SAD-REVIEWER MTEXAM.pdf

Reviewer: Systems, Roles, and Development Importance of integrating HCI early in system Methodologies (Kendall & Kendall) development to improve both systems and work life quality. Inf...

Reviewer: Systems, Roles, and Development Importance of integrating HCI early in system Methodologies (Kendall & Kendall) development to improve both systems and work life quality. Information as a Key Resource: Agile Development: Fuels business success and needs proper management. Focuses on: Computer-generated info differs from manual o Communication, simplicity, feedback, data handling. and courage. Systems Analysis and Design: Five stages: Structured process to improve business 1. Exploration. through computerized information systems. 2. Planning. Prevents user dissatisfaction from improperly 3. Iterations to first release. planned systems. 4. Productionizing. Roles of the Systems Analyst: 5. Maintenance. 1. Consultant Object-Oriented Systems Analysis and Design 2. Supporting Expert (OOSAD): 3. Agent of Change Facilitates development in dynamic Qualities of a Systems Analyst: environments. Problem solver, communicator, ethical, self- Repetitive cycle of analysis, design, and disciplined. implementation. Unified Modeling Language (UML) in OOSAD: Development Methodologies: Phases include use case diagrams, class diagrams, statechart diagrams, and system Systems Development Life Cycle (SDLC): documentation. Phased approach to solve business problems. Supporting Tools: Key phases: CASE Tools: 1. Identify Problems, Opportunities, and Objectives. Increase productivity, improve communication, and integrate life cycle 2. Determine Human Information activities. Requirements. Open Source Software: 3. Analyze System Needs. Free to distribute, share, and modify. 4. Design the Recommended System. Promotes creativity and reduces 5. Develop and Document Software. development costs. 6. Test and Maintain the System. 7. Implement and Evaluate the System. When to Use Each Methodology: Human-Computer Interaction (HCI):  SDLC: For well-documented systems and cost reduction and more flexibility in when there's ample time. responding to customer needs. Agile: For dynamic environments and when 5. Enterprise Resource Planning (ERP): incremental improvements are acceptable. o ERP systems integrate information OOSAD: When systems can be added across the organization, streamlining gradually and previous software reuse is processes and improving the flow of possible. information. However, challenges include user acceptance, integration with legacy systems, and strategic adjustments. Understanding and Modeling 6. Depicting Systems Graphically: Organizational Systems o Systems are often represented using 1. Organizations as Systems: models such as data flow diagrams o Organizations are structured as (DFDs), entity-relationship (ER) systems designed to achieve goals, diagrams, and use case models to with smaller, interrelated subsystems visualize inputs, outputs, processes, that serve specialized functions. entities, and relationships. o These subsystems must be integrated 7. Management Levels: to ensure the organization works as o Organizations operate across three an effective whole. levels: o The success of a system depends on ▪ Operational Control: Day-to- feedback mechanisms, which help day decisions guided by compare performance against set predefined rules. goals. ▪ Managerial Control: Short- 2. Forces Shaping Organizations: term planning, often blending o Three main forces are at play in operational and strategic shaping organizations: levels of decisions. management (operational, middle, ▪ Strategic Management: strategic), organizational design, and Long-term, future-oriented organizational culture. decisions that shape the 3. Systems Perspective: direction of the organization. o It's essential for system analysts to adopt a systems perspective when analyzing organizations. All Project Management subsystems within an organization are interrelated, and inputs and outputs Project Management Fundamentals from each subsystem affect other Project initiation areas. Determining project feasibility 4. Virtual Organizations and Teams: Activity planning and control o Virtual teams and organizations use technology to collaborate from Project scheduling different locations. Benefits include Managing systems analysis team members Major Topics Appropriate timing of project commitment Project initiation Possibility of improving attainment of organizational goals Determining feasibility Practical in terms of resources for the Determining resources system analyst and organization. Activity planning and control Worthwhile project compared with other Gantt charts ways the organization could invest resources. PERT diagrams Defining Objectives Managing analysis and design activities Many possible objectives exist, including: The agile approach Speeding up a process Project Initiation Streamlining a process Problems in the organization Combining processes Problems that lend themselves to systems Reducing errors in input solutions Reducing redundant storage