This presentation is detailed PPT on Management Information System. Infact it is a combination of various presentations that are downloaded from the internet.
The presentation is self explanatory and is very helpful for Management and Commerce students
2. SYSTEM CONCEPT
Definition of a system
A system is an orderly grouping of
interdependent components linked
together according to a plan to achieve
a specific objective.
3. Three basic implications of a
system
Must be designed to achieve a
predetermined objective
Interrelationships and interdependence
must exist among the components
The objectives of the organisation as a
whole have a priority than the objectives
of the sub system
4. A system is a set of elements (often called 'components'
instead) and relationships which are different from
relationships of the set or its elements to other elements
or sets.
Most systems share common characteristics, including:
Systems have structure, defined by
components/elements and their composition;
Systems have behavior, which involves inputs,
processing and outputs of material, energy, information,
or data;
Systems have interconnectivity: the various parts of a
system have functional as well as structural
relationships to each other.
Systems may have some functions or groups of
functions
5. Elements or components of a
system
Input - Capturing and assembling
Processor - transformation
Outputs - value to user
Controls - guides the system
Feedback - actual against standard
Environment - Super system
Boundaries and interface -limits when
interfaces with another
6. Characteristics of system
Organisation - Structure &
Order
Interaction -
Interdependence -
Integration - Holism
Central objective - Common goal
7. Systems thinking
Systems Thinking has been defined as an approach to
problem solving, by viewing "problems" as parts of an
overall system, rather than reacting to specific part,
outcomes or events and potentially contributing to
further development of unintended consequences.
Systems thinking is not one thing but a set of habits or
practices within a framework that is based on the
belief that the component parts of a system can best
be understood in the context of relationships with
each other and with other systems, rather than in
isolation.
Systems thinking focuses on cyclical rather than linear
cause and effect.
12. Information System
The information system is a system of group of
interrelated components working together
towards a common goal by accepting inputs and
producing outputs in an organized
transformation process.
In this system there are three basic components or
functions are involved. i.e., Input, Processing
and Output.
13.
14.
15.
16. 1. Office Automation Systems
2. Transaction Processing Systems
3. Decision Support Systems
4. Management Information Systems
5. Expert Systems
Types of Information Systems
17. • Office automation systems are used to automate routine office tasks, such
as the creation of documents, billing, and others.
• Office automation systems can be built from off-the-shelf applications –
standard productivity software that most users are familiar with.
• In some office systems, commercial software may be customized to
perform specific tasks, but this is not always necessary.
Office Automation Systems
18. • A transaction processing system is used to handle the processing and
tracking of transactions.
• A transaction is an event that can occur as a series of steps, such as taking
and fulfilling an order from a customer.
Types of Information Systems -
Transaction Processing Systems
19.
20. • A decision support system collects various types of business data, and is
used to generate special reports that help managers make decisions.
• A decision support system may use data from a company's transaction
processing system and from external sources, such as stock market reports,
information about competitors, and so on.
• These systems provide highly tailored, structured reports that can be used
for very specific business situations.
Types of Information Systems -
Decision Support Systems
21. Input and feedback
Query, model and
analysis results
Interaction
Manager or
Staff Specialist
Decision Support
Software
Mathematical modeling tools
Database manager
External Data Sources
Governmental
Customers and
Supplies
Competition and
global markets
22. • A management information system (MIS) is designed to provide
information that is design for use by different types of managers.
• This type of system can create reports that meet the needs of managers at
different levels.
• Senior-level managers need different types of information than mid- or
low-level managers. These people may need entirely different types of
information, or to view the same type of information in unique ways.
Types of Information Systems -
Management Information Systems
23. • An expert system is a specialized information system that performs tasks
normally done by people, such as making decisions.
• Expert systems are used to approve bank loans, make large-scale purchasing
decisions, and assist with medical diagnoses.
• Expert systems rely on huge, detailed databases (knowledge bases). Special
software, called an inference engine, analyzes data to answer questions or
make choices.
Types of Information Systems –
Expert Systems
24.
25. What is MIS?
Right Information
To the right person
At the right place
At the right time
In the right form
At the right cost
26. MIS
Definition
"An integrated user-machine system for
providing information to support
operations, management and decision
making functions in an organization. The
system utilizes computerized and
manual procedures; models for analysis,
planning, control and decision making;
and a database."
27. What is Management
Information System?
