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1Systems Analysis and Design in a Changing World, Fifth Edition

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Learning ObjectivesLearning Objectives

E l i th k l f t l t i b iExplain the key role of a systems analyst in business

D ib th i t f t l tDescribe the various types of systems an analyst might work on

Explain the importance of technical, people, and b i kill f l tbusiness skills for an analyst

E l i h thi l b h i i i l f tExplain why ethical behavior is crucial for a systems analyst’s career

Systems Analysis and Design in a Changing World, 5th Edition 2

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Learning Objectives (continued)Learning Objectives (continued)

D ib i j b titl i th fi ld d l fDescribe various job titles in the field and places of employment where analysis and design work is done

Discuss the analyst’s role in strategic planning for an organizationorganization

Describe the analyst’s role in a system developmentDescribe the analyst s role in a system development project


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OverviewOverview

Information systems areInformation systems are

Crucial to success of modern business organizationsg

Constantly being developed to make business more competitivecompetitive

Impact productivity and profits

Keys to successful system development

Thorough systems analysis and design

U d t di h t b i iUnderstanding what business requires


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Overview (continued)Overview (continued)

S stems anal sis process of nderstanding inSystems analysis – process of understanding in detail what a system should accomplish

Systems design process of specifying in detail howSystems design – process of specifying in detail how components of an information system should be physically implementedphysically implemented

Systems analyst – uses analysis and design techniques to solve business problems usingtechniques to solve business problems using information technology


1The Analyst as a Business Problem y

SolverH t t h l k l d dHas computer technology knowledge and programming expertise

Understands business problems

Uses logical methods for solving problems

Has fundamental curiosity

W t t k thi b ttWants to make things better

Is more of a business problem solver than aIs more of a business problem solver than a technical programmer


1Analyst’s Approach to Problem SSolving

Research and understand the problem

Verify benefits of solving problem outweigh the costs

Research and understand the problem

Define the requirements for solving the problem

Develop a set of possible solutions (alternatives)

D fi th d t il f th h l ti

Decide which solution is best and recommend

Define the details of the chosen solution

Implement the solution

Monitor to ensure desired results

Implement the solution


1Systems That Solve Business Problems

System – a collection of interrelated componentsSystem – a collection of interrelated components functioning together to achieve an outcome

Information systems – collection of interrelated components that collect, process, store, and provide

t t th i f ti d d t l tas output the information needed to complete business tasks

Subsystem – part of a larger system

F ti l d iti di idi t i tFunctional decomposition – dividing a system into smaller subsystems and components


1Information Systems and y

Subsystems

Figure 1-2


1Information Systems and Component y p

Parts

Figure 1-3


1System Boundary vs. Automation y y

Boundary

Figure 1-4


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Types of Information SystemsTypes of Information Systems

Figure 1-5


1Required Skills of the Systems q y

Analyst

Figure 1-6


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Technical Knowledge and SkillsTechnical Knowledge and Skills

A l t h ld h f d t l t h lAn analyst should have fundamental technology knowledge of

Computers / peripheral devices (hardware)

Files and database systems

Input and output components and alternativesInput and output components and alternatives

Computer networks and protocols

Programming languages, operating systems, and utilitiesutilities

Communication and collaboration technology


1Technical Knowledge and Skills g

(continued) Analyst uses toolsAnalyst uses tools

Software productivity packages

Integrated development environments (IDEs) for programming languagesprogramming languages

Visual modeling tools and code generation tools

Analyst understands SDLC techniques

Project planning, cost/benefit, interviewing

Systems requirements modeling includingSystems requirements modeling including

Design, database design, network configuration


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Business Knowledge and SkillsBusiness Knowledge and SkillsAnalyst must understandAnalyst must understand

Business functions performed by organization

Strategies, plans, traditions, and values of the organizationo ga a o

Organizational structure

Organization management techniques

Functional work processesFunctional work processes

Systems analysts typically study businessSystems analysts typically study business administration/management in college with a major in CIS or MISin CIS or MIS


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People Knowledge and SkillsPeople Knowledge and Skills

P i il t l t t b ff tiPrimarily a systems analyst must be an effective communicator

A systems analyst must be able to perform various l h i hroles such as negotiator, teacher, mentor,

collaborator, and manager


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Integrity and EthicsIntegrity and Ethics

Analyst has access to confidential information, such as salary, an organization’s planned projects, security systems, and so on.

