Chapter 1: Introduction to System Analysis and Design PDF

Introduction to System Analysis and Design PREPARED BY: MELANIE A. CRISOSTOMO What is a System? is a set of related components that produces specific results. Every system requires input data. Data Vs. Information Data consists of basic facts that are the system’s raw material. Information...

Introduction to System Analysis and Design PREPARED BY: MELANIE A. CRISOSTOMO What is a System? is a set of related components that produces specific results. Every system requires input data. Data Vs. Information Data consists of basic facts that are the system’s raw material. Information data that has been transformed into output that is valuable to users What is SAD? It is step-by-step process for developing high- quality information systems. IS – Information System combines information, technology, people, and data to support business requirements. IS handles daily business transactions, improves company productivity, and helps managers make sound decision Components of Information System Types of Information System Knowledge Work System (KWS) Management Information System Decision Support System Types of Information System Office Automation System Transaction Processing System Executive Support System Who Develops Information System? An I.T. department that includes SYSTEM ANALYST who plans, develop, and maintain Information Systems HOW I.T. IMPACTS OUR SOCIETY? Business utilize information technology as a weapon to Boost output Provide high quality goods and services Automation & Efficiency, Data Management & Analytics, Quality Control, Customer Experience, Supply Chain Management, Innovation & Flexibility Keep customers loyal Make wise choices I.T. can make the difference between success and failure in a highly competitive economy I.T. refers to the combination of Hardware Software Services that the people use to manage, communicate, and share information Information Technology I.T. is enabling a new digital economy where firms and individuals can profit greatly from advancements in hardware, software, and communication. Why do businesses prioritize IT budgets regardless of the state of the economy? Because businesses cannot afford to fall behind the IT curve when they expand. Businesses frequently employ IT to lower operating costs and boost productivity. How System Analyst understand the business? Business Process Modeling – used by the system analysts to represent company operation and information needs. It requires a business profile and a series of models that document business processes. Business Profile It is an overview of a Products company’s mission, Services functions, organization, Customers products, services, Suppliers customers, suppliers, competitors, constraints, Competitors and future direction. Constraints If you are the owner of Future direction Mcdonald’s what will be your Mission Functions Business Process It is a specific set of transactions, events, and results that can be described and documented. A business process model (BPM) graphically displays one or more business processes, such as Airline reservation system Filling a product order Updating a customer account New Kinds of Companies PRODUCT-ORIENTED SERVICE-ORIENTED - Manufactured computers, - includes vendors, routers, or microchips software developers, and service providers Examples are: ◦ ISP (Internet Service Providers) ◦ Outsourcing companies New Kinds of Companies Today, those distinctions are gone. Most successful IT companies offer a mix or products, services, and support. Value-added services such as consulting, financing, and technical support that can be more profitable than hardware. In 2009, the pre-tax income in software is 93% while 7% only for hadware. New Kinds of Companies Today, those distinctions are gone. Most successful IT companies offer a mix or products, services, and support. Value-added services such as consulting, financing, and technical support that can be more profitable than hardware. In 2009, the pre-tax income in software is 93% while 7% only for hardware. New Kinds of Companies Dot-com (.com) – Internet dependent firm. Google Yahoo! Amazon eBay Brick-and-Mortar – they conduct business primarily from physical locations. Lowe’s E-commerce or I-commerce Involves various hardware and software designs, but a typical model is a series of Web Pages that provide a user interface, which communicates with database management system software and a Web-based data server. Two main sectors of E-commerce B2C (Business-to-Consumer) B2B (Business-to-Business) Organizational Structure System Development Tools Systems Analysts must know how to use a variety of techniques such as: Modeling – that produces a graphical representation of a concept or process that systems developer can analyze, test, and modify Prototyping – prototype is an early working version of an information system where there is an opportunity to test the concepts and provides an opportunity to examine input, output, and user interfaces before final decisions are made. Computer-Aided Systems Engineering (CASE) Tools – it is a technique that uses powerful software, called CASE Tools System Development Methods Structured Analysis  Object-Oriented Analysis  Agile/Adaptive Methods System Development Methods Structured Object-Oriented Agile/Adaptive Analysis: Analysis: Methods: - Represents the - Views the system - Stresses intense system in terms in terms of team-based of data and the objects that effort processes that combine data - Breaks act upon that and processes. development data. - The objects process down - System represent actual into cycles or Development is people, things, iterations that organized