(MIS) are designed to provide past, present, and future routine
information appropriate for planning, organizing, and controlling
the operations of a functional area in an organization
A manual or computerized system that collects, processes, and
reports data needed to manage a planning delivery system.
An 'MIS' is a planned system of the collecting, processing,
storing and disseminating data in the form of information needed
to carry out the functions of management
28. MIS
o MIS refers broadly to a computer- based system
that provides managers with the tools for
organizing, evaluating and efficiently running
their departments.
o In order to provide past, present and prediction
information, an MIS can include software that
helps in decision making, data resources such
as databases, the hardware resources of a
system, decision support systems, people
management and project management
applications, and any computerized processes
thatenable the department to run efficiently
29. Characteristics of MIS
Management oriented
Management directed
User-machine system
Integrated system
Involves large planning
Sub systems
Data base
Information as a resource
Flexibility in use
30. Historical Perspective
•Electronic data processing (EDP),
•transaction processing systems (TPS)
•Decision support systems (DSS) was born
•Executive information systems EIS
•Expert systems
•Knowledge management systems
•Enterprise Resource Planning (ERP) systems.
•MIS to e-commerce
31. History of the Role of IS
Data
Processing
Management
Reporting
Decision
Support
Strategic &
End User
Electronic
Commerce
1950-1960 1960-1970 1970-1980 1980-1990 1990-2000
Electronic
Data
Processing
- TPS
Management
Information
Systems
Decision
Support
Systems
- Ad hoc
Reports
End User
Computing
Exec Info Sys
Expert Systems
SIS
Electronic
Business &
Commerce
-Internetworked
E-Business &
Commerce
33. Typical Inputs and Outputs
Inputs: Information from the TPS
Outputs: hard and softcopy reports
Scheduled reports
On-demand reports
Key-indicator (business
fundamentals)
Exception reports
MIS 175 Spring 2002 Chapter 10 33
34. STRUCTURE OF MIS
MIS Structure may be described by variety of
different approaches, such as:
1. Physical components
2. IS Processing functions
3. Decision support (Structured & Un
structured)
4. Levels of management activities
5. Organisational functions
36. 2. Processing functions
(What system does)
1. To process transactions
2. To maintain master files
3. To produce reports
4. To process enquiries
5. To process interactive support
applications
37. 3. Based on output for
users
1. Transaction documents – sales invoice,
etc
2. Preplanned reports
3. Preplanned inquiries
4. Adhoc reports
5. User Machine dialog
38. 5. Based on organisational
functions
Matrix of functional subsystems and management
activities such as strategic planning,
management control, operational control,
transaction processing
o Sales & Marketing subsystem
o Production subsystem
o Logistics subsystem
o Personnel subsystem
o Finance & accounting subsystem
o Information processing subsystem
o Top management subsystem
39. Impacts of MIS
Economic Impact
Transaction Cost Theory
Organiastional & Behavioural Impact
IS flattens organisations
Virtual organisations
Organisational resistance to change
40. Planning of MIS involves the following
steps:
Defining the problem or decision area
System objectives
Establishing system constraints:
Determining information needs:
Determination of information sources:
Finding out alternative solutions:
Evaluating alternative solutions:
Selecting the best alternative:
Preparation of design report:
Implementing and monitoring the selected alternative:
Documentation
41. Decision Levels
Decision
Level
Description Example Type of Information
Strategic Competitive advantage,
become a market leader.
Long-term outlook.
New product that
will change the
industry.
External events, rivals,
sales, costs quality,
trends.
Tactical Improving operations
without restructuring the
company.
New tools to cut
costs or improve
efficiency.
Expenses, schedules,
sales, models, forecasts.
Operations Day-to-day actions to keep
the company functioning.
Scheduling
employees,
ordering supplies.
Transactions,
accounting, human
resource management,
inventory.
42. Why Study IS?
Information Systems Careers
Systems analyst, specialist in enterprise resource planning
(ERP), database administrator, telecommunications specialist,
consulting, etc.
Knowledge Workers
Managers and non-managers
Employers seek computer-literate professionals who know how
to use information technology.
Computer Literacy Replacing
Traditional Literacy
Key to full participation in western society
42
43. Functions of MIS
1. data processing
It includes the collection, transmission, storage,
processing and output of data. It simplifies
the statistics and reduces to the lowest cost
by supplying an unified format.
2. function of prediction
It predicts the future situation by applying
modern mathematics, statistics or
simulation.