Opportunities for improvement, caused Reducing redundant output through upgrading, altering, or installing new systems. Improving system and subsystem integration Problem Definition Determining Feasibility Problem statement: A paragraph or two stating the problem or opportunity. Defining objectives Issues: Independent pieces pertaining to the Determining resources operationally, problem or opportunity. technically, and economically. Objectives: Goals that match the issues The Three Key Elements of Feasibility point-by-point. Technical Feasibility: Can current technical Requirements: Things that must be resources be upgraded or added to in a accomplished along with possible solutions manner that fulfills the request? and constraints. Economic Feasibility: Determines whether Problem Definition Steps the value of the investment exceeds the time and cost. 1. Find a number of points that may be included in one issue. Operational Feasibility: Determines if human resources are available to operate the 2. State the objective. system once installed. 3. Determine the relative importance of the Estimating Workloads issues or objectives. Systems analysts formulate numbers 4. Identify which objectives are most critical. representing both current and projected Selection Of Projects workloads to ensure hardware can handle them. Backing from management Ascertaining Hardware and Software Needs  Steps include: Defining a high-level business case that focuses on benefits. 1. Inventory computer hardware currently available Defining core requirements. 2. Estimate current and future system Defining core technologies for the enterprise. workloads Benefits of Cloud Computing 3. Evaluate available hardware and Less time spent maintaining legacy systems. software Simpler to acquire IT services. 4. Choose the vendor Scalable applications. 5. Acquire the computer equipment Consistency across multiple platforms. Evaluating Hardware Capital is not tied up. Factors to consider: Drawbacks of Cloud Computing Time required for average transactions Loss of control of data stored in the cloud. Total volume capacity of the system Potential security threats. Idle time of the CPU or network Reliability of the Internet as a platform. Size of memory provided Evaluating Vendor Support Acquisition of Computer Equipment Includes: Options include purchasing and using cloud services. Hardware support Available Cloud Services Software support May include: Installation and training support o Web hosting Maintenance support o Email hosting Guidelines for Vendor Selection o Application hosting BYOD and BYOT o Backup BYOD: Bring your own device o Storage and processing of databases BYOT: Bring your own technology o Archiving Employees use their own devices to access corporate networks. o Ecommerce Benefits of BYOD and BYOT Three Main Categories of Cloud Computing Building employee morale. 1. Software as a Service (SaaS) Lowering initial hardware costs. 2. Infrastructure as a Service (IaaS) Facilitating remote access. 3. Platform as a Service (PaaS) Building on a familiar user interface. Strategic Cloud Computing Decisions Drawbacks of BYOD and BYOT Focus on: Security risks.  Loss or theft of devices. Identifying Benefits and Costs Unauthorized access to corporate networks. Tangible benefits: Advantages measurable in dollars through the use of the information Software Alternatives system. Created custom software. Intangible benefits: Difficult to measure. Purchased as COTS (commercial off-the- Tangible costs: Accurately projected. shelf) software. Intangible costs: Difficult to estimate and Provided by software as a service (SaaS). may not be known. Software Evaluation Tangible Benefits Factors include: Examples include: Performance effectiveness o Increase in processing speed. Performance efficiency o Access to otherwise inaccessible Ease of use information. Flexibility o Access to information on a more timely basis. Quality of documentation o Decreases in the amount of employee Manufacturer support time needed for tasks. Activity Planning and Control Intangible Benefits Planning: Selecting a systems analysis team, Examples include: estimating time required to complete tasks, and scheduling the project. o Improving decision-making processes. Control: Comparing the plan for the project with its actual evolution and taking o Enhancing accuracy. appropriate action. o Becoming more competitive in Identifying and Forecasting Costs and Benefits customer service. Methods include judgment methods, estimates from o Maintaining a good business image. the sales force, surveys to estimate customer o Increasing job satisfaction. demand, and creating scenarios. Tangible Costs: Easily quantifiable costs, Cash-Flow Analysis: Evaluates cash flow such as equipment, resources, analysts' and patterns associated with a proposed system programmers' time, and salaries. over its life cycle. Intangible Costs: Harder to estimate costs Present Value Analysis: Compares current related to reputation, competitive edge, and costs and benefits with future projections, decision-making effectiveness. incorporating the time value of money. Cost-Benefit Comparison Techniques Project Planning Tools Break-even Analysis: Determines when the Work Breakdown Structure (WBS): Breaks total costs of current and proposed systems down projects into smaller tasks, each with a intersect, useful for growing businesses. It deliverable, responsible individual, and helps estimate the payback period. monitoring.  