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Hall, Accounting Information Systems, 8e
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Accounting Information Systems, 8eJames A. Hall
Chapter 13Managing the Systems
Development Life Cycle
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Objectives for Chapter 13• Be able to identify the key stages in the SDLC.• Recognize how a firm’s business strategy will shape
its information system.• Understand the relationship between strategic
systems planning and legacy systems.• Understand what transpires during systems
analysis.• Understand the TELOS model for assessing project
feasibility.• Be familiar with cost-benefit analysis issues related
to information systems projects.• Understand the role of accountants in the SDLC.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Systems Development Life Cycle (SDLC)
A logical sequence of activities used to: identify new systems needs develop new systems to support those needs
A model for reducing risk through planning, execution, control, and documentation
The SDLC model may be shown in five stages. We’ll look at the first two in this chapter and the
remaining three in chapter 14.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
System Development Life Cycle
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Figure 13-1
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Overview of Phases 1 and 2
Phase 1 - Systems Strategy understand the strategic needs of the organization examine the organization’s mission statement analyze competitive pressures on the firm examine current and anticipated market conditions consider the information systems’ implications
pertaining to legacy systems consider concerns registered through user
feedback produce a strategic plan for meeting these various
and complex needs produce a timetable for implementation
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Overview of Phases 1 and 2
Phase 2 - Project Initiation assess systems proposals for consistency with the
strategic systems plan evaluate feasibility and cost-benefit characteristics
of proposals consider alternative conceptual designs select a design to enter the construct phase of the
SDLC examine whether the proposal will require in-house
development, a commercial package, or both
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Systems Development Participants
Systems Professionals: analyze problems in current systems and formulate solutions systems analysts systems designers programmers
End Users: primary users of the system addressing their needs is critical to success
Stakeholders: individuals who have an interest in the system but are not end users
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Systems Steering Committee
Usually includes the CEO, CFO, CIO, senior management from user areas and computer services, and internal auditors
Typical responsibilities: provide guidance resolve conflicts review projects and assigning priorities budget and allocate funds review the status of projects determine whether projects should be continued
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Hall, Accounting Information Systems, 8e
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Accounting Information Systems, 8eJames A. Hall
Phase 1Systems Strategy
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Assessing Strategic Information Needs
Strategic systems planning involves the allocation of resources at the macro level. usually a time frame of three to five years
Key inputs in developing a sound systems strategy include: strategic business needs of the organization situations involving legacy systems end user feedback
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Business Needs
Vision and mission systems strategy requires an understanding of top
management’s vision, which has shaped the organization’s business strategy
Industry and competency analysis industry analysis: the driving forces that affect the
industry and their organization’s performance, such as important trends, significant risks, and potential opportunities
competency analysis: a complete picture of the organization’s effectiveness as seen via four strategic filters: resources, infrastructure, products/services, and customers
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Legacy Systems Use legacy components to help develop an
architecture description.
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
End User Feedback
Identifying user needs is fundamental to everything else
During phase 1, pertains to substantial perceived problems rather than minor systems modifications
Has five key phases at this point in the SDLC: recognize problems define problems specify systems objectives determine feasibility and contributions of projects
• may entail prioritizing individual projects preparing a formal project proposal
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
End User Feedback: Recognizing the Problem
The need for a new, improved information system is manifested through various symptoms. Symptoms may seem vague and innocuous or go
unrecognized initially.
The point at which the problem is recognized is often a function of management’s philosophy. reactive management - responds to problems only
when they reach a crisis state proactive management - alert to subtle signs of
problems and aggressively looks for ways to improve
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
End User Feedback: Defining the Problem
Managers and end users should… avoid leaping to a single definition of a problem keep an open mind and gather facts before deciding learn to intelligently interact with systems
professionals
An interactive process between managers/end users and systems professionals is necessary to arrive at an accurate problem definition. The next three stages of the end user feedback
process involve this interactive process.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
End User Feedback:Specifying System Objectives
The strategic objectives of the firm and the operational objectives of the information systems must be compatible.
At this point, the objectives only need to be defined in general terms.
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
End User Feedback:Preliminary Project Feasibility-TELOS
Technical feasibility - is the technology necessary available?
Economic feasibility - are the funds available and appropriate for the system?
Legal feasibility - does the system fall within legal boundaries?
Operational feasibility - can procedural changes be made to make the system work?
Schedule feasibility - can the project be completed by an acceptable time period?
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
End User Feedback:Preparing a Formal Project Proposal
A systems project proposal provides management with a basis for deciding whether or not to proceed with the project.
It summarizes the findings of the study and makes a general recommendation.
It outlines the linkage between the objectives of the proposed system and the business objectives of the firm.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Systems Plan After collecting input, the steering committee
and systems professionals evaluate the pros and cons of each proposal.
Assessing each potential project’s: benefits costs strategic impact
Development will proceed on proposals with the greatest potential for supporting the organization’s business objectives at the lowest cost.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Relationship Between Priority, Cost, and Strategic Impact
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Figure 13-3
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Create an Action Plan:the Balanced Scorecard
The next step is to translate strategy into action
Many companies have found the balanced scorecard (BSC) a useful tool for this step.