44. 3. function of plan
It arranges reasonably the plans of each
functional department in accordance with the
restrictions afforded by enterprises and provides
the appropriate planning reports according to
different management.
4. function of control
It monitors and inspects the operation of plans
and comprises with the differences between
operation and plan in accordance with the data
afforded by every functional department, and be
assistant to managers to control timely each
method by analyzing the reasons why the
differences comes into being
45. 5. function of assistance
It derives instantly the best answers of
related problems by applying to various
of mathematics' mode and analyzing a
plentiful data stored in computers in the
hope of using rationally human
resource, financial resource, material
resource and information resource for
relative abundant economic benefits.
46. Functional Aspects of MIS
MIS is an integrated collection of
functional information systems, each
supporting particular functional areas.
Schematic
48. Financial MIS
Provides financial information to all financial
managers within an organization.
MIS has many responsibilities to the accounting
function. Payroll processing and reporting, as well
as tax accountability are major functions for the
MIS department. In addition, all reporting and
documentation for payroll and tax matters fall to
MIS. Weekly, monthly, quarterly and year-end
reporting to management are also important duties
for MIS. Compliance with all federal, state and
local agencies, as well as reports to both
governmental agencies and management are also
vital for your MIS department. Schematic
49. Financial statements
Uses and management
of funds
Financial statistics
for control
Operational
databases
Databases
of valid
transactions
for each
TPS
Transaction
processing
systems
Business
transactions
Business
transactions
Internet or
Extranet
Financial
MIS
Business
transactions
Databases of
external data
Databases of
internal data
Financial
DSS
Financial
ES
Financial
applications
databases
Customers,
Suppliers
50. Inputs to the Financial
Information System
Strategic plan or corporate policies
Contains major financial objectives and often
projects financial needs.
Transaction processing system (TPS)
Important financial information collected from
almost every TPS - payroll, inventory control,
order processing, accounts payable, accounts
receivable, general ledger.
External sources
Annual reports and financial statements of
competitors and general news items.
51. Financial MIS Subsystems and
Outputs
Financial subsystems
Profit/loss and cost systems
Auditing
Internal auditing
External auditing
Uses and management of funds
52. Manufacturing MIS
Schematic
Perhaps no other department depends on your MIS department more
than operations. Sales and profits information must be received at least
daily in order for your company to operate properly. Staffing decisions,
including scheduling assignments, are based on reports generated
through your MIS department. Monthly, quarterly and yearly financial
statements, as well as expense reporting information must be received by
operations from your MIS associates. Without MIS input, operations is
literally flying blind and cannot function properly in this highly competitive
environment.
53. Quality control reports
Process control reports
JIT reports
Operational
databases
Databases
of valid
transactions
for each
TPS
Transaction
processing
systems
Business
transactions
Business
transactions
Internet or
Extranet
Manufacturing
MIS
Business
transactions
Databases of
external data
Databases of
internal data
Manufacturing
DSS
Manufacturing
ES
Manufacturing
applications
databases
Customers,
Suppliers
MRP reports
Production schedule
CAD output
54. Inputs to the Manufacturing
MIS
Strategic plan or corporate policies.
The TPS:
Order processing
Inventory data
Receiving and inspecting data
Personnel data
Production process
External sources
55. Manufacturing MIS Subsystems
and Outputs
Design and engineering
Master production scheduling
Inventory control
Manufacturing resource planning
Just-in-time inventory and manufacturing
Process control
Computer-integrated manufacturing (CIM)
Quality control and testing
56. Marketing MIS
marketing function depends on MIS for many of
its most important activities. Sales and product
analysis information is required and generated
daily by your MIS department. Ordering
information, from which product details are
generated, must be quickly and accurately
received through the function of MIS associates.
Decisions on product placement, as well as
marketing strategies are created through the
efforts of MIS reports. Marketing management
makes all major decisions after analysis of data
generated by your MIS team.
Schematic
57. Sales by customer
Sales by salesperson
Sales by productOperational
databases
Databases
of valid
transactions
for each
TPS
Transaction
processing
systems
Business
transactions
Marketing
MIS
Databases of
external data
Databases of
internal data
Manufacturing
DSS
Manufacturing
ES
Marketing
applications
databases
Pricing report
Total service calls
Customer satisfaction
58. Inputs to Marketing MIS
Strategic plan and corporate policies
The TPS
External sources:
The competition
The market
59. Marketing MIS Subsystems and
Outputs
Marketing research
Product development
Promotion and advertising
Product pricing
60. Human Resource MIS
Human Resources relies heavily on your MIS
department. All benefits information, from
program administration fall to the MIS
department to implement and track.
