Presentation Transcript

1. Lecture 1: Project Initiation

   BTS330

2. Definition of a Project A Project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification. ( p. 65)
3. Information Systems Information systems are crucial to modern business Key to success is thorough systems analysis and design Systems analyst is a key individual in these activities
4. The Analyst Business problem solver Practical knowledge Computers Computer programming Understands business problems Uses logical method for solving problems
5. Analyst’s Approach to Problem Solving Research problem Verify benefits outweigh costs Develop solutions Recommend best solution Define solution Implement solution Monitor results
6. Systems 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 Super systems Large systems that can be divided into sub systems Example, system for the 2009 Canada Games Functional decomposition Dividing a system into components based on subsystems that in turn are further divided into subsystems (based on the Use Case Diagrams)
7. Types of Information Systems
8. Information Systems and Subsystems
9. System Boundary vs. Automation Boundary
10. Information Systems and Component Parts
11. Required Skills of the Systems Analyst Technical knowledge and skills Computer hardware, software, databases, and related devices Tools to help develop analysis or design specifications Techniques for completing specific development activities Business knowledge and skills Organizational structure Functional work processes
12. Required Skills of the Systems Analyst People knowledge and skills Communication Teams Ethics and integrity
13. Environment Surrounding the Analyst Information system configurations encountered will range from PC to large mainframe systems Job titles of the systems analyst vary greatly Places of employment vary from small businesses to large corporations
14. Strategic Systems Plan for Rocky Mountain Outfitters Overview In 1978, began supplying winter sports clothes in Park City, Utah Expansion into direct mail-order sales By late 1990s, RMO had become a large, regional sports clothing distributor Today, over $100 million in annual sales Mail-order is key revenue at $70 million
15. RMO Organizational Structure
16. RMO Locations
17. RMO Information Systems Department Headed by Mac Preston, an assistant vice president 50 employees in department Mac is in process of implementing strategic IS plan Eventually, John Blankens will assume leadership of IS Department if Mac’s plan succeeds
18. IS Department Staffing
19. RMOTechnology Overview Most IS staff and technology located in data center at Park City Mainframe-based system supports primary business functions Central office functions, distribution centers, and manufacturing centers supported with LANs Dial-up capability to mainframe
20. Existing Systems at RMO Retail store systems Point-of-sale and batch inventory update Office systems LAN with office software and e-mail Merchandising/Distribution Mainframe application with COBOL/CICS, IBM DB2 and VSAM developed in-house
21. Existing Systems at RMO Mail order COBOL application developed in-house Phone order Access system developed in-house Human resources Mainframe-based application developed in-house
22. Existing Systems at RMO Accounting/Finance Mainframe package from leading vendor implemented 10 years earlier
23. IS Strategic Plan at RMO Strategic thrust Build more direct customer contact Improve service Expand beyond Western states Expand phone-order capability Add direct customer access via theInternet
24. RMO Application Architecture Plan
25. RMO Technology Architecture Plan Move business applications to client-server architecture; use mainframe for database Move toward conducting business on the Internet Anticipate eventual move toward intranet solutions
26. RMO Application Architecture Plan Accounting/Finance Purchase client-server package Human resources Purchase intranet package to maximize employee access to appropriate information Customer support system Order-processing and fulfillment for phone, mail, and direct customer access
27. RMO Application Architecture Plan Inventory management system Integrate with customer support Retail store systems Integrate store management systems with inventory systems
28. Application Architecture Time Frame First: Customer support system Second: Inventory management system Third: Retail store systems with inventory management Fourth: Human resources and accounting/finance
29. Major Subsystems Customer support system Order entry Customer service/catalog Order tracking Shipping Back orders Returns Sales analysis
30. Major Subsystems Inventory management system Vendor management Manufacturing requirements planning Normal volume ordering and reordering Emergency out-of-stock ordering Cost tracking Aging of inventory stock Turnover analysis Warehouse goods tracking
31. Project Initiation Long-term information systems strategic plan (top-down) Department managers or process managers (bottom-up) Response to outside forces Legislative changes Market forces Competition
32. Project Initiation for RMO Strategic thrust to build more direct customer contact Customer support system development Barbara Halifax - project manager Steven Deerfield - systems analyst Support all types of customer services Ordering, returns, on-line catalog, et cetera
33. Assignment Each team is to decompose the super system necessary to run the Canada Games 2009 into major systems based on category. For example, Volunteer System Then you are to further decompose each of those systems into subsystems. For example, uniforms, Identification, staffing. Note: The team that present the most complete decomposition will receive 2 bonus marks for the semester. This winner will be decided by the classes’ evaluation.