into transactions, and add functionality. phases, with events. - Attempts to deliverables and reduce major milestones to risks by System Development Methods System Development Methods Structured Analysis It is a traditional systems development that is time-tested and easy to understand. Uses a series of phases called SDLC Systems Planning Usually begins with a formal request to the IT Department, called a systems request Systems request describes problems or desired changes in an information system or a business process. The purpose of this phase is to perform a preliminary investigation to evaluate an IT- related business opportunity or problem Systems Planning Preliminary Investigation is a critical step because the outcome will affect the entire development process. A key part of the preliminary investigation is the feasibility study. Feasibility study – reviews anticipated costs and benefits and recommends a course of action based on operational, technical, economic, and time factors. Feasibility Study Technical Feasibility – Examines if the technology or resources needed for the project are available and if the project can be implemented with existing or easily obtainable technology. Economic Feasibility – Assesses the cost- effectiveness of the project, including initial investments, operating costs, and potential returns on investment. Feasibility Study Legal Feasibility – reviews any legal requirements, regulations, and potential legal issues that might affect the project. Operational Feasibility – looks at whether the organization has the capabilities and resources to support the project in the long term. Schedule Feasibility – evaluates whether the project can be completed within a reasonable Systems Analysis The purpose of the systems analysis phase is to build a logical model of the new system. The first step is the requirements modeling where you investigate business processes and document what the new system must do to satisfy users. To understand the system, we use fact- finding techniques such as interviews, surveys, document review, observation, and Systems Design The purpose of this phase is to create a physical model that will satisfy all documented requirements for the system. At this stage, you design the user interface and identify necessary outputs, inputs, and processes. We make sure that in this stage we build a reliable, accurate, maintainable, and secure system. System Implementation In this stage, the new system is constructed. The programs are written, tested, and documented, and the system is installed. Systems Support and Security In this stage, I.T. staff maintains, enhances, and protects the system.  Maintenance changes correct errors and adapt to changes in the environment such as new tax rates. Enhancements that provide new features and benefits. Waterfall Model V-Model Incremental Model Rapid Application Development (RAD) Model Iterative Model Spiral Model Prototyping Agile IT Department Systems Analysts Investigates, analyzes, designs, develops, installs, evaluates, and maintains a company’s information systems. Responsibilities Technical Knowledge  Communication Skills  Business Skills  Critical Thinking Skills  Preliminary Investigation PREPARED BY: MELANIE A. CRISOSTOMO Strategic Planning - It is the process of identifying long-term organizational goals, strategies, and resources. - It looks beyond day-to-day activities and focuses on a horizon that is 3, 5, 10, or 20 years in the future. Why does a Systems Analyst need to know about Strategic Planning? Story of the 2 stonecutter. -Stonecutter 1: “I am cutting a stone” -Stonecutter 2: “I am building a cathedral” So it is with Information Technology. -Analyst 1: “I am using a CASE tool” -Analyst 2: “I am helping the company succeed in a major new business venture” Analyzation: It illustrates the difference between seeing tasks as individual, isolated actions vs. Seeing them as part of a larger, meaningful goal The comparison highlights why understanding strategic planning is essential. Analyzation: First Stone Cutter -Only sees the immediate task – cutting stones Second Stone Cutter - Understands that his work contributes to a larger purpose Analyzation: Analyst 1: -Focuses on specific tools or tasks – missing the bigger picture Analyst 2: - Understands the company’s strategic goals recognize that their work supports larger business objectives, such as - Driving innovation - Achieving long-term success. Why systems analyst must know about the company strategic plan? -To ensure that the solutions and systems they design are aligned with the company’s overall goals. -It helps ensure that the technology they implement contributes to the company’s success and it is not just about solving short-term problems. -By seeing the big picture, the analyst can make more informed decisions that have a lasting positive impact. Example of aligned system with the company goal: Company’s Strategic Goal: -The company wants to improve customer satisfaction, increase repeat purchases, and drive growth by providing a personalized shopping experience and offering fast delivery Example of a System Aligned with this Goal: - The company decides to invest in a Customer Relationship (CRM) system integrated with AI to offer personalized product recommendations and an efficient inventory management system. Example of not aligned system with the company goal: Company’s Strategic Goal: - The retail company wants to provide a seamless online shopping experience, increase its online presence, and streamline its checkout process to reduce cart abandonment rates. Example of a System Misaligned with this Goal: - The company decides to invest in a new inventory management