In addition, the training and development
department relies on MIS to enroll and monitor
participants in their training program through
their learning management systems.
Performance reviews and salary administration
also must be managed through your MIS
department. All reports for all employees also
are a major accountability for the MIS team.
61. Benefit reports
Salary surveys
Scheduling reportsOperational
databases
Databases
of valid
transactions
for each
TPS
Transaction
processing
systems
Business
transactions
Human
Resource
MIS
Databases of
external data
Databases of
internal data
Manufacturing
DSS
Manufacturing
ES
Human
resource
applications
databases
Training test scores
Job applicant profiles
Needs and planning
reports
62. Inputs to the Human Resource
MIS
Strategic plan or corporate policies
The TPS:
Payroll data
Order processing data
Personnel data
External sources
63. Human Resource MIS
Subsystems and Outputs
Human resource planning
Personnel selection and recruiting
Training and skills inventory
Scheduling and job placement
Wage and salary administration
64. Other MISs
Accounting MISs
Provides aggregated information on accounts
payable, accounts receivable, payroll, and
other applications.
Geographic information systems (GISs)
Enables managers to pair pre-drawn maps or
map outlines with tabular data to describe
aspects of a particular geographic region.
65. DECISION SUPPORT
SYSTEMS
A decision support system is a computer application
that helps users analyze problems and make business
decisions more confidently. It uses data routinely
collected in organizations and special analysis tools
to provide information support to complex decisions.
DSS is more suited to handling unique and non-routine
decision problems. Each problem might require a
different approach to problem definition, analysis and
resolution.
66. DECISION SUPPORT
SYSTEMS DSS is designed to support managerial decision-making, usually,
at middle and top levels of management.
Decisions made at the top level are mostly futuristic and non-
repetitive in nature. Such decision situations are highly uncertain and
even specification of information requirements for decisions are
difficult.
They are classified as non-programmable or unstructured decision
situations. The cost of a wrong decision is usually very high, for
example a decision to sell off a line of business.
This is in sharp contrast to programmable or structured decisions
where the decision procedure can be well defined and every
information requirement can be pre-specified. Most of the decisions
taken at lower levels of management fall into this category.
67. CHARACTERISTICS OF DSS
It is designed and run by managers.
It contains a database drawn from internal files and external
environment.
It focuses on decision processes rather than on transaction
processing.
It is concerned with a small area of managerial activity or a small
part of a large problem.
It permits managers to test the probable results of alternative
decisions.
It supports decision-making, usually in solving semi-structured
complex problems.
It helps in refining managerial judgment applied to problem solving.
It improves managerial decisions and thereby managerial
effectiveness.
The decision maker retains control over decisions throughout the
decision process.
70. Executive Support System (ESS)
Management Information System (MIS)
Decision Support System (DSS)
Knowledge Management System (KMS)
Transaction Processing System (TPS)
Office Automation System (OAS)
TYPES OF INFORMATION SYSTEMS
71. An Executive Support System ("ESS") is
designed to help senior management make
strategic decisions.
Executive Support System
72. A management information system (“MIS”) is
mainly concerned with internal sources of
information and summarizes it into a series of
management reports.
Management Information
System
73. Decision-support systems ("DSS") are
specifically designed to help management make
decisions in situations where there is
uncertainty about the possible outcomes of
those decisions.
Decision Making System
74. Knowledge Management Systems ("KMS") exist
to help businesses create and share
information.
Knowledge Management
System
75. Transaction Processing Systems ("TPS") are
designed to process routine transactions
efficiently and accurately.
Transaction Processing
System
76. Office Automation Systems are systems that try
to improve the productivity of employee who
need to process data and information.
Office Automation System
77. Basically there are 5 components available.
Hardware
Software
Data
Procedures
People
Components of Information
System
78. The term hardware refers to machinery.
This category includes the computer itself,
which is often referred to as the central
processing unit (CPU), and all of its support
equipments.
Hardware
79. The term software refers to computer
programs and the manuals (if any) that support
them.
Software
80. Data are facts that are used by programs to
produce useful information.
Data
81. Procedures are the policies that govern the
operation of a computer system.
Procedures
82. People mean the end user of the Systems.
Every CBIS (Computer Based Information
System) needs people if it is to be useful.
