Systems analysis and design is the process of designing, building, and maintaining information systems. Organizations hire systems analysts because they have both technical and managerial expertise. The systems development life cycle describes the life of an information system from conception to retirement and includes phases for system identification, analysis, design, implementation, and maintenance. There are various approaches that can be taken for systems development such as prototyping, rapid application development, and outsourcing development to third parties.
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Information Systems Development and Acquisition
1. Oleh:
Daniel Gunawan - 10110310005
Yonathan Hadiputra - 10110310011
Benyamin Reggy Sianipar - 10110310025
David - 10110310035
Adrian Stefan - 10110310065
Yoel Dennis Salim - 10110310069
Andrey Raharja - 10110310076
2. Systems analysis and design – the process of designing,
building, and maintaining information systems
The individual who performs this task is called
Systems analyst
Organization wants to hire System analyst because
they have both technical and managerial expertise.
3. Evolution of IS development
From “art” to a “discipline”: In the early days of
computing it was considered an art that a very few
people could master
Standardized development methods: The techniques
used to build an IS varies greatly from individual to
individual. It was very difficult to integrate and
maintain. To address this problem, info. Sys.
professionals decided to use a disciplined approach of
introducing common methods, techniques, and tools for
building information systems
Software engineering: This evolution led to the use of the
term software engineering to define what system analyst
& programmer do.
4. Options for Obtaining Information Systems
1. Build your own
2. Buy a prepackaged system from a software
development company or consulting firm.
Example: Payroll system.
3. Outsource development to a 3rd
party: outside
organization custom build a system to an
organization’s specifications. Good option when
an organization does not have adequate
resources or expertise.
4. End user development: Individual users and
departments build their own custom systems to
support their individuals. Example MS. Excel.
5.
6. System Construction Process
1. Identify a large IT problem to solve
2. Break the large problem into several
smaller, more manageable pieces
3. Translate each “piece” (small problem)
into computer programs
4. Piece together each program into an
overall comprehensive IS that solves the
problem
7. The Role of Users in the Systems Development
Process
It is important for all members of the organization
to understand what is meant by system
development and what activities occur.
Effective partnership: A close and mutually
respectful working relationship between analysts
and users is a key to project success.
8.
9. Systems Development Life Cycle (SDLC)
- describes the life of an information system from
conception to retirement.
1. System identification, selection, and planning
2. System analysis
3. System design
4. System implementation
5. System maintenance
10. Phase 1: System Identification, Selection, and
Planning
Undertake only those projects critical to mission,
goals, and objectives
Select a development project from all possible
projects that could be performed
Different evaluation criteria used to rank potential
projects
Steps in the Systems
Development Process
11. Phase 1: System Identification, Selection, and
Planning
Evaluation criteria
Strategic alignment: The extent to which the project is viewed as
helping the organization achieve its strategic objectives an d long-
term goal.
Potential benefits: The extent to which the project is viewed as
improving profits, customer service, and the duration of the
benefits
Potential costs and resource availability: The number and types of
resources the project requires and their availability
Project size / duration: The number of individuals and the length
of time needed to complete the project
Technical difficulty / risks: The level of technical difficulty
involved to complete the project within a given time and resources
Steps in the Systems
Development Process
12. Phase 2: System Analysis
Collecting System Requirements: Requirement collection is
process of gathering and organizing information from users,
managers, business processes, an documents to understand how
a proposed system should work
System analysts use a variety of techniques to collect system
requirements
Interviews: analysts interview people
Questionnaires: analysts design and administer surveys.
Observations: analysts observe workers at selected times
Document analysis: analysts study business documents
Critical Success Factors (CSF): analysts ask each person to
define her own personal CSFs.
Joint Application Design (JAD): Special type of a group
meeting where all users and analysts meet at the same time
Steps in the Systems
Development Process
13. Phase 2: System Analysis
Modeling Organizational Data: To construct an
information system, systems analysts must
understand what data the information system
needs in order to accomplish the intended tasks. To
do this they use data modeling tools to collect and
describe data to users.
Entity Relationship Diagram (ERD)
Modeling Organizational Processes and Logic
Data flows
Processing logic
Steps in the Systems
Development Process
14.
15. Phase 3: System Design
Designing forms and reports
Designing interfaces and dialogues
Designing databases and files
Designing processing and logic
Steps in the Systems
Development Process
16. Phase 4: System Implementation
Software programming
Software testing
Developmental: Programmers test the correctness of
individual modules and the integration of multiple
modules
Alpha: Software tester tests whether it meets design
specifications
Beta: Actual system users test the capability of the
system in the user environment with actual data
Steps in the Systems
Development Process
17. Phase 4: System Implementation
System conversion
Parallel
Direct
Phased
Pilot
System documentation, training, and support
User and reference guides
Training and tutorials
Installation procedures and troubleshooting guides
Steps in the Systems
Development Process
18.
19. Phase 5: System Maintenance
Maintenance process steps:
1. Obtain maintenance request
2. Transform requests into changes
3. Design changes
4. Implement changes
Steps in the Systems
Development Process
20. Phase 5: System Maintenance
Maintenance types:
1. Corrective maintenance
2. Adaptive maintenance
3. Perfective maintenance
4. Preventive maintenance
Steps in the Systems
Development Process
21.
22. Prototyping
Rapid Application Development (RAD)
Object-Oriented Analysis & Design (OOA&D)
Other Approaches to Designing
and Building Systems
24. 1. Limited IS staff
2. IS staff has limited skill set
3. IS staff is overworked
4. Problems with performance of IS staff
Need for Alternatives to Building
Systems Yourself
25. External acquisition
1. System identification, selection and planning
2. Systems analysis
3. Development of a request for proposal (RFP)
4. Proposal evaluation
5. Vendor selection
Common Alternatives to In-house
Systems Development
26. Outsourcing – the practice of turning over
responsibility of some to all of an
organization’s information systems
development and operations to an outside
firm
Common Alternatives to In-house
Systems Development
27. Why Outsource?
Cost and quality concerns
Problems in IS performance
Supplier pressures
Simplifying, downsizing, and reengineering
Financial factors
Organizational culture
Internal irritants
Common Alternatives to In-house
Systems Development
28. Managing the IS outsourcing relationship
Strong CIO oversight
Measurement of milestones, costs, and benefits
Customer relationship management
Not all outsourcing relationships are the
same
Basic relationship
Preferred relationship
Strategic relationship
Common Alternatives to In-house
Systems Development
29. End-user development
Benefits of end-user development
Encouraging end-user development
End-user development pitfalls
Common Alternatives to In-house
Systems Development
Notas del editor
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build. After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development. Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.