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1

The World of the Modern Systems Analyst and as a

Project Manager

Lecture 1

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The Analyst

Business problem solver Has practical knowledge

Computers Programming

Understands business problems Uses logical methods for solving problems

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1Analyst’s Approach to Problem SolvingFigure 1-1

Verify that the benefits of solving the problem outweigh the costs

Research and understand the problem

Define the requirements for solving the problem

Develop a set of possible solutions (alternatives)

Define the details of the chosen solution

Monitor to make sure that you obtain the desired results

Decide which solution is best and make a recommendation

Implement the solution

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1Systems that Solve Business Problems

Information systems Collection of interrelated components that

collect, process, store, and provide as output the information needed to complete business tasks

Subsystems Their supersystems Functional decomposition

Dividing a system into components based on subsystems that are in turn, divided into smaller subsystems

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1Information System/Subsystem Figure 1-2

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1 Information Systems and Component Parts

Figure 1-3

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1System Boundary vs. Automation Boundary

Figure 1- 4

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1Types of Information Systems

Figure 1-5

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1Technical Knowledge and

Skills of the Analyst

Technology Understanding of Computers / Peripheral

devices

Tools Software packages Integrated development environments (IDEs) CASE tools / Support packages

Techniques Planning, analysis, design, construction,

implementation, and support

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1Business Knowledge and

Skills of the Analyst

Business functions

Organizational structure

Management techniques

Functional work processes

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1People Knowledge and Skills

of the Analyst

Understand how people: Think Learn React to change Communicate Work

Integrity and Ethics

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1

Environment Surrounding the Analyst

Types of technology systems encountered Desktop Networked desktops Client-server Mainframe Internet, intranet, and extranet

Job titles of systems analyst vary greatly

Places of employment vary from small businesses to large corporations

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1Analyst’s Role in Strategic Planning

Work on special projects affecting executives Business process reengineering

Involvement in strategic plan development process

Provide inputs to information systems strategic plan Application architecture plan Technology architecture plan

Implement enterprise resource planning (ERP) systems

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1

The Lecture Series

Introduction: The modern systems analyst and their role as project manager

Lecture 2: Systems analysis tasks

Lecture 3 and 4: Systems design tasks and relational data analysis

Lecture 5: Implementation and support

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1

The Analyst as a

Project Manager

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1Systems Development Lifecycle

(SDLC)

Three major activities Analysis: understanding business needs Design: conceptualizing computer-system

solution Implementation: construction, testing, and

installation

Two additional phases Project planning Support

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1IS Development Phases

Figure 2-1

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1

Planning Phase

Define problem

Confirm project feasibility

Produce project schedule

Staff the project

Launch the project

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1

Reasons for Project Failure

Incomplete or changing requirements

Limited user involvement

Lack of executive support

Lack of technical support

Poor Planning

Unclear objectives

Lack of required resources

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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

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1Activities of the Project Planning Phase

Figure 2-6

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1

Defining the Problem

Review business needs

Use planning documents

Develop list of expected business benefits

Identify expected system capabilities

Define requirements

Create system scope document

Create context diagram

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1System Context Diagram

Figure 2-8

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Producing Project Schedule

Develop work breakdown schedule List of tasks required for project Like an outline

Build a PERT/CPM chart Assists in assigning tasks Critical path method Tracking GANTT chart

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Confirming Project Feasibility

Economic Cost/benefit analysis Cash flow analysis

Organizational and cultural

Technological

Schedule

Resource

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Intangibles in Economic Feasibility

Costs and benefits cannot always be measured

Intangible Benefits Increased levels of service Customer satisfaction Survival Need to develop in-house expertise

Intangible Costs Reduced employee moral Lost productivity Lost customers or sales

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1Organizational and Cultural

Feasibility Each company has own culture

New system must fit into culture

Evaluate related issues for potential risks Computer competency Computer phobia Perceived loss of control Shift in power Fear of job changes Fear of employment loss Reversal of longstanding procedures

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Technological Feasibility

Does system stretch state-of-the-art?

Does expertise exist in-house for development?

Does a third party need to be involved?

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Schedule Feasibility

Interim evaluations to reassess completion dates

Realistic assumptions and estimates Completion date flexibility Involvement of experienced personnel Proper allocation of resources

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Resource Feasibility

Team member availability

Team skill levels

Equipment and supplies

Support staff

Physical facilities

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Project Staffing

Develop resource plan for the project

Identify and request specific technical staff

Identify and request specific user staff

Organize the project team into work groups

Conduct preliminary training and team building exercises

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Launching Project

Oversight committee is finalized and meets to give go-ahead

Formal announcement made

Key question: “Are we ready to start?”