l545 systems analysis & design week 4: september 23, 2008
TRANSCRIPT
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L545 Systems Analysis & Design
Week 4: September 23, 2008
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SLIS S556
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Tools for Group Work
Oncourse Group Spaces Discussion forum
Team Project Assignment Draft #1 due next week – project scheduling/info gathering
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Project Management Basics
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PM Main Processes Decision-making Communication Coordination …all support controlling the:
Deliverables
Quality
Schedule (time)Budget
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All Team Members Have Project + Project Management Duties
Project activities focus on producing the deliverable(s)
Project management activities focus on control of project: Decision-making, communication,
coordinating, planning, monitoring, assessing, controlling, changing
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Project Management Areas
Common
Sense
Project Management Institute “Areas”
WhoWhatWhenWhereHowWhy
HR—human resources
Scope, cost, quality, objectives, risk mgt
Time (schedules, milestones, due dates)
Coordination
Integration & coordination, communication
Quality control
http://www.pmi.org/info/default.asp
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Comparison of PM Models’ Phases
Lewis Model Haney Model PMI Model
1. Define 1. Start (set up) 1. Initiate
2. Plan Strategy 2. Do (middle) 2. Plan
3. Plan Implementation
3. Execute
4. Execute & Control
4. Monitor
5. Learning 3. Close out (finish)
5. Closing
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PM Phases and Activities Start (set up)
Define project goals: deliverables, due dates, quality Plan project: roles & responsibilities, schedules,
norms Do (middle)
Project tasks: interview, analyze, write report, etc PM tasks: monitor, assess, change
Close out (finish) Project tasks: deliver report & presentation Project management tasks: “lessons learned”
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PMI Model (2004)
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PMI Model (2004)
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PMI Model (2004)
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Project Management Process (Performance Knowledge Inc.)
Communicate Lead Build Team Negotiate Manage Conflict
Planning and Proposal
People
ProjectEvaluation
And Wrap-UpWork
Management
FinancialManagement
Client Relations
Plan Execute
MeasureUpdate
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Project Management Tips Spend more time (LOTS of time) on defining and
planning in the beginning Spend a lot of time on team process aspects
(expectations, rules of behavior, conflict mgt processes, etc.) in the beginning
Do not let problems build up—deal with them Set a schedule and stick to it Plan on ending all project activities before final
due date Communicate with the instructor about problems
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Project Team Formation
You have three chances to choose a project Rules:
You can stay in the same project for all the three times, if you’d like
Discuss everyone’s schedule If a person who wrote the project is there,
she/he will clarify questions about the project Otherwise, everyone will discuss the project
The third time is the final round
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Topics to Discuss as a Group
Process Regular meeting schedule Group norms Conflict resolution
Project Project objectives Deliverables Constrains Boundaries/scope Milestones
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PMI Model (2004)
Work Breakdown Structure
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Scheduling: Network Diagram (Information Gathering Plan/Scheduling)
Decide a project
Identify members’ expertise
Interview the client
Identify informants
Estimatetimeline
Write up the informationGathering plan
Identify observation occasions
Produce Gant chart or Network diagram
Identify documents
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Scheduling: Network Diagram (Sales Promotion Tracking System)
1
2
3
4
5
6 7
8
Requirementscollection
Screen design
Report design
Databasedesign
Userdocumentation
Programming Testing
Installation
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Scheduling: Sequence of Activities (Sales Promotion Tracking System)
ACTIVITY PRECEDING ACTIVITY
1. Requirements collection
--
2. Screen design 1
3. Report design 1
4. Database design 2, 3
5. User documentation 4
6. Programming 4
7. Testing 6
8. Installation 5, 7
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Scheduling: Gantt Chart (Sales Promotion Tracking System)
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Getting the Data
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Determining System Requirements (Valacich, et al., 2004)
Types of Deliverables
Specific Deliverables
Information collected from users
Interview transcripts
Questionnaire responses
Notes from observations
Meeting notes
Existing documents and files
Business mission & strategy statement
Sample business forms/reports/ computer displays
Procedure manuals
Flowcharts/documentations of existing systems
Training manuals
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SLIS S556
23Mainstream of Collecting System Requirements (Table 4-2, p. 122, Valacich, et al., 2004)
Interviews with individuals Questionnaires Observations of workers Document reviews Your own experience (see Block, Ch
11)
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Example of an Interview
http://www.youtube.com/watch?v=m4OvQIGDg4I&feature=related
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Interviews May want to use an interview guide:
Figure 4-2, p. 124, Valacich, et al., 2004 An example, p. 194, Block, 2000
Use an interview as a joint learning event Be personal (contextualized) –it’s helpful to
conduct observations first Pay attention to layers
(Block, 2000, p. 200)
General
specific
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Who to Interview—how many?
1-2 people in each role you identified as important to the focus
Collect data from 5-15 people in all
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Interviews (cont.) Guidelines for effective interviewing (Table
4-3, p. 123, Valacich, et al., 2004) Type your notes within 48 hours May want to send the notes back to the
interviewee (member checking) Thank the person Obtain a variety of perspectives
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Questionnaires Choosing questionnaire respondents
Convenient sampling Random sampling Purposeful sampling Stratified sampling
Designing questionnaires Reduce ambiguity (c.f., example on the Q about
backup)
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Interviews & Questionnaires
Pros Cons
Interviews
Questionnaires
Fill out the chart below
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Observation
Remember “Contextual Inquiry?”
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Document Reviews
Useful documents: A written work procedure (a ka. Job Aid)
May find needs for reorganization A formal system vs. an information system (c.f.,
work-to-order strike in France) A business form (c.f., artifact model) A report generated by current systems Documents that describe the current
information systems
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Modern Methods for Determining System Requirements
Join Application Design (see Figure 4-6, p. 135, Valacich, et al., 2004)
Prototyping Business process reengineering (BPR) See the checklist by Block (p. 203-206)
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Remember This!
“The resource the consultant has to offer is to clarify issues—layers of the problem—not to offer solutions” (Block, 2000, p. 200)