system, but the chosen system is overly focused on tracking stock levels at physical store locations without addressing the online business or integrating with the company’s e-comer platform. Why the System is not Aligned? -Focusing on Physical Stores instead of E- Commerce (misalignment with online sales goal) - It does not integrate with the company’s e-commerce site to offer real-time inventory updates, leading to scenarios where customers order items online that are actually out of stock. -Ignoring Customer Experience (misalignment with customer experience goal) - The system does not support features like automatic restocking notifications or real-time tracking of online order fulfillment. Why the System is not Aligned? -Unnecessary complexity and costs (inefficiency for Business): - Requiring additional staff training and resources to manage in-store inventory tracking, - But provides little value to the company’s expanding online business - Wasted resources and misallocation of budget. Strategic Planning SWOT Analysis -It is a series of broadly worded questions that are necessary during the strategic planning of many companies. -It examines the Strengths, Weaknesses, Opportunities, and Threats of the company Strategic Planning SWOT Analysis - When the company performs its SWOT analysis, a long term strategic plan emerges. Strategic Planning -The strategic plan requires - Technical - Financial - Human resources - Information resources and Technology (provide by IT professionals) From the Strategic Plan to Business Results Purpos e Vision Values Strategic Planning -Company’s purpose, vision, Process Mission Statement and values - shape its mission Goals -statement which leads to goals -objectives Objective s -Business Operation integrated with I.T. and Information Business Other Corporate - other Business resultsresources corporate Technology Operation Resources -Stakeholders Business Results Stakeholde rs Purpose, Vision, and Values -Purpose - The reason a company exists - It defines its core mission and why it was created. - It answers the question: What is the company here to do? -Vision - The future the company aims to create. - It describes the company’s long-term aspiration and the impact it hopes to have on the world. - It answers: Where is the company going? Fictional Company: EcoTechnology Solution -PURPOSE: - To innovate and deliver sustainable technology solutions that reduce environmental impact and promote a greener future -VISION: - To become a global leader in sustainable technology, empowering businesses and individuals to achieve a net-zero carbon footprint through innovative and eco- friendly products. Fictional Company: EcoTechnology Solution -VALUES: 1. Sustainability, committed to developing products that minimize environmental impact and promote a greener planet. 2. Innovation, fostering creativity and continuously improve technologies to meet the evolving needs of customers and plant. 3. Integrity, operate with transparency, honesty, and a strong ethical foundation in everything. 4. Customer Focus, placing the needs of customers at the center o innovation, striving to exceed expectations and build long term partnership 5. Collaboration, believe in the power of teamwork, valuing the contributions of diverse perspectives in the pursuit Mission Statement - describes the company to its stakeholders; and - briefly states its overall purpose, products, services, and values. Stakeholders - Anyone affected by the company’s performance - Customers - Employees - Suppliers - Stockholders - Members of the community Goals -The mission statement is just the starting point. - The next step is to identify goals that will accomplish the mission. -EXAMPLE: - The company might establish one-year, three-year, and five-year goals for expanding market share. - Increase annual revenue by 15% over the next fiscal year by expanding into two new international markets. Objectives -To achieve those goals, the company develops a list of specific objectives with a shorter time frame. -Includes tactical plans, such as creating a new website and training a special customer support group to answer e-mail inquiries. -Objectives are translated into day-to-day operations, using IT and other vital resources. EXAMPLE: -If the goal is to increase Web-Based orders by 30% next year -A company might set quarterly objectives with monthly milestones. The Future -New industries, products, and services will require powerful information systems -The top management will expect IT departments to support the business enterprise. -E-commerce will continue to surge and the business environment will be dynamic and challenging -To some firms, intense change will be threatening, to others it will represent opportunity. Reasons for Systems Projects -SYSTEMS REQUEST - The starting point for a project - A formal way of asking for IT support. - Its purpose might be enhancements for an existing system - Corrections of problems or development of an entirely new information system Reasons for Systems Projects Improved Service Better Reduced Performan Cost ce SYSTEMS REQUEST More Strong Informati Controls on Reasons for Systems Projects -IMPROVED SERVICE - Often aimed at improving service to customers or users within the company -Examples of valuable services and increased customer satisfaction. - Allowing mutual fund investors to check their account balances on a Website. - Storing data on rental car customer preferences - Creating an online college registration system Reasons for Systems Projects -BETTER PERFORMANCE - The current system might not meet performance requirements -Example - A system responds slowly to data inquiries at certain times - Unable to support company growth - Performance limitations also result when a system that was designed for a specific hardware configuration becomes obsolete when new hardware is obsolete Reasons for Systems Projects -MORE INFORMATION - The system might produce information that is insufficient, incomplete, or unable to support the company’s changing information needs. -Example - A system that tracks customer orders might not be capable of analyzing and predicting market trends (use for planning) - Because managers use these information in decision making and for planning, designing, and marketing new products and services Reasons for Systems Projects -STRONGER CONTROLS - It ensures data is accurate and secure - Controls to prevent unauthorized access such as - Passwords - Levels of user access - Encryption - Coding of data Reasons for Systems Projects -STRONGER CONTROLS - Sophisticated access control such as - Devices that scan a person’s retina - Finger print biometrics - Face recognition - What sill happen if the controls are weak? - It can allow data entry errors or unauthorized access. - Note: Controls must be effective without being excessive. - Could you give examples of stronger controls you have encountered? Reasons for Systems Projects -REDUCED COST - The current system could be expensive to operate or maintain as a result of technical problems, design weaknesses, or the changing demands of the business. - Adapt new system that be more effective and provide better support for long-term objectives. Factors Affecting Systems Projects Strategic Plan Top Managers Technology User Request Suppliers I.T. Department Customers Existing Sys tems and D Competitors ata Government Economy Factors Affecting Systems Projects -STRATEGIC PLAN - Sets the overall direction for the firm and has an important impact on IT projects. - Company goals and objectives that need IT support generate systems requests and influence IT priorities. - It stresses that technology creates a favorable climate for IT projects that extends throughout the organization. Factors Affecting Systems Projects -USER REQUEST - Users rely more heavily in information technology to perform their jobs Examples: - a more powerful sales analysis report – a network that link all ales locations - an online system for customers to check their order status instantly Factors Affecting Systems Projects -TOP MANAGEMENT DIRECTIVES - Prime source of major systems projects - Directives that often result from strategic business decision that requires I.T. Systems - More decision making or better support for mission critical information system. Factors Affecting Systems Projects -USER REQUEST - Users rely more heavily in information technology to perform their jobs Examples: - a more powerful sales analysis report – a network that link all ales locations - an online system for customers to check their order status instantly Factors Affecting Systems Projects -EXISTING SYSTEM - Errors or problems in existing systems can trigger request for systems projects -INFORMATION TECHNOLOGY DEPARTMENT - Many systems request comes from IT Department - IT staff members often make recommendation based on their knowledge of business operations and technology trends Factors Affecting Systems Projects -ECONOMY - Firms need to be ready with scalable systems that can handle additional volume and growth -TECHNOLOGY - Technology is the basic force in business and society in general. - Reshape existing business operations - Examples such as - QR coding of Payment / Barcode - Online payment Factors Affecting Systems Projects -GOVERNMENT - Data Privacy Act of 2012 (RA 10173) - The Data Privacy Act provides for the protection of personal information. It also established the National Privacy Commission as the lead agency to implement the provisions of this law and to ensure the country's compliance with international standards of data protection. - Republic Act No. 11032 – Ease of Doing Business Act - To eliminate bureaucratic red tape, avert graft and corrupt practices and to promote transparency and sustain ease of doing business, the DICT shall be primarily responsible in establishing, operating and maintaining a CBP or other similar technology, as the DICT may prescribe. - Cybercrime Prevention Act of 2012 (RA 10175) - An Act Defining Cybercrime, Providing for the Prevention, Investigation, Suppression and the Imposition of Penalties Therefor and for Other Purposes Factors Affecting Systems Projects -SOFTWARE AND HARDWARE VENDORS -New versions of software or new hardware models appear, companies make decisions that affect existing systems and trigger systems request. -COMPETITORS -Competition drives many information systems decisions. - If one cellular telephone provider offers a new type of digital service, other firms must match the plan in order to remain competitive. Factors Affecting Systems Projects -CUSTOMERS - Customer service is vitally important, and information systems that interact with customers receive top priority in most firms. - Technical support - Online inventory system - Web-based order entry systems. -SUPPLIERS - EDI (Electronic Data Interchange) EVALUATION OF SYSTEMS REQUESTS - SYSTEMS REVIEW COMMITTEE - Also called as computer resources committee. - The committee will use the combined judgment and experience of several managers to evaluate systems project.  