WHERE – the environment where the o Websites work takes place o WHEN – the timing Programmers design, code and remove o HOW – how the current procedures syntactical errors from computer programs. are performed. Step 6: Testing and Maintaining the System Step 3: Analyzing System Needs Activities include: This involves making use of tools such as Data - A series of tests to pinpoint problem is conducted Flow Diagram (DFD), activity diagram, data with the sample data dictionary. - Maintenance of the system and its documentation o DFD ▪ is used to chart the input, process and output of the Step 7: Implementing and Evaluating the System business functions. o Activity or Sequence Diagrams Activities include: ▪ are used to show the sequence implementation of the system of events and illustrate the Training of users system in a structured graphical Planning for a smooth conversion from old form. system to the new one – that includes converting o Data dictionary files from old formats to new ones or building ▪ lists all the data items that would database, installing equipment and bringing new be used in the system as well as system into production. their specifications. This also involves making structured decisions with the aid of structured English, decision trees The Impact of Maintenance and decision tables. Two reasons why maintenance is conducted The analyst also prepares a proposal that Maintenance is: summarizes what has been found out about the 1. Modifying the computer programs; and users, usability and usefulness of the current 2. Keeping them up to date. systems, provides cost-benefit analysis of alternatives and makes recommendation on what should be done 2. UNDERSTANDING AND MODELING - All systems process inputs from their ORGANIZATIONAL SYSTEM environments-typical process in the system include verifying, updating and printing. Organizational Fundamentals to Consider in - All systems are contained by boundaries Designing IS separating them from their environments o to continue to adapt and survive, organizations must be able to import people, raw materials and information through their boundaries (inputs) and then to exchange their finished products, services or information with the outside world. - FEEDBACK is one form of system control. - An ideal system is one that self-corrects and Organizations are complex systems composed self- regulates. of interrelated and interdependent subsystems - Feedback is received from within the organization and from the outside environments around it. SYSTEMS AND SUBSYSTEMS o are characterized by their internal - Anything external to an organization’s boundaries environments on a continuum from open is an ENVIRONMENT. to closed An OPEN SYSTEM Organization’s Environment o allows free passage of resources 1. The environment of the community (people, information materials) through in which the organization is physically its boundaries located, which is shaped by the size of its CLOSED SYSTEMS population and its demographic profile o do not permit free flow of input to output. including factors such as education and Organizations and teams can also be organized average income. virtually. 2. The economic environment Enterprise Resource Planning systems are influenced by market factors including integrated organizationally. competition 3. The political environment controlled through state and local ORGANIZATIONS AS SYSTEMS government - All systems are composed of subsystems. 4. The legal environment. - Organizations are composed of smaller interrelated systems serving specialized functions. External Boundary Permeability Concept in an - Systems principle allow insight into how Organization… organizations work. - Understanding the entire organization is Openness in Organization necessary to ascertain information requirements free flow of information in an organization. properly and to design information system to an Closeness in organization organization the organization is constrained by numerous - In studying the organization therefore, we must rules. examine how smaller systems are involved and how they function. Each person need to receive clearance, timely information is necessary, and access to INTERRELATEDNESS AND INTERDEPENDENCE OF information is on a “need to know” basis. SYSTEMS - All systems and subsystems are interrelated and interdependent Virtual Organizations and Virtual Teams o When an element of a system is changed Virtual Enterprise uses networks of computers or eliminated, the rest of the system’s and communications technology to bring people elements and subsystems are affected. with specific skills together electronically to work on projects that are not physically located in the same place.  Virtual Teams coordinate with each other Middle Management because of Information Technology The second or intermediate tier of the three-tiered Benefits of Virtual Organization includes: management Reduces cost of physical facilities and Middle managers More rapid response to customer needs o make short term planning and o control decisions about how resources may best be allocated to meet Enterprise System: Viewing the Organization as a organizational objectives. System Their decisions range from forecasting future resource requirements to solving employee Enterprise System (Enterprise Resource Planning) problems that threaten productivity. is an integrated organizational (enterprise) Their area of decision-making can be described information systems. as operational and strategic with ongoing swings. is a software that helps the flow of information between the functional areas in the organizations. It is customized system that rather than being Strategic Management developed in-house, is usually purchased from Third level of the three-tiered management one of the software development companies that control. is well-known for its ERP Package such as SAP Strategic managers or Oracle. o look outward from the organization to the future, o making decisions that will guide middle LEVELS OF MANAGEMENT and operations management in the Management in an organization exists on three months and years ahead. broad horizontal levels: o They work in a highly uncertain decision- making environment Strategic o They define organization as a whole. management Managerial Planning IMPLICATIONS OF THE MANAGEMENTS FOR INFORMATION SYSTEMS DEVELOPMENT and Control (Middle Management) Operational Level of Management o Operations managers need internal information Operational Control that is repetitive and low -level in nature. o They are highly dependent on information that capture current performance. o Their need for past performance and periodic information is only moderate. Operational Management o They have little use for external information that Bottom tier of the three-tier management allows future Operations managers make decisions using pre- determined rules that have predictable outcomes when implemented correctly. Middle Level of Management They make decisions that affect the: o They are in-need of both short and longer-term o implementation in work scheduling, information. o inventory control, o They extremely need for information in real time o shipping, o They also need current information on o receiving and performance as measured against set standards. o production. o They are highly dependent on internal information Operations managers oversee the operating o They also have high need for historical details of the organization information along the information that allows for the prediction of future events and simulations of numerous possible scenarios. Strategic Level of Management o They are highly dependent on information from external sources that supply news of market trends and the strategies of competing corporations. o They have a high need for information of a predictive nature and information that allows creation of many different what-if scenarios. o They also exhibit strong needs for periodically reported information as they seek to adapt to fast- moving changes. ORGANIZATIONAL CULTURE ▪ It is the collection of values, expectations, and practices that guide and inform the actions of all team members. ▪ They are the shared verbal and non-verbal symbolism in the company Verbal symbolism ▪ includes shared languages that are used to convey and preserve subcultural myths, metaphors, visions and humors. Nonverbal symbolism ▪ includes shared artifacts, rites and ceremonies, clothing of decision makers and workers; the use, placement and decoration of office and rituals for celebrating members’ birthday, promotion and retirements. Subcultures ▪ coexist within official organizational cultures. They may prescribe a dress code, suitable ways to address superiors and co-workers and proper ways to deal with the outside public. ▪ Subcultures are powerful determinants of information requirements. ▪ Understanding and recognizing predominant organizational subcultures may help a systems analyst overcome the resistance to change that arises when a new information system is installed.