Commerce 3KA3 System Analysis & Design

1. Commerce 3KA3 System Analysis & Design Course Web site http://avenue.mcmaster.ca/ 1

2. Instructor Information • Name: Dr. Y. Yuan • Office: DSB AIC Wing A204  • E-Mail: yuanyuf@mcmaster.ca • Phone: (905) 525-9140 Ext 23982  • Web Site: http://www.business.mcmaster.ca/msis/profs/yuan/

3. TA: Zhiling Tu • Office: DSB A211 • Office Hours: make appointment through email • Tel: (905) 525-9140 x 26034 • Email: tuz3@mcmaster.ca

4. TA: Reza Ariaeinejad • Office: DSB A211 • Office Hours: Mondays 5:45-6:45 pm, DSB B107 • Tel: (905) 525-9140 x 26398 • Email: aria@mcmaster.ca

5. 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?

6. 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.

7. 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

8. 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

10. Sample of Job Postings • Business systems analyst  Posted: 23/08/2011 23:31:54 • 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.

11. 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

12. 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.

13. Course evaluation • Assignments 20% • Term Project 30% • Proposal 5%, Presentation 10%, Report 15% • Midterm Exam 20% • Final Exam 30%

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

16. 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

17. Questions?Suggestions?

18. 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

19. http://www.youtube.com/watch?v=b5K1yrICMII&feature=related

20. 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 problemsusing information technology

21. 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

22. Understand information system users and their needs • A systems analyst must understand the company’s 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.

23. Analyst’s 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

24. Required Skills of the Systems Analyst

25. 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.

26. 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

27. 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.

28. 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 testcases and scenarios.

29. Project Management and Preliminary Investigation

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

31. 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

32. Project Management Tasks • Beginning of project • Overall project planning • During project • Project execution management • Project control management • Project closeout

33. Key Elements of Project Management Risk Cost Time Quality Scope

34. 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

35. 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

36. 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

37. http://www.youtube.com/watch?v=GcR-wpSzr4Y&feature=related

38. 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

39. 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?

40. 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

41. Activities of the Project Planning Phase

42. Activities of Project Planning

43. Defining the Problem • Review business needs • Use strategic plan documents • Consult key users • Develop list of expected business benefits

44. 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

45. 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.

46. Risk Analysis

47. 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

48. 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?

49. 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

50. 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