Systems Request Form - When a system request form is received, the system analyst or IT manager examines it to determine what IT resources (staff and time) are required for preliminary investigation - a designated manager will examine the form and decides whether to proceed with the preliminary investigation SYSTEM REVIEW COMMITTEES IN LARGER COMPANIES -The committee will evaluate the system request -It offers a broader range of experience and knowledge. -Set priorities more effectively and with less bias. -It includes IT director and several managers from various departments. -IT director acts as a technical consultant to inform the committee of critical issues SYSTEM REVIEW COMMITTEES IN LARGER COMPANIES -ADVANTAGES OF THE COMMITTEE - A broad perspective helps in decision-making. - Less likelihood of individual bias -DISADVANTAGES OF THE COMMITTEE - Delays may occur due to scheduling meetings. - E-mail and teleconferencing are used to avoid delays. - Internal politics may influence decisions, favoring departmental requests. SYSTEM REQUESTS SMALLER COMPANIES - smaller companies often rely on one individual to evaluate system requests. -This person must have IT skills and consult with users and managers throughout the company. -The goal remains to evaluate requests and set priorities carefully, condiering business and operational needs. KEY CONSIDERATIONS IN EVALUATING SYSTEM REQUESTS - Whether using an individual or a committee, the main objective is to assess the feasibility of system requests and establish objective priorities. -Prioritization involves evaluating feasibility and impact based on company needs. -Example of requests are - Analyzing customer spending habits for future trend forecasting. - Adding a cellular link for service reps to access technical data instantly. - Redesigning customer statements with internet access for the accounting department. - Creating an inventory control system for the production team that integrates with suppliers. OVERVIEW OF FEASIBILITY STUDY FEASIBILITY STUDY -As a Systems Analyst should ask and find answers to the following important questions. -Is the proposal desirable in an operational sense? -It is a practical approach that will solve a problem or take advantage of an opportunity to achieve company goals? -Is the proposal technically feasible? -Are the necessary technical resources and people available for the project? -Is the proposal economically desirable? -What are the projected savings and costs. FEASIBILITY STUDY -As a Systems Analyst should ask and find answers to the following important questions. -Are other intangible factors involved, such as customer satisfaction or company image? -Is the problem worth solving, and will the request result in a sound business investment? -Can the proposal be accomplished within an acceptable time frame? FEASIBILITY STUDY -Fact-finding techniques that will help you obtain more information about a system requests. -Studying the organizational charts -Interviews -Reviewing documents -Observing operations -Surveying users OPERATIONAL FEASIBILITY -It means that a proposed system will be used effectively after it has been developed. -Questions to answer in performing Operational Feasibility Does management support the project? Do users support the project? Is the current system well liked and effectively used? Do users see the need for change? OPERATIONAL FEASIBILITY Will the new system result in a workforce reduction? If so, what will happen to affected employees? Will the new system require training for users? Is so, is the company prepared to provide the necessary resources for training current employees? Will users be involved in planning the new system right from the start? OPERATIONAL FEASIBILITY Will the new system place any new demands on users or require any operating changes? For example, will any information be less accessible or produced less frequently? Will performance decline in any way? If so, will an overall gain to the organization outweigh individual losses? Will customers experience adverse effects in any way, either temporarily or permanently? OPERATIONAL FEASIBILITY Will any risk to the company’s image or goodwill result? Does the development schedule conflict with other company priorities? Do legal or ethical issues need to be considered? TECHNICAL FEASIBILITY -Refers to the technical resources needed to develop, purchase, install, or operate the system. -Question to consider in assessing the technical feasibility of a system request Does the company have the necessary hardware, software, and network resources? If not, can those resources be acquired without difficulty? TECHNICAL FEASIBILITY Does the company have the needed technical expertise? If not, can it be acquired? Does the proposed platform have sufficient capacity for the future needs? If not, can it be expanded? Will a prototype be required? Will the hardware and software environment be reliable? Will it integrate with other company information systems, bot now and in the future? Will it interface properly with external systems operated by customers and suppliers? TECHNICAL FEASIBILITY -Will the combination of hardware and software supply adequate performance? Do clear expectations and performance specifications exist? -Will the system be able to handle future transaction volume and company growth? ECONOMIC FEASIBILITY -Projected benefits of the proposed system outweigh the estimated costs usually considered the total cost of ownership (TCO), which includes ongoing support and maintenance costs, as well as acquisition costs. -To determine the TCO, the analyst must estimate costs in each of the following areas: People, including IT staff and users. Hardware and equipment ECONOMIC FEASIBILITY Software, including in-house development as well as purchases from vendors. Formal and informal training Licenses and fees Consulting expenses Facility costs The estimated cost of not developing the system or postponing the project. ECONOMIC FEASIBILITY TANGIBLE BENEFITS oAre benefits that can be measured in dollars. oTangible benefits result from a decrease in expenses to an increase in revenues. Tangible benefits include:  A new scheduling system that reduces overtime.  