Must keep information privateMust keep information private

Any impropriety can ruin an analyst’s career

An analyst plans the security in systems to protect confidential informationconfidential information


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Systems Analyst Related CareersSystems Analyst Related CareersEmployment picture is complex with traditional p y p pprogramming jobs not as prevalent as previously

Many new opportunities exist in areas such as consulting, compliance, security, Web development, ERP support

T i l j b titl i l dTypical job titles include:

Consultant – Business, Systems, TechnicalConsultant Business, Systems, Technical

Analyst – Business systems, Systems support

Developer – Web, systems

Architect Web System SoftwareArchitect – Web, System, Software


1The Analyst’s Role in Strategic y g

PlanningSpecial projects affecting executives

Business process management – redesign andBusiness process management – redesign and improvements to existing processes

Strategic planning process

Information systems strategic planningInformation systems strategic planning

Application architecture plan (business focus) pp p ( )

Technology architecture plan (infrastructure focus)


1Components of an Information p

Systems Strategic Plan

Figure 1-7


1Rocky Mountain Outfitters (RMO) and Its Strategic Information SystemsIts Strategic Information Systems

PlanaRMO sports clothing manufacturer and distributor about to begin customer support system projectabout to begin customer support system project

Need to understand the nature of the business,Need to understand the nature of the business, approach to strategic planning, and objectives for customer support systemcustomer support system

RMO system development project used to demonstrate analysis and design concepts

Reliable Pharmaceutical Service (RPS) is a secondReliable Pharmaceutical Service (RPS) is a second case study for classroom purposes


1Introduction to Rocky Mountain y

Outfitters (RMO) BusinessBegan in Park City, Utah supplying winter sports clothes to local ski shops

Expanded into direct mail-order sales with small catalog—as catalog interest increased, opened retail t i P k Citstore in Park City

Became large, regional sports clothing distributor by g , g p g yearly 2000s in Rocky Mountain and Western states

Currently $180 million in annual sales and 600Currently $180 million in annual sales and 600 employees and two retail stores

Mail-order revenue is $90 million; phone-orderMail-order revenue is $90 million; phone-order revenue is $50 million


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Early RMO Catalog Cover (Fall 1978)Early RMO Catalog Cover (Fall 1978)

Figure 1-8


1Current RMO Catalog Cover (Fall g (

2007)

Figure 1-9


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RMO Strategic IssuesRMO Strategic IssuesInnovative clothing distributor; featured products onInnovative clothing distributor; featured products on Web site ahead of competitors

Original Web site now underperforming

Slow poor coordination with in-house poor supplySlow, poor coordination with in-house, poor supply chain management, poor technical support

Market analysis showed alarming trends

Sales growth too slow age of customers increasingSales growth too slow, age of customers increasing, Web sales small percentage of total


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RMO Strategic Issues (continued)RMO Strategic Issues (continued)Enhanced Web site functionsEnhanced Web site functions

Add specific product information, weekly specials, and ll d ff iall product offerings

Detailed IS strategic planDetailed IS strategic plan

Supply chain management

Customer relationship management


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RMO’s Organizational StructureRMO s Organizational Structure

M d b i i lManaged by original owners

John Blankens – PresidentJohn Blankens President

Liz Blankens – Vice president of merchandising and distributiondistribution

William McDougal – Vice president of marketing andWilliam McDougal Vice president of marketing and sales

JoAnn White – Vice president of finance and systems

Mac Preston – Chief Information Officer


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RMO Current OrganizationRMO Current Organization

Figure 1-10


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RMO LocationsRMO Locations

Figure 1-11


1RMO Information Systems y

DepartmentMac Preston – Assistant vice-president and chief information officer (CIO)

Recent promotion made after IS strategic plan created

CIO reports to finance and systems VP

CIO is increasingly important to future of RMOCIO is increasingly important to future of RMO

Given its strategic importance, IS department will t l t di tl t th CEOeventual report directly to the CEO


1RMO Information Systems y

Department Staffing

Figure 1-12


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Existing RMO SystemsExisting RMO Systems

S ll l t tSmall server cluster system

Supports inventory, mail-order, accounting, andSupports inventory, mail order, accounting, and human resources

High capacity network connects distribution and mailHigh capacity network connects distribution and mail-order sites

LANs and file servers

S pports central office f nctions distrib tion centersSupports central office functions, distribution centers, and manufacturing centers


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Existing RMO Systems (continued)Existing RMO Systems (continued) Supply Chain Management Systempp y g y

Client/Server system in C++ and DB2

Mail Order System

Mainframe COBOL/CICS Unable to handle phoneMainframe COBOL/CICS. Unable to handle phone orders

Phone order system

Oracle and Visual Basic system built 6 years agoOracle and Visual Basic system built 6 years ago

Retail store systems

Eight-year-old point-of-sale and batch inventory package, overnight update with mainframepackage, overnight update with mainframe


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Existing RMO Systems (continued)Existing RMO Systems (continued)

Office systemsOffice systems

LAN with office software, Internet, e-mail

Human resources system

Thirteen-year-old mainframe-based payroll and benefits

Accounting/finance system

M i f k b ht f l di dMainframe package bought from leading vendor

Web Catalog and Order SystemWeb Catalog and Order System

Outside company until 2011. Irregular performance


1The Information Systems Strategic y g

PlanSupports RMO strategic objectives

Build more direct customer relationshipsBuild more direct customer relationships

Expand marketing beyond Western states

Plan calls for a series of information system development and integration projects over severaldevelopment and integration projects over several years

