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Commerce 3KA3 System Analysis & Design
Course Web sitehttp://avenue.mcmaster.ca/
Instructor Information Name: Dr. Y. Yuan Office: DSB AIC Wing A204 E-Mail: [email protected] Phone: (905) 525-9140 Ext 23982 Web Site:
http://www.business.mcmaster.ca/msis/profs/yuan/
TA: Zhiling Tu Office: DSB A211 Office Hours: make appointment through email Tel: (905) 525-9140 x 26034 Email: [email protected]
TA: Reza Ariaeinejad Office: DSB A211 Office Hours: Mondays 5:45-6:45 pm, DSB B107 Tel: (905) 525-9140 x 26398 Email: [email protected]
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?
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.
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
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
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.
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
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.
Course evaluation Assignments 20% Term Project 30%
Proposal 5%, Presentation 10%, Report 15%
Midterm Exam 20% Final Exam 30%
Assignments System analysis and design for
an online student housing service Requirement gathering Structured modeling Object-oriented modeling Data modeling and interface
design
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
Questions?Suggestions?
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
http://www.youtube.com/watch?v=b5K1yrICMII&feature=related
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 problems using information technology
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
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.
Analyst’s Approach to Problem Solving
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)
Define the details of the chosen solution
Monitor to ensure desired results
Decide which solution is best and recommend
Implement the solution
Required Skills of the Systems Analyst
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.
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
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.
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 test cases and scenarios.
Project Management and Preliminary Investigation
Project Management Project management is the
discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives.
You may be a project leader or member.
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
Project Management Tasks Beginning of project
Overall project planning During project
Project execution management Project control management Project closeout
Key Elements of Project Management
Cos
t Time
Scope
Quality
Risk
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
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
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
http://www.youtube.com/watch?v=GcR-wpSzr4Y&feature=related
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
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?
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
Activities of the Project Planning Phase
Activities of Project Planning
Defining the Problem Review business needs
Use strategic plan documents Consult key users Develop list of expected business
benefits
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
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.
Risk Analysis
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
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?
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
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
Approaches to Cost/Benefit Analysis Break-even Approach - attempts to measure
the time it will take to recoup in benefits the original dollars invested
Present Value Approach - attempts to value future dollars in terms of their values today
Internal Rate of Return Approach - calculates the rate of return on the project investment
Portfolio Analysis - analyze and balance risk and benefit among alternatives
Scoring methods - multi-objective rating
Operational feasibility Operational Feasibility - the
willingness and ability of management, employees, customers, suppliers, etc. to operate, use and support the proposed system
Will the proposed system be used effectively by the users?
Will users be capable of using the system?
Will users be happy to adopt the system?
Organizational and Cultural Feasibility
Each company has own culture New system must fit into culture
Evaluate related issues for potential risks Low level of computer competency Computer phobia Perceived loss of control Shift in power Fear of job change or employment loss Reversal of established work procedures
Technological Feasibility Technical Feasibility - whether reliable
hardware and software needed can be acquired or developed in the required time
Does system stretch state-of-the-art technology?
Does in-house expertise presently exist for development?
Does an outside vendor need to be involved?
Schedule Feasibility Can it be implemented in an accepted time? Estimates needed without complete information Management deadlines may not be realistic Project managers need to
Drive realistic assumptions and estimates Recommend completion date flexibility Assign interim milestones to periodically reassess
completion dates Involve experienced personnel Manage proper allocation of resources
Resource Feasibility Are the resources available, trained, and
ready to start? Develop resource plan for the project Identify and request specific technical staff Identify and request specific user staff Organize the project team into workgroups Conduct preliminary training and team
building exercises
Launching Project Key launch question: “Are we ready to
start?” Scope defined, risks identified, project is
feasible, schedule developed, team members identified and ready
Oversight committee finalized, meet to give go-ahead, and release funds
Formal announcement made to all involved parties within organization
Initiate your own project Find a partner Find an interesting project Make sure the project is doable Wrote a project proposal Get feedback from instructor
Project Proposal You may discuss your idea with the instructor to
get some advice. The proposal should include the project title,
names of team members, the organization involved, and the brief description of the objective and the scope of the project. The proposal should be typed with no more than two pages. Handwriting is unacceptable.
The proposal draft is due next week. You will get feedback and submit the formal proposal later for grade.