An online package tracking system that improves service and decreases the need for clerical staff  An inventory control system that cuts excess inventory and eliminates production delays. ECONOMIC FEASIBILITY INTANGIBLE BENEFITS oAre advantages that are difficult to measure in dollars but are important to the company. Intangible benefits include:  A user-friendly system hat improves employee job satisfaction  A sales tracking system that supplies better information for marketing decisions.  A new website that enhances the company’s image. SCHEDULE FEASIBILITY -Means that a project can be implemented in an acceptable time frame. -When assessing the schedule feasibility, an analyst must consider the interaction between the time and costs. -ISSUES THAT RELATE TO SCHEDULE FEASIBILITY Can the company or the IT team control the factors that affect schedule feasibility? SCHEDULE FEASIBILITY Has management established a firm timetable for the project? What conditions must be satisfied during the development of the system? Will an accelerated schedule pose any risks? If so, are the risks acceptable? Will project management techniques be available to coordinate and control the project? Will a project manager be appointed/ EVALUATING FEASIBILITY The first step in evaluating feasibility is identifying and eliminating non-feasible system requests. A request may be deemed non feasible if it requires previously rejected hardware or software. Feasibility does not guarantee necessity; for instance, a simpler solution might involve training users instead of creating multiple versions of a report. EVALUATING FEASIBILITY Systems requests that are currently not feasible can later be rejected due to rising acquisition costs or changing conditions. Feasibility analysis is an ongoing task throughout the systems development process, as project conditions can evolve. OVERVIEW OF PRELIMINARY INVESTIGATION Interaction with Managers and Users -Before beginning the Preliminary Investigation, do the following - Send an email or memo to communicate with the organization to let the people know about the investigation. - Include in the email or memo your role in the project. -Key persons to meet during Preliminary Investigation - Managers - Users - IT staff SIX STEPS IN A PRELIMINARY INVESTIGATION SIX STEPS IN A PRELIMINARY INVESTIGATION PRELIMINARY INVESTIGATION REPORT Introduction The first section is an overview of the report. It contains a brief description of the system, the name of the person or group who performed the investigation, and the name of the person or group who initiated the investigation. System Request Summary The summary describes the basis of the systems request. SCHEDULE FEASIBILITY Findings Contains the results of your preliminary investigation, including a description of the project’s scope, constraints, and feasibility. Case for Action A summary of the project request and a specific recommendation. Management will make the final decision, but the IT department’s input is an important factor. SCHEDULE FEASIBILITY Project Roles This section lists the people who will participate in the project, and describes each person’s role. Time and Cost Estimates This section describes the cost of acquiring and installing the system, and the total cost of ownership during the system’s useful life. SCHEDULE FEASIBILITY Expected benefits This section includes anticipated tangible and intangible benefits and timetable that shows when they are to occur. Appendix An appendix is included in the report if you need to attach supporting information. SCHEDULE FEASIBILITY Project Roles This section lists the people who will participate in the project, and describes each person’s role. Time and Cost Estimates This section describes the cost of acquiring and installing the system, and the total cost of ownership during the system’s useful life.  Chapter 3: Management Systems Project PREPARED BY: MELANIE A. CRISOSTOMO Chapter 3: Managing Systems Projects -In this Chapter, you will learn about project management and how to plan, schedule monitor, and report on IT Projects -You will learn how to create a work breakdown structure -Identify task patterns -Calculate critical path -Learn how to use Gantt charts and PERT/CPM techniques to schedule and monitor projects Project Management -Project management for IT professionals includes - Planning - Scheduling - Monitoring and controlling - Reporting on information system development What Shapes a Project? - Completed on time - Within the budget - Deliver a quality product that satisfies users and meets requirements What Shapes a Project? What Shapes a Project? - if one factor changes, adjustments must be made because the factors interact constantly, a project manager must respond quickly. - for example, if an extremely time- critical project starts to slip, the project manager might - Trim some features - What Shapes a Project? - Many systems projects do fail - A report by The Standish Group noted that only a third of all software development projects were successful, in the sense that they met budget, schedule, and quality targets. -As per the chairman of Standish (Mr. Jim Johnson) said that improvement will require better project management tools, more iterative methods, better communication between project developers and users. What Does a Project Manager Do? - Project Manger or Project Leader - Usually is a senior systems analyst - IT department manager - If the project is large - Analyst / Programmer - Might manage smaller