1 / 33

Course Outline

Course Outline. Tutorial assignments 16% Eight Assignments of equal weight Tutorials and Assignments start next week ( after lecture 2) Midterm Examination 20% Twenty Short Answer Questions focus on Systems Analysis Final Examination 30%

nevada-kirby
Download Presentation

Course Outline

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Course Outline • Tutorial assignments 16% • Eight Assignments of equal weight • Tutorials and Assignments start next week (after lecture 2) • Midterm Examination 20% • Twenty Short Answer Questions • focus on Systems Analysis • Final Examination 30% • Short Answer Questions and a Mini Case Analysis • the questions focus on Systems Design • The Mini Case is ‘Comprehensive’

  2. Course Outline • Analysis Project 20% • Due in tutorials Week 9 • Write Up an Analysis of an Organization • Design Project 14% • Design a Web Page for the Organization • Explain Design Criteria • Present in Final Tutorial These are explained in detail on the course website. http://bus362.com

  3. The Tutorials Start after the lecture next week (Week 2) Normally performed in your project groups Run weekly Focus on techniques and their application Most of the work is typically done in the tutorial time Tutorials are mandatory for completion of this course

  4. BUS 362 and the MIS Program Intro to Info Systems 100,200 level Analysis and Design of Business IS ProjectManagement 300 level Data Mgmt& IS Audit Web-basedBusiness BusinessIntelligence 400 level Managing the IT Environment

  5. Investment in IT

  6. BUS 362: Course Overview • Objectives: • Be Completely Familiar with the Systems Development Process • For Co-Op Jobs • For Work Assignments • As part of general business ‘literacy’ • Learn Current Techniques Used in Companies and Consulting Firms

  7. BUS 362: Course Overview • Understand the Quality Assurance Role in the Systems Development Process • Be comfortable with the linkage between Accounting (particularly the audit and quality control function) and Systems Analysis and Design

  8. A little motivation…

  9. First, A Suggestion • Get involved if you want to know where everything is going in this area: • Our program has been CIPS Accredited: http://www.cips.ca • This gets you to 80 points out of the 100 required for the I.S.P. Designation • CIPS also now supports the international ITCP and IP3P designations • Management Information Systems Association at Simon Fraser University

  10. Systems Analysis and Design A Methodological Approach to Evaluating and Building Management Information Systems Define Objectives for Systems Define Indicators of Success Find Alternatives Methodically Select and Implement the Best Strategy

  11. Roles in an IS Project • SixTypes of Analysts • Project Manager • Experienced. Responsibility includes moving the project forward to be completed on time and on budget. • Change Management Analyst • Focus on people and management issues. Ensures adequate training, documentation, and consultation with users and managers.

  12. Roles in an IS Project • Business Analyst • Focus on business issues. Has business expertise. Represents users interests in assuring that business processes are targeted for improvement. • Infrastructure Analyst • Skill set in hardware, software, database and networks. Responsible to make the infrastructure work. Focus on design phase.

  13. Roles in an IS Project • Requirements Analyst • Relatively new, critical role. Elicits requirements from stakeholders. Must communicate clearly with stakeholders and focus on scope, function, and expectations. • Systems Analyst • Broad scope. Must integrate functions. Focus on integrating information technology to meet business needs. Involved in planning, analysis and design.

  14. Typical Career Paths

  15. Demand for IT Jobs http://www.bls.gov/news.release/ecopro.nr0.htm Has been growing recently…

  16. IT Association of Canada StudyMarch 28, 2011 • From 2011 to 2016, Canada’s ICT industry will need to hire 106,000 ICT workers. • That’s just over 17,000 per year • Canada’s postsecondary education complement of undergraduates in mathematics, computing science, engineering and information systems combined is…

  17. IT 2013 Salary Calculator Elicits business requirements then critically evaluates information gathered from multiple sources, reconciles conflicts, decomposes high-level information into details, abstract up from low-level information to a general understanding, and distinguishes user requests from the underlying true needs. Drives and challenges business units on their assumptions of how they will successfully execute their plans. Interprets business needs and translates them into application and operational requirements. Collaborates with developers and subject matter experts to establish the technical vision and analyze tradeoffs between usability and performance needs. Is the liaison between the business units, technology teams and support teams http://www.itworldcanada.com/salarycalculator

  18. Your job A systems analyst shall be responsible for studying the problems and needsof an organization and for determining how people, methods, and information technologycan best be combined to bring about improvements in the organization. A systems analyst helps system users and other business managers define their requirementsfor new or enhanced information services. As such a systems analyst is an agent of change and innovation.

  19. Systems Analyst Skills • Technical– Must understand the technical environment, technical foundation, and technical solution. • Business – Must understand how IT can be applied to business situations. • Analytical – Must be problem solvers. • Interpersonal – Need to communicate effectively. • Management – Need to manage people and to manage pressure and risks. • Ethical - Must deal fairly, honestly, and ethically with other project members, managers, and systems users.

  20. SDLC: systems development life cycle • The SDLC usually incorporates the following general purpose problem solving steps: • Planning – identify the scope and boundary of the problem and plan the development goals and strategy • Analysis – study and analyze the problems, causes, and effects. Then identify and analyze the requirements that must be fulfilled by any successful solution • Design – design and construct or purchase the solution • Implementation – implement the solution • Support – analyze the implemented solution, refine the design, and implement improvements to the solution. This may lead to cycling back to previous steps.

  21. Planning – “why build the system” • Identify business value • Analyze technical, economic and organizational feasibility • Identify tasks and estimate time required • Staff the project • Control and direct the project • System request • Feasibility study • Work Plan • Staffing Plan • Gantt charts, CASE tools, risk assessment

  22. Analysis – “who, what, where, when” Analyze the problem, perform benchmarking, reengineering Gather business requirements – interviews, questionnaires, etc. Specify the requirements – use cases Model the processes – data flow diagrams Model the data – entity relationship diagrams Deliverable: the system proposal

  23. Design – “how will the system work” Decide who will do the construction Architecture design Interface design Database and file design Program design Deliverable: System specification

  24. Implementation – system delivery • Construction • Programming • Testing • Installation • Conversion (direct, parallel, phased) • Training • Change management • Support

  25. Errors Are Costly 250 200 150 Relative Cost to Fix an Error 100 50 0 Analysis Maintenance Logical Design Physical Design Implementation Preliminary Analysis Large Scale Project Small Scale Project

  26. The Feasibility of a New System • An important starting point • Is there a technical solution that will work? • Should we build it? Does it make economic sense? • Will we be able to use it?

  27. Technical Feasibility Familiarity with the application Familiarity with the technology Project size Can it be built and function as envisioned using appropriate technology?

  28. Economic Feasibility:Expected Value • Costs • usually come first • easier to quantify at outset of project • Benefits • look carefully for tangible, monetary items • convertible • space, productivity, risk of loss • nonconvertible • morale, ‘showcase’

  29. Organizational Feasibility • Can the organization handle the new system? • Stakeholders • winners and losers • Champions • operational, functional, financial • Objectives • what is possible? • what is expected?

  30. Feasibility Analysis A dynamic document – should be revisited and updated regularly In addition to technical, economic, and organizational feasibility, might also consider schedule feasibility, etc. Establishing benchmarks for costs and benefits is important - you can’t manage what you can’t measure

  31. For Next Week • Prepare to come to the tutorials after the lecture • We’ll set up teams for assignments then • Read Chapters 1 and 2 • Try to find the most interesting and/or important development in Information Technology in the week • try Surfing a bit: CNN MSNBC etc...

More Related