Commerce 3KA3 System Analysis

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Commerce 3KA3 System Analysis Design

• Course Web site
• http//avenue.mcmaster.ca/

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Instructor Information

• Name Dr. Y. Yuan 
• Office DSB AIC Wing A204 
• E-Mail yuanyuf_at_mcmaster.ca 
• Phone [phone] Ext 23982 
• Web Site http//www.business.mcmaster.ca/msis/pro
  fs/yuan/

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TA Zhiling Tu

• Office DSB A211
• Office Hours
• make appointment through email
• Tel [phone] x 26034
• Email tuz3_at_mcmaster.ca

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TA Reza Ariaeinejad

• Office DSB A211
• Office Hours
• Mondays 545-645 pm, DSB B107
• Tel [phone] x 26398
• Email aria_at_mcmaster.ca

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Course Description

• Why should I take this course?
• What can I learn from this course?
• What is the business value of this course?
• How can I get a good grade from this course?

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Course Objective

• This course introduces the process and
  methodology for system analysis and design.
  Students will learn the process of system
  development, the traditional structural approach
  and modern object-oriented approach for system
  analysis and design, system development strategy
  and new trends of system development.

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Course topics

• The role of system analysts
• Information systems development lifecycle
• System analysis approaches and methodologies
• Requirement analysis using structured approach
  and object-oriented approach
• System design and development strategy
• System architecture and user interface
• Security and reliability issues
• Advances of system development approaches

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Business value of the course

• Knowing systems analysis and design is essential
  for any IT related job.
• Understand how to do system analysis for a
  e-business application
• Understand how to select the appropriate
  development methodology and technology

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Sample of Job Postings

• Business systems analyst   Posted 23/08/2011 233
  154
• Location Hamilton, ON
• Specific Skills Confer with clients to identify
  and document requirements, Conduct business and
  technical studies, Design, develop and implement
  information systems business solutions, Provide
  advice on information systems strategy, policy,
  management and service delivery, Assess physical
  and technical security risks to data, software
  and hardware, Develop policies, procedures and
  contingency plans to minimize the effects of
  security breaches, Develop and implement policies
  and procedures throughout the software
  development life cycle, Conduct reviews to assess
  quality assurance practices.

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Teaching Philosophy

• Self-motivated active learning
• Learning by doing. Combination of theory and
  practice
• Learn from each other through class discussion
  and information sharing
• To be sensitive to the real world business
  problems

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Textbooks

• Required
• G. B. Shelly, T. J. Cashman, H. J. Rosenblatt,
  Systems Analysis and Design, Seventh Edition,
  Thomson, 2008.
• References
• S J. W. Satzinger, R. B. Jackson, and S. D.
  Burd, Systems Analysis and Design in a Changing
  World, Forth edition. Thomson, 2007,
• H J. A. Hoffer, J. F. George, and J. S.
  Valacich, Modern Systems Analysis and Design,
  Fifth Edition, Prentice Hall, 2008.
• C J. Conallen, Building Web Applications with
  UML, Addison-Wesley, 2000.

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Course evaluation

• Assignments 20
• Term Project 30
• Proposal 5, Presentation 10, Report 15
• Midterm Exam 20
• Final Exam 30

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Assignments

• System analysis and design for an online student
  housing service
• Requirement gathering
• Structured modeling
• Object-oriented modeling
• Data modeling and interface design

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Term Project

• Hands-on experience
• Conduct requirement analysis for a small
  e-business company
• Real or hypothetic case
• Idea team with 2 -3 members
• Proposal and project agreement

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Questions?Suggestions?
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Information Systems

• Information systems
• Crucial to success of modern business
  organizations
• Constantly being developed to make business more
  competitive
• Great impact on productivity and profits
• Keys to successful system development
• Thorough systems analysis and design
• Understanding what business requires

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Systems Analysis and Design

• Systems analysis process of understanding in
  detail what a system should accomplish
• Systems design process of specifying in detail
  how components of an information system should be
  physically implemented
• Systems analyst uses analysis and design
  techniques to solve business problems using
  information technology

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The Analyst as a Business Problem Solver

• Understands business problems
• Has information technology knowledge and
  expertise
• Is more of a business problem solver than a
  technical expert

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Understand information system users and their
needs

• A systems analyst must understand the companys
  organizational model in order to recognize who is
  responsible for specific processes and decisions
  and to be aware of what information is required
  by whom.