projects - Project Coordinator - It is an addition to the project manager, handles administrative responsibilities for the team and negotiates with users who might have conflicting requirements or want changes that would require additional time or expence What Does a Project Manager Do? - Project Planning - Project Scheduling - Project Monitoring - Project Reporting What Does a Project Manager Do? - Project Planning - Includes identifying all project tasks and estimating the completion time and cost of each. - Project Scheduling - Involves the creation of a specific timetable, usually in the form of charts What Does a Project Manager Do? What Does a Project Manager Do? What Does a Project Manager Do? -Project Monitoring - Requires guiding, supervising, and coordinating the project team’s workload - Monitor the progress and evaluate the results - Take corrective action when necessary to control the project and stay on target What Does a Project Manager Do? - Project Reporting - Includes regular progress reports to management, users, and the project team itself. - Effective reporting requires strong communication skills and a sense of what others want and need to know about the project. Questions: 1. Project management for IT professionals involves planning, scheduling, monitoring, and reporting on information system development.  True 2. A work breakdown structure is not necessary for managing IT projects  A work breakdown structure is a key part of managing IT projects 3. What are the techniques or tools may be used to schedule and monitor IT projects?  Gantt or PERT/CPM Questions: 4. Delivering a quality product that satisfies users and meet requirements is not a factor that shapes a successful project.  False – quality, time, and cost are the crucial factors that need to be considered in the success of the project. 5. A project manager must make adjustments if one factor changes in a project.  True 6. If a time-critical project starts to slip, the project manager should do nothing to change the plan.  False – if the project slip, the project manager should Questions: 7. It involves guiding, supervising, and coordinating the project team’s workload.  Project Monitoring 8. Project Coordinator is the same as the project manager  False: The project coordinator is an additional role that supports the project manager in handling administrative tasks and negotiating with users when changes arise. 9. It includes identifying all project tasks and estimating the completion time and cost of each  Project planning. Questions: 10.It involves the creation of a specific timetable, usually in the form of charts that show tasks, tasks dependencies, and critical tasks that might delay the project.  Project scheduling 11.Includes regular progress reports to management, users, and the project team.  Project Reporting 12.You will achieve a successful project if the time, cost, and quality are balanced.  True Questions: After three years with the company (Spring Forward Products), you recently were asked to manage several IT projects. You are confident that you have the technical skills you need, but you are concerned about morale at the company. There has been some downsizing, and many employees are worried about the future. As a longtime fan of the Dilbert cartoon strip, you know that maintaining morale can be a real challenge. Your current project involves a team of a dozen people, several of whom remind you of Dilbert and his coworkers. Questions: 1. What techniques might you use to motivate the team and inspire its members? 2. What are some things you might not want to do? Questions: 1. What techniques might you use to motivate the team and inspire its members? 2. What are some things you might not want to do? Project Activities and Planning Steps Project Activities and Planning Steps -Step 1. Create a Work Breakdown Structure (WBS) - Involves breaking a project down into a series of smaller tasks. - Before creating work breakdown structures, you should understand the two primary chart types: - Gantt Chart - PERT/CPM Chart Project Activities and Planning Steps - Gantt Chart - Developed for almost 100 years ago by Henry L. Gantt, a mechanical engineer and management consultant. - It is a horizontal bar chart that represents a set of tasks. Project Activities and Planning Steps - It is a chart that displays five tasks in vertical array - The position of the bar shows the planned starting and end time of each task - The length of the Project Activities and Planning Steps - Step by step procedure on how to create a Gantt Chart 1. Identify the tasks 2. Estimate the duration 3. Determine the dependencies 4. Create a timeline 5. Draw the Chart 6. Assign Resources 7. Monitor and Update Project Activities and Planning Steps ACTIVITY PREDECESS DURATION OR A - 3 B A 4 C A 2 D B 5 E C 1 F C 2 G D, E 4 H F, G 3 Project Activities and Planning Steps  Project Activities and Planning Steps ACTIVITY PREDECESS DURATION ACTIVITY START DATE END DATE OR A January 1 January 3 A - 3 B January 3 January 7 B A 4 C January 3 January 5 C A 2 D January 7 January D B 5 12 E C 1 E January 5 January 6 F C 2 F January 5 January 7 G D, E 4 G January January H F, G 3 12 16 Project Activities and Planning Steps Activity: Cleaning the House in One Saturday -Tasks: A. Clean the Kitchen (1 hour) B. Vacuum the Living Room (30 Minutes) C. Do Laundry (2 hours) D.Clean the Bathroom (45 minutes) E. Fold and Put Away Laundry (30 minutes) Reminder: -Prepare a short quiz for the next meeting Chapter 4: Data Flow Diagram PREPARED BY: MELANIE A. CRISOSTOMO What is a data flow diagram (DFD) - it is a graphical or visual representation that uses a standardized set of symbols and notations