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PowerPoint Presentation for Dennis & Haley Wixom, Systems Analysis and Design

Copyright 2000 © John Wiley & Sons, Inc. All rights reserved.Slide 1

Systems Analysis Systems Analysis and Designand Design

Alan Dennis and Barbara Haley WixomJohn Wiley & Sons, Inc.

Slides by Fred Niederman



Copyright © 2000 John Wiley & Sons, Inc.

All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for redistribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.



Three Fundamental Analysis Strategies

Business process automation (BPA)Business Process Improvement (BPI)Business Process Reengineering (BPR)



BUSINESS PROCESS AUTOMATION



Business Process Automation

Goal:

Efficiency for users



Identifying Improvements in As-Is Systems

Problem AnalysisAsking users to identify problemsRarely finds significant monetary benefits

Root Cause AnalysisPrioritizing problemsTracing symptoms to their causes



Root Cause AnalysisSymptoms

ROOT CAUSES

Symptoms

Identify symptomsTrace each back to its causes



Root Cause Analysis Example



BUSINESS PROCESS IMPROVEMENT



Business Process Improvement

Introducing evolutionary changes



Duration Analysis

Calculate time needed for each process stepCalculate time needed for overall processCompare the twoDevelop process integration or parallelization



Activity-Based Costing

Calculate cost of each process stepConsider both direct and indirect costsIdentify most costly steps and focus improvement efforts on them



Benchmarking

Studying how other organizations perform the same business processInformal benchmarking

Check with customersFormal benchmarking

Establish formal relationship with other organization



BUSINESS PROCESS REENGINEERING



Business Process Reengineering

Radical redesignof business processes



Outcome Analysis

Consider desirable outcomes from customers’ perspective

Consider what the organization could enable the customer to do



Breaking Assumptions

Identify fundamental business rules

Systematically break each rule

Identify effects on the business if rule is broken



Technology Analysis

Analysts list important and interesting technologies

Managers list important and interesting technologiesThe group identifies how each might be applied to the business



Activity Elimination

Identify what would happen if each organizational activity were eliminated

Use “force-fit” to test all possibilities



Proxy Benchmarking

List similar industriesLook for techniques from other industries that could be applied by the organization



Process Simplification

Eliminate complexity from routine transactions

Concentrate separate processes on exception handling



Characteristics of Analysis Strategies

Business Business BusinessProcess Process ProcessAutomation Improvement Reeingineering

Potential Business Low-Moderate Moderate HighValue

Project Cost Low Low-Moderate High

Breadth of Analysis Narrow Narrow-Moderate Very Broad

Risk Low-Moderate Low-Moderate Very High



DEVELOPING AN ANALYSIS PLAN



Summary

The analysis process aims to create value for the organizationThree main analysis strategies are BPA, BPI, and BPRThese strategies vary in potential business value, but also in potential cost and risk

powerpoint presentation for dennis

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