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Analysts Approach to Problem Solving
Research and understand the problem
Verify benefits of solving problem outweigh the
costs
Define the requirements for solving the problem
Develop a set of possible solutions (alternatives)
Decide which solution is best and recommend
Define the details of the chosen solution
Implement the solution
Monitor to ensure desired results
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Required Skills of the Systems Analyst
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Systems Development Tools and Techniques

• Systems analysts must know how to use a variety
  of techniques such as modeling, prototyping, and
  computer aided systems engineering tools to plan,
  design, and implement information systems.
• Systems analysts work with these tools in a team
  environment.

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Typical Job Titles and Places of Employment

• Job titles of systems analyst vary greatly, but
  entail same thing
• Places of employment vary from small businesses
  to large corporations
• Analysts can be internal employees or outside
  consultants
• Analysts can be developing solutions for internal
  business managers or for external clients and
  customers

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Business Analyst vs. System Analyst

• Business Analyst (BA) - Responsible for working
  with the end users to determine the
  required/desired functionality, and documenting
  those requirements in a clear, organized manner.
• Systems Analyst (SA) - Responsible for the
  technical design of the system, based on the
  requirements gathered by the BA. The SA makes
  technical decisions about HOW to best implement
  the system.
• In practice, one person may act as both BA and
  SA, handling the entire process from gathering
  requirements to designing (and possibly building)
  the system.

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A sample job description for a business analyst

• Our client, a leader in the Equity and Capital
  markets arena, is looking for Business Analyst to
  join their team. Role specific accountabilities
  will include collaborating with Business and IT
  stakeholders to gather, confirm and document
  functional and non-functional requirements
  consistently managing expectations and
  negotiating with stakeholders in order to
  determine the most accurate and appropriate
  definition of scope, quality and priorities
  providing assistance to project stakeholders
  defining and documenting requirements into Use
  Cases and creating Use Case Models creating and
  maintaining requirements documentation according
  to organization standards and best practices and
  providing assistance in the review of QA test
  cases and scenarios.

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Project Management and Preliminary Investigation
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Project Management

• Project management is the discipline of planning,
  organizing, securing and managing resources to
  bring about the successful completion of specific
  project goals and objectives.
• You may be a project leader or member.

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Role of the Project Manager

• Project management organizing and directing
  people to achieve a planned result within budget
  and on schedule
• Success or failure of project depends on skills
  of the project manager
• Beginning of project plan and organize
• During project monitor and control
• Responsibilities are both internal and external

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Project Management Tasks

• Beginning of project
• Overall project planning
• During project
• Project execution management
• Project control management
• Project closeout

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Key Elements of Project Management
Risk
Cost
Time
Quality
Scope
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How to make a project succeed?

• Project management is important for the success
  of system development
• 2000 Standish Group Study
• Only 28 of system development projects
  successful
• 72 of projects canceled, completed late,
  completed over budget, and/or limited in
  functionality

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Reasons for Project Failure

• Incomplete or changing requirements
• Limited user involvement
• Lack of executive support
• Lack of technical support
• Poor project 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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Project Initiation and the Project Planning Phase

• Driving forces to start project
• Respond to an opportunity
• Resolve a problem
• Conform to a directive
• Project initiation comes from
• Long-term IS strategic plan (top-down)
  prioritized by weighted scoring
• Department managers or process managers
  (bottom-up)
• Response to outside forces

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Make a Business Case

• Why are we doing this project?
• What is the project about?
• How does this solution address key business
  issues?
• What is the benefit and cost of this project?
• What is the risk of doing or not doing the
  project?
• How will we measure success?