The BSC recommends viewing an organization using four perspectives: learning and growth internal business process customer financial
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Balanced Scorecard
Primary objective: capture information on orthogonal dimensions that are important to every organization
financial: how do we look to our shareholders?
customer: how do we look to our customers?
internal business process: what must we excel at?
learning and growth: can we continue to improve?
Second objective: prevent the proliferation of reports and information. Concentrate only on critical success factors to which everyone in the organization will pay attention.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Balanced Scorecard for Online Banking
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Figure 13-4
Hall, Accounting Information Systems, 8e
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Accounting Information Systems, 8eJames A. Hall
Phase 2Project Initiation
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Project Initiation
The second phase in SDLC involves: understanding users’ needs and problems proposing multiple alternative solutions assessing alternatives in terms of feasibility
and cost-benefit characteristics selecting the best option and proceeding to
the construct phase examining whether the selected option will
require in-house development, a commercial package, or both
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Systems Analysis
A business problem must be fully understood before a solution can be formulated. A defective analysis will lead to a defective
solution. System analysis is a two-step process
survey of current systems analysis of users’ needs
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Survey of Current Systems
Advantages: identifies aspects of the old system which should
be retained in the new system aids in planning the implementation of the new
system may allow conclusive determination of the cause
of the reported problems Disadvantages:
the current physical tar pit can stifle new ideas
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Survey Step
Fact-gathering techniques include observing, participating, interviewing, and reviewing documents.
Facts must be gathered regarding: data sources and data stores users processes data flows controls, especially audit trails transaction volumes error rates resource costs bottlenecks and redundant operations
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Analysis Step
Systems analysis is an intellectual process that is commingled with fact gathering.
A formal systems analysis report, prepared and presented to the steering committee, contains: reasons for system analysis scope of study problem identified with current system statement of user requirements resource implications recommendations
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Conceptualization Phase
Purpose: produce alternative conceptual solutions that satisfy the requirements identified during systems analysis
How much detail? enough to highlight the differences
between critical features of competing systems rather than their similarities
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Alternative Conceptual Designs for a Purchasing System
31Figure 13-6
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Systems Evaluation and Selection
A critical juncture in the SDLC a formal mechanism for selecting the
one system from the set of alternative conceptual designs that will go forward for construction
an optimization process that seeks to identify the best system
a structured decision-making process that reduces uncertainty and risk
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Role of Accountants
Accountants ensure that the following are considered during evaluation and selection: only escapable (relevant) costs are used in
calculations of cost savings benefits reasonable interest rates are used in measuring
present values of cash flows one-time and recurring costs are completely and
accurately reported realistic useful lives are used in comparing
competing projects intangible benefits are assigned reasonable
financial values33
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Detailed Feasibility Study
Similar to the preliminary project feasibility analysis (TELOS), but now more detailed and oriented to deciding on a specific system design. Examine: technical feasibility economic feasibility legal feasibility operational feasibility schedule feasibility
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cost-Benefit Analysis: Identify Costs
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cost-Benefit Analysis: Identify Benefits—Tangible
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cost-Benefit Analysis: Identify Benefits—Intangible
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Comparing Costs and Benefits
Two methods commonly used for evaluating the costs and benefits of information systems: Net Present Value Method: deduct the present value
of costs from the present value of benefits over the life of the project.• The optimal choice is the project with the greatest net
present value. Payback Method: do break-even analysis of total
costs (one-time costs plus present value of recurring costs) and total benefits (present value of benefits). After the break-even point, the system earns future profits. • The optimal choice is the project with the greatest
future profits.38
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
How Should We Get the System?
Once the optimal system is selected, decide how to acquire it: develop the system in-house: best for systems
that need to meet unique and proprietary business needs
purchase commercial software: best for systems that are expected to support “best industry practices”
a mix of the first two approaches: make in-house modifications, to varying degrees, of a commercial system to meet the organization’s unique needs
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Announcing the New System Project…
can be the most delicate aspect of the SDLC. End user support is critical to success. All end users need to be made to understand
the objectives of the new system. End users and managers who view the new
system as a potential benefit to their jobs, rather than a threat, are more likely to cooperate with the project.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why are Accountants Involved with SDLC?
The creation of an information system consumes significant resources and has financial resource implications.
The quality of accounting information systems and their output rests directly on the SDLC activities that produce them.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
How are Accountants Involved with SDLC?
As end users who must provide a clear picture of their problems and needs
As members of the development team As auditors who must ensure that the
system is designed with appropriate internal controls and computer audit techniques.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Accountant’s Role in Systems Strategy
Auditors should routinely review the organization’s systems strategy.
Careful systems planning is a cost-effective way to reduce the risk of creating unneeded, unwanted, inefficient, and ineffective systems.
Both internal and external auditors have vested interests in this outcome.
Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Accountant’s Role in Conceptual Design
Accountants should be responsible for the conceptual system… and the systems professionals for the physical
system. If important accounting considerations are
not conceptualized at this point, they may be overlooked, exposing the organization to potential financial loss.
The auditability of a system depends in part on its design characteristics.
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Hall, Accounting Information Systems, 8e©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Accountant’s Role in Systems Selection
Economic feasibility is a primary concern to accountants. Accountants should ensure that: use only escapable costs in calculations of cost-
savings benefits use reasonable interest rates in measuring present
values of cash flows one-time v. recurring costs are accurately reported use realistic useful lives in comparing competing
projects intangible benefits are assigned reasonable financial
values45