1 1 the world of the modern systems analyst and as a project manager lecture 1
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The World of the Modern Systems Analyst and as a
Project Manager
Lecture 1
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The Analyst
Business problem solver Has practical knowledge
Computers Programming
Understands business problems Uses logical methods for solving problems
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1Analyst’s Approach to Problem SolvingFigure 1-1
Verify that the benefits of solving the problem outweigh the costs
Research and understand the problem
Define the requirements for solving the problem
Develop a set of possible solutions (alternatives)
Define the details of the chosen solution
Monitor to make sure that you obtain the desired results
Decide which solution is best and make a recommendation
Implement the solution
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1Systems that Solve Business Problems
Information systems Collection of interrelated components that
collect, process, store, and provide as output the information needed to complete business tasks
Subsystems Their supersystems Functional decomposition
Dividing a system into components based on subsystems that are in turn, divided into smaller subsystems
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1Information System/Subsystem Figure 1-2
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1 Information Systems and Component Parts
Figure 1-3
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1System Boundary vs. Automation Boundary
Figure 1- 4
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1Types of Information Systems
Figure 1-5
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1Technical Knowledge and
Skills of the Analyst
Technology Understanding of Computers / Peripheral
devices
Tools Software packages Integrated development environments (IDEs) CASE tools / Support packages
Techniques Planning, analysis, design, construction,
implementation, and support
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1Business Knowledge and
Skills of the Analyst
Business functions
Organizational structure
Management techniques
Functional work processes
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1People Knowledge and Skills
of the Analyst
Understand how people: Think Learn React to change Communicate Work
Integrity and Ethics
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Environment Surrounding the Analyst
Types of technology systems encountered Desktop Networked desktops Client-server Mainframe Internet, intranet, and extranet
Job titles of systems analyst vary greatly
Places of employment vary from small businesses to large corporations
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1Analyst’s Role in Strategic Planning
Work on special projects affecting executives Business process reengineering
Involvement in strategic plan development process
Provide inputs to information systems strategic plan Application architecture plan Technology architecture plan
Implement enterprise resource planning (ERP) systems
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The Lecture Series
Introduction: The modern systems analyst and their role as project manager
Lecture 2: Systems analysis tasks
Lecture 3 and 4: Systems design tasks and relational data analysis
Lecture 5: Implementation and support
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The Analyst as a
Project Manager
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1Systems Development Lifecycle
(SDLC)
Three major activities Analysis: understanding business needs Design: conceptualizing computer-system
solution Implementation: construction, testing, and
installation
Two additional phases Project planning Support
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1IS Development Phases
Figure 2-1
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Planning Phase
Define problem
Confirm project feasibility
Produce project schedule
Staff the project
Launch the project
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Reasons for Project Failure
Incomplete or changing requirements
Limited user involvement
Lack of executive support
Lack of technical support
Poor Planning
Unclear objectives
Lack of required resources
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Reasons for Project Success
Clear system requirement definitions
Substantial user involvement
Support from upper management
Thorough and detailed project plans
Realistic work schedules and milestones
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1Activities of the Project Planning Phase
Figure 2-6
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Defining the Problem
Review business needs
Use planning documents
Develop list of expected business benefits
Identify expected system capabilities
Define requirements
Create system scope document
Create context diagram
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1System Context Diagram
Figure 2-8
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Producing Project Schedule
Develop work breakdown schedule List of tasks required for project Like an outline
Build a PERT/CPM chart Assists in assigning tasks Critical path method Tracking GANTT chart
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Confirming Project Feasibility
Economic Cost/benefit analysis Cash flow analysis
Organizational and cultural
Technological
Schedule
Resource
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Intangibles in Economic Feasibility
Costs and benefits cannot always be measured
Intangible Benefits Increased levels of service Customer satisfaction Survival Need to develop in-house expertise
Intangible Costs Reduced employee moral Lost productivity Lost customers or sales
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1Organizational and Cultural
Feasibility Each company has own culture
New system must fit into culture
Evaluate related issues for potential risks Computer competency Computer phobia Perceived loss of control Shift in power Fear of job changes Fear of employment loss Reversal of longstanding procedures
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Technological Feasibility
Does system stretch state-of-the-art?
Does expertise exist in-house for development?
Does a third party need to be involved?
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Schedule Feasibility
Interim evaluations to reassess completion dates
Realistic assumptions and estimates Completion date flexibility Involvement of experienced personnel Proper allocation of resources
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Resource Feasibility
Team member availability
Team skill levels
Equipment and supplies
Support staff
Physical facilities
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Project Staffing
Develop resource plan for the project
Identify and request specific technical staff
Identify and request specific user staff
Organize the project team into work groups
Conduct preliminary training and team building exercises
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Launching Project
Oversight committee is finalized and meets to give go-ahead
Formal announcement made
Key question: “Are we ready to start?”