to describe a business’s operation through data movement. -They are often elements of a formal methodology such as Structured Systems Analysis and Design Method. -DFDs can resemble flow charts or Unified Modeling Language, but they aren’t meant to represent details of software logic. Symbols and Notations used in DFD Different DFD notations include the following: -Gane and Sarson -Yourdon and DeMarco -SSADM -UML, which is commonly used to map software architecture but can be used in DFDs Symbols and Notations used in DFD All DFD notions represent the following: Symbol Name Description External Entities Information enters from or exits the system being described Flows Define the movement of information to, from and within the system being described Stores Places where information is maintained or held, most often databases or database tables. Processes Transform Information Symbols and Notations used in DFD Symbols and Notations used in DFD Login Process Different DFD Levels and Layers -Level 0 – Also known as a Context Diagram, this is the highest level and shows a simple top-level view of the system being represented. Different DFD Levels and Layers -Level 1 – Processes in diagram 0 (with a whole number) can be exploded further to represent details of the processing activities. Different DFD Levels and Layers -Level 2 – Provides even more detail and continues to break down subprocesses as needed -Level 3 – While this amount of detail is uncommon, complex systems can benefit from representation at this level. Guideline for Developing Data-Flow Diagram -The context diagram must fit in one page -The process name in the context diagram should be the name of the information system. - For example, Grading System, Order Processing System, Registration System -The context level diagram gets the number 0 (level zero) Unique Name for Levels -Use unique names within each set of symbols. - For example, there can be only one entity CUSTOMER in all levels of the data-flow diagrams; - Or there can be only one process named CALCULATE OVERTIME among levels of data-flow diagrams. No Cross Line in DFD -One way to achieve this is to restrict the number of processes in a data-flow diagram. Right Complexity for Human Mind -7 + / - 2 Symbols -On lower-level data-flow diagrams with multiple processes, one should not have more than nine process symbols. -Another way to avoid crossing lines is to duplicate an external entity or data store. -Use a special notation such as an asterisk, to denote the duplicate symbol. Numbering Convention -Use a unique reference number for each process symbol. -Other process numbers are in the hierarchy of: - 1,2,3,…. - 1.1,1.2,1.3,…..,2.1,2.2,2.3 - 1.1.1,1.1.2,1.1.3,…. Rule of Data Flow WRONG RIGHT DESCRIPTION Frequently-made mistakes in DFD A second class of DFD mistakes arise when the outputs from one processing step do not match its inputs and they can be classified as: BLACK HOLES – a processing step may have input flows but no output flows Frequently-made mistakes in DFD MIRACLES – a processing step may have output flows but no input flows. Frequently-made mistakes in DFD GRAY HOLES – have input and output, but input is insufficient to produce output. Naming Convention of the DFD Symbols PROCESS SYMBOL The name consists of a VERB, followed by a SINGULAR NOUN Example: Apply Payment Calculate Commission Verify Order Naming Convention of the DFD Symbols DATA FLOW The name consists of a singular noun Example: Username Login Data Grade / Computed Grade Naming Convention of the DFD Symbols DATA STORE The name consists of PLURAL NOUN Example: User Accounts Inventories Accounts Receivable Order Daily Payments Naming Convention of the DFD Symbols ENTITY The name consists of SINGULAR NOUN Example: User Administrator Teacher Custodian Borrower DFD CHECKING GUIDELINES: 1. Ensure the DFD accurately represents your system. 2. Check data flow connections. 3. Identify and eliminate common errors. 4. Use consistent naming conventions. 5. Limit the number of processes per DFD 6. Verify diagram levels (if Hierarchical) 7. Check Diagram Clarity and Layout 8. Validate Against System Library Management System External Entities 1.Librarian 1. Manages book inventory and generates reports. 2. Interacts with the "Manage Inventory" and "Generate Reports" processes. 2.Library Users 1. Includes students and staff. 2. Interacts with the "Search Book," "Borrow Book," and "Return Book" processes. 3.Admin 1. Manages system users and oversees library operations. Library Management System 1.0 User Login Purpose: Authenticate library users (students, staff, or administrators). Inputs: User credentials (username, password). Outputs: Login confirmation, access to user profile. 2.0 Search Book Purpose: Allow users to search for books in the library catalog. Inputs: Book title, author name, ISBN, or keywords. Outputs: List of matching books with availability status. 3.0 Borrow Book Purpose: Facilitate book borrowing by users. Inputs: User ID, Book ID. Outputs: Borrow confirmation, updated book status in the system. Library Management System 4.0 Return Book Purpose: Handle the return of borrowed books. Inputs: User ID, Book ID. Outputs: Return confirmation, updated book status, fine calculation (if applicable). 5.0 Manage Inventory (Admin Only) Purpose: Enable library staff to manage book inventory. Inputs: New book details (title, author, ISBN), book updates, or removal requests. Outputs: Updated library catalog. Add Edit Delete book 6.0 Generate Reports Purpose: Generate reports such as borrowed books, overdue books, or fines collected. Inputs: Report criteria (date range, user type, etc.). Outputs: Reports in a readable format (PDF, CSV, etc.).