Time Estimation Techniques: Include using Formulas to estimate remaining costs and experience, analogies, three-point total completion costs. estimation, and function points. Team Management Gantt Charts: Visual representation of Assemble teams based on shared values, project schedules, effective for competencies, and trust. communication and managing timelines. Effective communication strategies involve PERT Diagrams: Help identify the critical task and socioemotional leadership roles. path, precedence order, and slack time in project activities. Ecommerce Project Management Project Cost Estimation Unique challenges such as scattered data, diverse skills required, and high-security Approaches include top-down (similar needs. projects), bottom-up, and parametric modeling. Project Charter and Proposal Budgets should be prepared and approved A project charter outlines expectations, based on WBS estimates. scope, deliverables, key participants, timelines, and maintenance. Project Risk Management A systems proposal includes various Risks can be mitigated through training and components such as a cover letter, executive understanding past project failures. The summary, detailed results, alternatives, and Fishbone Diagram helps systematically list recommendations. potential problems. Effective Communication Project Monitoring Use tables and graphs effectively within Earned Value Management (EVM): Tracks proposals to enhance understanding. Proper project progress using key measures like integration, labeling, and clarity are essential. Budget at Completion (BAC), Planned Value (PV), Actual Cost (AC), and Earned Value (EV). Information Gathering: Interactive Questionnaire Design: Gain insights into designing and administering effective Methods questionnaires. Value of Interactive Methods: Understand Interactive Methods the significance of using interactive methods to gather information effectively. 1. Interviewing Constructing Interview Questions: Learn to o Purpose: Collect qualitative data on create meaningful interview questions to user opinions, feelings, and goals. extract human information requirements. o Preparation: Involves reading Role of Stories: Recognize the importance of background material, setting storytelling in systems analysis. objectives, and preparing interviewees. Joint Application Design (JAD): Comprehend JAD's purpose and appropriate usage. 2. Joint Application Design (JAD) Effective Surveys: Develop skills to write o Definition: A collaborative approach effective survey questions. to requirements analysis involving users in a group setting.  o Benefits: Time-saving, improved Always invite additional comments, system development speed, and summarize key points, and thank the increased user ownership. interviewee. 3. Questionnaires Stories in Analysis o Use: Collect data on attitudes, Purpose: Stories serve to convey beliefs, behaviors, and characteristics organizational experiences, validate from a wider audience. decisions, and prescribe actions. They can provide context and richness to data. o Design: Must be clear, unbiased, and suited to the respondent's level of JAD Meetings understanding. Conditions for Success: Organizational Types of Interview Questions support, user willingness, and availability of time. Open-Ended Questions: Allow freedom of response; useful for depth and detail. Participants: Include users, analysts, and facilitators. o Advantages: Provides rich detail, encourages engagement, and reveals Questionnaires new topics for exploration. Planning: Best for dispersed members, o Disadvantages: May lead to irrelevant exploratory needs, or when pre-interview details and take more time. problem-solving is necessary. Closed Questions: Limit responses to Measurement Scales: Use nominal specific options; good for quantitative data. (classification) and interval (equal intervals, no absolute zero) scales. o Advantages: Efficient, easy to analyze, and helps maintain control of Reliability and Validity the interview. Reliability: Consistency of responses. o Disadvantages: Can be monotonous Validity: Accuracy of what the question is and may miss deeper insights. intended to measure. Bipolar Questions: Yes/No or Agree/Disagree Administering Questionnaires questions; should be used sparingly. Can be conducted through various methods Probes: Follow-up questions that delve like personal administration, mailing, or deeper into previous answers. electronically. Arranging Questions Pyramid Structure: Starts with specific questions, moves to general. Funnel Structure: Begins with general questions, narrows down to specifics. Diamond Structure: Combines both approaches for flexibility and thoroughness. Closing the Interview