SYSTEMS ANALYSIS & DESIGN

1. SYSTEMS ANALYSIS & DESIGN PHASE 1 SYSTEMS PLANNING Preliminary Investigation

2. SDLC Phases Phase 1: Systems Planning

3. SDLC Phases Phase 1: Systems Planning Objectives • Learn how projects get started • Learn how projects are evaluated initially

4. Chapter 2 Preliminary Investigation

5. Objectives • Describe the strategic planning process, and why it is important to IS managers • Explain the purpose of a mission statement • Explain why and how systems projects are initiated • Explain how systems projects are evaluated

6. Objectives • List the objectives of the preliminary investigation • Describe what activities occur during the preliminary investigation • Carry out fact-finding procedures to evaluate the systems request • Describe what takes place at the completion of the preliminary investigation

7. Systems planning tasks Examine the systems request Conduct a preliminary investigation Determine whether further development is warranted Introduction

8. Systems planning topics Why and how systems projects originate Objectives and scope of the preliminary investigation Fact-finding tasks Activities that complete the systems planning phase Introduction

9. Click to see Figure 2-1 The Strategic Planning Process • Describes a company’s reason for existing and plan for the future • Begins with a mission statement that sets forth an overall purpose and direction for stakeholders • Examples of mission statements • Federal Express • Toshiba International Corporation • Keyport Life Insurance Company

10. Click to see Figure 2-2 The Strategic Planning Process • Stakeholders are people affected by the company’s performance • Stakeholders include: • Customers • Employees • Suppliers • Stockholders • Members of the community

11. Click to see Figure 2-3 The Strategic Planning Process • The impact of technology • Rapid expansion of information technology is creating entirely new industries, such as • E-commerce

12. Click to see Figure 2-4 The Strategic Planning Process • The impact of technology • Rapid expansion of information technology is creating entirely new industries, such as • E-commerce • Online stock trading

13. Click to see Figure 2-5 The Strategic Planning Process • The impact of technology • Rapid expansion of information technology is creating entirely new industries, such as • E-commerce • Online stock trading

14. The Strategic Planning Process • The impact of technology • Rapid expansion of information technology is creating entirely new industries, such as • E-commerce • Online stock trading • Change will be constant • Global competition • Rapidly changing markets • Explosive growth of information technology

15. Information Systems Projects • Starting point is a systems request

16. Click to see Figure 2-6 Information Systems Projects • Reasons for systems projects • Improved service • Better performance • More information • Stronger controls • Reduced cost

17. Click to see Figure 2-7 Information Systems Projects • Reasons for systems projects • Improved service • Better performance • More information • Stronger controls • Reduced cost

18. Click to see Figure 2-8 Information Systems Projects • Sources of systems projects • User requests • Top-management directives • Existing systems • Information systems department • External factors

19. Click to see Figure 2-9 Information Systems Projects • Sources of systems projects • User requests • Top-management directives • Existing systems • Information systems department • External factors

20. Click to see Figure 2-10 Information Systems Projects • Request form and procedure • Streamlines the process • Ensures consistency • Must be easy to understand and use • Must include clear instructions

21. Evaluation of Systems Requests • Responsibility for evaluating systems requests • A group of key managers and users • Systems review committee • Steering committee • Computer resources committee • Computer policy committee • A single individual • Typical in smaller companies • Must consult with users & managers

22. TRADEOFF • A single individual versus a systems review committee — pros and cons • A committee can rely on the IS director as a technical consultant • Compared to an individual, a committee: • Provides a variety of experience and knowledge • Has a broader viewpoint and less bias • Might take longer to handle systems requests • Sometimes has internal political differences

23. A KEY QUESTION • You are the IS director at Attaway Airlines • You chair the systems review committee • There is strong disagreement about two projects and the committee meets tomorrow • How will you prepare for the meeting? • What questions and issues should be discussed?

24. Evaluation of Systems Requests • Evaluation of projects • Systems review committee tasks: • Evaluate requests • Set priorities • Assess feasibility

25. Click to see Figure 2-11 Evaluation of Systems Requests • Overview of feasibility • Feasibility study uses three main yardsticks: • Operational feasibility • Technical feasibility • Economic feasibility

26. Evaluation of Systems Requests • Operational feasibility • Is the system a practical and effective approach? • Operational feasibility depends on: • Management and user support • User involvement in planning • Impact on performance, customers, and company image • Reasonable schedules

27. Evaluation of Systems Requests • Technical feasibility • Does the organization have resources to develop/purchase and operate the system? • Technical feasibility depends on: • Technical expertise within the organization • Availability of necessary equipment • Hardware and software reliability • Adequate performance that will meet specifications • Capacity for future needs/projected growth

28. Evaluation of Systems Requests • Economic feasibility • Do the projected benefits outweigh the estimated costs of development, installation, and operation? • Economic feasibility depends on: • Costs — one time and continuing costs • Benefits — tangible and intangible benefits • Timing of various costs and benefits • Cost of not developing the system