People
84. The Systems Development
Life Cycle
The Systems Development Life Cycle
(SDLC) is a 6 step procedure The six
steps of the SDLC are:
1. Analysis of the Current System
2. Define the new System
Requirements
3. Design the new System
4. Develop the new System
5. Implement the new System
6. Evaluate and Maintain the System
85. Step 1: Analysis of the
Current System
an analysis of the current system
must be made to determine
problems, opportunities and
objectives.
The goal of systems analysis is to
obtain a clear understanding of the
system and its shortcomings and to
determine opportunities for
improvement.
86. Step 2: Define New
Requirements
A business could improve its MIS so that it
could handle more time cards per week. In
addition, it might want to add some features.
All of these would require changes to its
MIS.
Some required features could be:
Automatically update personnel file
Automatically calculate regular and OT
hours
Automatically generate weekly/yearly to date
figures
87. Step 3: Design the New
System
How the system is to be constructed is
determined. A computer specialist will be
brought in, and s/he will design the new
system.
The computer specialist has two goals to meet:
1. Design of the new system: Using design tools,
as well as systems flowcharts, program
flowcharts, etc., the computer specialist will
design the new system.
2. Controls and Security: Controls and security
passwords must be established here.
88. Step 4: Develop the New
System
After the system has been designed and
approved, it must be developed. This is
when the hardware and software is actually
acquired.
In addition, users must be trained on the new
system. Sometimes the vendors of the
software give training seminars. Also, any
new procedures or polices must be taught.
Lastly, the system must be tested.
89. Step 5: Implement the New
System
After the system has been developed and
tested, it must be implemented. According to
the type of organizations
Direct Implementation
Parallel Implementation
Phased Implementation
Pilot Implementation
90. Step 6: Post-implementation
Evaluation and Maintenance
After the system has been implemented,
and has been running for a few months,
an evaluation is made to determine if it
is meeting its objectives.
91. MIS Planning
The management information system needs
good planning. This system should deal with
the management information not with data
processing alone. It should provide support
for the management planning, decision
making and action. It should provide support
to the changing needs of business
management.
Following are the contents of MIS planning
92. 1. Set MIS Goals and
Objectives
It is necessary to develop the goal and
objectives for the MIS which will support the
business goals.
The MIS goals and objectives will consider
management philosophy, policy constraints,
Business risk, internal and external
environment of the organization and
business.
The goals and objectives of the MIS would be
so stated that they can be measured.
93. 2. Strategy for Plan
Achievement
a) Development Strategy : Ex. an online, batch
, a real time
b) System Development Strategy : Designer
selects an approach to system development like
operational verses functional, accounting verses
analysis.
c) Resources for the Development : Designer
has to select resources. Resources ca be in-
house verses external, customized or use of
package.
d) Manpower Composition : The staff should
have the staffs of an analyst, and programmer
94. 3. The Architecture of MIS
The architecture of the MIS plan
provides a system and subsystem
structure and their input, output and
linkage. It spells out in details the
subsystem from the data entry to
processing, analysis to modeling and
storage to printing.
95. 4. The System Development
Schedule
A schedule is made for development of the
system. While preparing a schedule due
consideration is given to importance of
the system in the overall information
requirements. This development
schedule is to be weighed against the
time scale for achieving certain
information requirements.
96. 5. Hardware and Software Plan
Giving due regards to the technical and
operational feasibility, the economics of
investment is worked out. Then the plan
of procurement is made after selecting
the hardware and software. One can
take the phased approach of investing
starting from the lower configuration of
hardware going to the higher as
development take place.