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Preliminary investigation

• Understanding the problem or opportunity
• Define the project scope and constraints
• Perform fact-finding
• Evaluate feasibility
• Estimate project development time and cost
• Present results and recommendations to management

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Activities of the Project Planning Phase
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Activities of Project Planning
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Defining the Problem

• Review business needs
• Use strategic plan documents
• Consult key users
• Develop list of expected business benefits

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Identify the Scope of the Project

• Identify expected system capabilities
• Define scope in terms of requirements
• Scope defines the system boundary what to do and
  what will not do

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Risk Management

• A risk is an event that could affect the project
  negatively.
• Risk management is the process of identifying,
  evaluating, tracking, and controlling risks to
  minimize their impact.

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Risk Analysis
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Identifying risks and Confirming Project
Feasibility

• Assessing the risk to the project
• Economic feasibility
• Cost/benefit analysis
• Sources of funds (cash flow, long-term capital)
• Organizational and cultural feasibility
• Technological feasibility
• Schedule feasibility
• Resource feasibility

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Economic Feasibility

• Do the projected benefits outweigh the estimated
  total cost of ownership including acquisition,
  ongoing support and maintenance costs?
• Does the organization have adequate cash flow to
  fund the project?

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Cost / Benefit Analysis

• Tangible
• can be expressed in monetary terms
• tangible cost hardware, software, development
  and operating costs
• tangible benefits increase in sales/profit,
  cost savings

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Cost / Benefit Analysis

• Intangible
• difficult to make monetary measurement, but is
  not impossible to quantify
• intangible cost employee frustration, loss of
  customer goodwill
• intangible benefit better customer service,
  less errors

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Approaches to Cost/Benefit Analysis

• Break-even Approach - attempts to measure the
  time it will take to recoup in benefits the
  original dollars invested
• Present Value Approach - attempts to value future
  dollars in terms of their values today
• Internal Rate of Return Approach - calculates the
  rate of return on the project investment
• Portfolio Analysis - analyze and balance risk and
  benefit among alternatives
• Scoring methods - multi-objective rating

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Operational feasibility

• Operational Feasibility - the willingness and
  ability of management, employees, customers,
  suppliers, etc. to operate, use and support the
  proposed system
• Will the proposed system be used effectively by
  the users?
• Will users be capable of using the system?
• Will users be happy to adopt the system?

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Organizational and Cultural Feasibility

• Each company has own culture
• New system must fit into culture
• Evaluate related issues for potential risks
• Low level of computer competency
• Computer phobia
• Perceived loss of control
• Shift in power
• Fear of job change or employment loss
• Reversal of established work procedures

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Technological Feasibility

• Technical Feasibility - whether reliable hardware
  and software needed can be acquired or developed
  in the required time
• Does system stretch state-of-the-art technology?
• Does in-house expertise presently exist for
  development?
• Does an outside vendor need to be involved?

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Schedule Feasibility

• Can it be implemented in an accepted time?
• Estimates needed without complete information
• Management deadlines may not be realistic
• Project managers need to
• Drive realistic assumptions and estimates
• Recommend completion date flexibility
• Assign interim milestones to periodically
  reassess completion dates
• Involve experienced personnel
• Manage proper allocation of resources

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Resource Feasibility

• Are the resources available, trained, and ready
  to start?
• Develop resource plan for the project
• Identify and request specific technical staff
• Identify and request specific user staff
• Organize the project team into workgroups
• Conduct preliminary training and team building
  exercises

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Launching Project

• Key launch question Are we ready to start?
• Scope defined, risks identified, project is
  feasible, schedule developed, team members
  identified and ready
• Oversight committee finalized, meet to give
  go-ahead, and release funds
• Formal announcement made to all involved parties
  within organization

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Initiate your own project

• Find a partner
• Find an interesting project
• Make sure the project is doable
• Wrote a project proposal
• Get feedback from instructor

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Project Proposal

• You may discuss your idea with the instructor to
  get some advice.
• The proposal should include the project title,
  names of team members, the organization involved,
  and the brief description of the objective and
  the scope of the project. The proposal should be
  typed with no more than two pages. Handwriting
  is unacceptable.
• The proposal draft is due next week. You will get
  feedback and submit the formal proposal later for
  grade.