Project launch: New customer support system to integrate phone orders mail orders and directintegrate phone orders, mail orders, and direct customer orders via Internet


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RMO Technology Architecture PlanRMO Technology Architecture Plan

Distrib te b siness applicationsDistribute business applications

Across multiple locations and systemsp y

Reserve data center for Web server, database, and telecommunicationstelecommunications

Strategic business processes via Internet

Supply chain management (SCM)

Di t t d i i d i W b itDirect customer ordering via dynamic Web site

Customer relationship management (CRM)p g ( )

Web-based intranet for business functions


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RMO Application Architecture PlanRMO Application Architecture Plan

Supply chain management (SCM)Supply chain management (SCM)

Product development, product acquisition, manufacturing, inventory management

Customer support system (CSS)Customer support system (CSS)

Integrate order-processing and fulfillment system with SCSCM

Support customer orders (mail, phone, Web)Support customer orders (mail, phone, Web)

Strategic information management system

Extract and analyze SCM and CSS information for strategic and operational decision making and control


1RMO Application Architecture Plan pp

(continued) Retail store system (RSS)

Replace existing retail store system with systemReplace existing retail store system with system integrated with CSS

Accounting/finance system

Purchase intranet application to maximize employeePurchase intranet application to maximize employee access to financial data for planning and control

H (HR) tHuman resources (HR) system

Purchase intranet application to maximize employee access to human resources forms, procedures, and benefits information


1Timetable for RMO Strategic Plan

Figure 1-13


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The Customer Support System (CSS)The Customer Support System (CSS)

RMO core competenc is their abilit to de elop andRMO core competency is their ability to develop and maintain customer loyalty

CSS is a core system supporting complete customer relationship managementp g

Inquiries, order entry, order tracking, shipping, back ordering returns sales analysisordering, returns, sales analysis

Systems analysis activities will define system requirements in detail

Strategic plan’s stated objectives will form guidelinesStrategic plan s stated objectives will form guidelines as project proceeds


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Analyst as a System DeveloperAnalyst as a System Developer

Part 1 The s stems anal stPart 1: The systems analyst

Chapter 1: The world of the information systems yanalyst (this chapter)

Chapter 2: Approaches to system developmentChapter 2: Approaches to system development

Predictive and adaptive SDLCs

T diti l hTraditional approach

Object-oriented approach

Chapter 3: The analyst as a project manager


1Analyst as a System Developer y y p

(continued) Part 2: Systems analysis tasks

Chapter 4: Beginning the analysis: InvestigatingChapter 4: Beginning the analysis: Investigating system requirements

Chapter 5: Modeling system requirements

Chapter 6: Traditional approach to requirementsChapter 6: Traditional approach to requirements

Chapter 7: Object-oriented approach to requirements

Chapter 8: Evaluating alternatives for requirements, environment, and implementationenvironment, and implementation



(continued) Part 3: Systems design tasks

Chapter 9: Moving to designChapter 9: Moving to design

Chapter 10: Traditional approach to design

Chapter 11: Object-oriented design: Principles

Chapter 12: Object-oriented design: Use Case Realizations

Chapter 13: Designing databases



(continued) Chapter 14: Designing the user interface

Chapter 15: Designing system interfaces controlsChapter 15: Designing system interfaces, controls, and security

Part 4: Implementation and support

Chapter 16: Making the system operationalChapter 16: Making the system operational

Chapter 17: Current trends in system development

Supplemental Online Chapters

Online Chapter 1: Software packages and ERP



(continued) O li A diOnline Appendices:

Project management, finance, planning, interviewingProject management, finance, planning, interviewing

Project schedules with PERT/CPM charts

Calculating net present value, payback period, and return on investment

Presenting the results to management


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SummarySummary

A systems analyst solves business problems using information systems technology

Problem solving means looking into businessProblem solving means looking into business problem in great detail, completely understanding problem and choosing best solutionproblem, and choosing best solution

Information system development is much more thanInformation system development is much more than writing programs


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Summary (continued)Summary (continued)

S t ll ti f i t l t d t th tSystem – collection of interrelated components that function together to achieve some outcome

Information systems outcome – solution to a business problem

Information systems, subsystems, and components interact with and include hardware software inputsinteract with and include hardware, software, inputs, outputs, data, people, and procedures


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Summary (continued)Summary (continued)

Systems analyst has broad knowledge and variety ofSystems analyst has broad knowledge and variety of skills, including technical, business, and people

Integrity and ethical behavior are crucial to success for the analystfor the analyst

Systems analyst encounters a variety of rapidlySystems analyst encounters a variety of rapidly changing technologies

Systems analyst works on strategic plans and then system development projectssystem development projects


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