98. a) System development life
cycle
The system development life cycle have
following steps of development :
i) Systems Planning
ii) Systems Analysis
iii) Systems Design
iv) Systems Implementation
v) Systems Operation and Support (System
Maintenance)
99. b) Prototyping
Prototyping is the process of creating an
incomplete model of the future full-
featured system, which can be used to
let the users have a first idea of the
completed program or allow the clients
to evaluate the program
100. Systems Analyst
Systems analysts act as
Outside consultants to businesses
Supporting experts within a business
As change agents
Analysts are problem solvers, and
require communication skills
Analysts must be ethical with users and
customers
103. Operational Level
Transaction Processing System (TPS)
Process large amounts of data for routine business
transactions
Boundary-spanning
Support the day-to-day operations of the company
Examples: Payroll Processing, Inventory
Management
104. Knowledge Level
Office Automation System (OAS)
Supports data workers who share information, but do
not usually create new knowledge
Examples: Word processing, Spreadsheets, Desktop
publishing, Electronic scheduling, Communication
through voice mail, Email, Video conferencing
Knowledge Work System (KWS)
Supports professional workers such as scientists,
engineers, and doctors
Examples: computer-aided design systems, virtual
reality systems, investment workstations
105. Higher Level
Management Information System (MIS)
Support a broad spectrum of organizational tasks including decision
analysis and decision making
Examples: profit margin by sales region, expenses vs. budgets
Decision Support System (DSS)
Aids decision makers in the making of decisions
Examples: financial planning with what-if analysis, budgeting with
modeling
Expert System (ES)
Captures and uses the knowledge of an expert for solving a
particular problem which leads to a conclusion or recommendation
Examples: MYCIN, XCON
Mycin: expert system was designed to identify bacteria causing severe
infections, such as bacteremia and meningitis, and to recommend
antibiotics, with the dosage adjusted for patient's body weight
AI
106. Strategic Level
Executive Support System (ESS)
Helps executives by providing graphics to make unstructured strategic decisions in
an informed way
Examples: drill-down analysis, status access
For example, when viewing your company's total worldwide sales for each month
of this year, you might drill down to see October's sales by country, then again
to see October's sales in Afghanistan by product and so on.
Group Decision Support System (GDSS)
Permit group members to interact with electronic support “group think”
Examples: email, Lotus Notes
For example: polling, questionnaires, brainstorming, and scenario creation
Computer-Supported Collaborative Work System (CSCWS)
CDCWS is a more general term of GDSS
May include software support called “groupware” for team collaboration via network
computers
Example: video conferencing, Web survey system
107. The role of an analyst is to help
organizations understand the challenges
before them to make this transition and to
ensure that the needs and expectations of
the client are represented correctly in the
final solution.
108. Each company needs to define the specific
roles and responsibilities that an analyst
plays in their organization. However, the
general roles and responsibilities of an
analyst are defined below.
109. In general, the analyst is responsible for
ensuring that the requirements set forth by
the business are captured and documented
correctly before the solution is developed
and implemented.
110. . In some companies, this person might be
called a Business Analyst, Business Systems
Analyst, Systems Analyst or a Requirements
Analyst.
111. . While each of these titles has their
particular nuances, the main responsibility of
each is the same - to capture and document
the requirements needed to implement a
solution to meet the clients' business needs.
112. . If requirements are not captured and
documented, the analyst is accountable. If
the solution meets the documented
requirements, but the solution still does not
adequately represent the requirements of the
client, the analyst is accountable.
113. Process Responsibilities
Once the Analysis Phase begins, the
analyst plays a key role in making sure
that the overall project successfully
meets the client needs. This includes:
114. Analyzing and understanding the current state
processes to ensure that the context and
implications of change are understood by the
clients and the project team
Developing an understanding of how present
and future business needs will impact the
solution
Identifying the sources of requirements and
understanding how roles help determine the
relative validity of requirements
Developing a Requirements Management Plan
and disseminating the Plan to all stakeholders
115. Identifying and documenting all business,
technical, product and process requirements
Working with the client to prioritize and
rationalize the requirements
Helping to define acceptance criteria for
completion of the solution
116. Again, this does not mean that the analyst
physically does all of this work. There may
be other people on the team that contribute,
including the project manager. However, if
the finished solution is missing features, or if
the solution does not resolve the business
need, then the analyst is the person held
accountable.
117. Analyst Skills
Generally, analysts must have a good set of
people skills, business skills, technical skills
and soft skills to be successful. These
include:
118. Having good verbal and written
communication skills, including active
listening skills.
Being well organized and knowing good
processes to complete the work needed for
the project.
Building effective relationships with clients to
develop joint vision for the project.
Assisting the project manager by managing
client expectations through careful and
proactive communications regarding
requirements and changes.
119. Negotiating skills to build a final consensus
on a common set of requirements from all
clients and stakeholders.
Ensuring that stakeholders know the
implications of their decisions, and providing
options and alternatives when necessary.
120. Multiple Roles
Depending on the size of your projects, an
analyst’s time may be allocated one of the
following ways.
They may have a full-time role on a large
project.
They may have analyst responsibilities for
multiple projects, each of which is less than full
time, but the combination of which adds up to a
full-time role.
They may fill multiple roles, each of which
requires a certain level of skill and responsibility.
On one project, for instance, they may be both
an analyst and a beta tester.