29. Evaluation of Systems Requests • Determining feasibility • First step is a determination of feasibility • Goal is to identify nonfeasible projects as soon as possible • Feasibility can change over time • Nonfeasible projects can be resubmitted • Initially feasible projects can be rejected later

30. Evaluation of Systems Requests • Criteria used to evaluate systems requests • Reduce costs • Increase revenue • Produce more information or better results • Serve customers and the organization better • Reasonable time frame and lasting results • Resources available • Necessary or discretionary • Tangible or intangible factors

31. TRADEOFF • Must nondiscretionary projects be reviewed • Pros • Improve communication • Set priorities for limited resources • Enable better scheduling • Cons • Unnecessary waste of time • Potential delays in project

32. A KEY QUESTION • You are the IS director at Attaway Airlines • Disagreement involves the priority of a proposed new accounting system • New government requirements cannot be handled by current system • Can part of a project be nondiscretionary? • What issues should be discussed at your next meeting?

33. Click to see Figure 2-12 Preliminary Investigation Objectives • Purpose • To decide whether to continue the project • Objectives for a preliminary investigation 1. Understand the problem 2. Define the project scope and constraints 3. Identify the benefits 4. Estimate the time and costs 5. Report to management

34. Preliminary Investigation Objectives • Understand the problem • Identify the true nature of the problem and the reason for the systems request • Stated problem may not be the real problem • Clear statement defines the investigation scope

35. Preliminary Investigation Objectives • Define the project scope and constraints • Project scope • Define the range or extent of the project • Set project boundaries • Constraints • Identify conditions, restrictions, or requirements • Present vs. future • Internal vs. external • Mandatory vs. desirable

36. Preliminary Investigation Objectives • Identify the benefits • Tangible benefits • Can be stated in dollars • Based on increased revenue or reduced cost • Intangible benefits • Difficult to measure in dollars • Can involve job satisfaction or company image

37. Preliminary Investigation Objectives • Estimate the time and costs • Determine what information is needed • Identify the sources of information • Decide whether to use interviews, if so how many, and what time needed • Decide whether to usesurveys, if so who to complete it, and what time needed • Estimate the cost of gathering, analyzing, and reporting the information to management

38. Preliminary Investigation Objectives • Report to management • Final task in the preliminary investigation • Key elements • Evaluation of systems request • Estimate of costs and benefits • Recommendations

39. Click to see Figure 2-13 Preliminary Investigation Steps • Steps in a preliminary investigation 1. Obtain authorization to proceed 2. Identify the necessary information 3. Perform fact-finding to gather the required information 4. Analyze the information 5. Present results and recommendations to management

40. Preliminary Investigation Steps • Obtain authorization to proceed • Projects can create concern or opposition • Need clear authorization from management • Good communication is important • Initial meeting with managers and users • Explain the project • Describe your responsibilities • Invite questions

41. Preliminary Investigation Steps • Identify the necessary information • Review the preliminary investigation objectives • List all information needed for these objectives • Prepare a schedule of activities for this phase

42. Click to see Figure 2-14 Preliminary Investigation Steps • Perform fact-finding to gather the required information • Analyze organization charts • Conduct interviews • Review current documentation • Observe current operations to obtain information • Conduct a brief survey of people who use the system

43. Preliminary Investigation Steps • Analyze the information • Identify alternatives • Include costs and benefits • Recommend an action • Possible actions • Take no further action • Apply some other solution • Proceed to systems implementation phase • Proceed to next SDLC phase — systems analysis

44. Click to see Figure 2-15 Preliminary Investigation Steps • Present your results and recommendations to management • Typical report sections • Introduction • Systems request summary • Findings • Recommendations • Time & cost estimates • Expected benefits • Appendix • Oral presentation also might be required

45. SOFTWEAR, LIMITED • Background • SWL uses outside firm (BIS) for payroll processing • Payroll deductions permitted for credit union and SWL stock purchase • Recent reports of problems • Errors in employee deductions • Overtime necessary to correct • Future Employee Savings Investment Plan (ESIP) is possible

46. Click to see Figure 2-16 SOFTWEAR, LIMITED • The request for information systems services • Systems request submitted by Michael Jeremy • Describes problem generally • Does not identify cause or propose solution

47. Click to see Figure 2-17 SOFTWEAR, LIMITED • The request for information systems services • Systems request submitted by Michael Jeremy • Describes problem generally • Does not identify cause or propose solution • IS department response • SWL does not have systems review committee • Rick Williams assigned to preliminary investigation

48. Click to see Figure 2-18 SOFTWEAR, LIMITED • The request for information systems services • Systems request submitted by Michael Jeremy • Describes problem generally • Does not identify cause or propose solution • IS department response • SWL does not have systems review committee • Rick Williams assigned to preliminary investigation • Michael Jeremy issues authorization memo

49. Click to see Figure 2-19 SOFTWEAR, LIMITED • Organization charts • Current organization charts not available • Rick obtains job descriptions and draws charts

50. SOFTWEAR, LIMITED • Interviews • Michael Jeremy, vice president of finance • Mike Feiner, director of human resources • Amy Calico, director of payroll