M1 Introduction To Sia

Republic of the Philippines
City of Olongapo
GORDON COLLEGE
Olongapo City Sports Complex, Donor St., East Tapinac, Olongapo City
www.gordoncollege.edu.ph
INTRODUCTION TO SYSTEMS INTEGRATION AND ARCHITECTURE

MODULE NO: 1
I. INTRODUCTION
Many systems are built to easy, improve and transform organizations. Some
organizations have many departments which run systems which are independent
of each other. And systems built sometimes, may not have an abstract view
(architecture) which leads to failure of system interoperability. There is need to
have architectural view of the system as a priority to help in the design to avoid
the likeliness of system failure.
II. LEARNING OBJECTIVES
After completion of this module, students should be able to:
• Identify integration issues upfront in the process of System Integration and should
be able to identify the best practices that ensure successful System Integration.
• Have an understanding of the technical and business process issues involved in
systems integration.
III. TOPICS AND KEY CONCEPTS
What is a System?
An array of components designed to accomplish a particular objective according

to plan. Many sub-systems may be designed which later on are combined together
to form a system which is intended to achieve a specific objective which may be set
by the Project Manager.
Simply put, a system is an organized collection of parts (or subsystems) that are
highly integrated to accomplish an overall goal. The system has various inputs,
which go through certain processes to produce certain outputs, which together,
accomplish the overall desired goal for the system.
INPUT PROCESS OUTPUT
FEEDBACK
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Systems Integration and Architecture
Ms. Denise Lou B. Punzalan
2ND SEMESTER 2020-2021, NOT FOR SALE: EXCLUSIVE FOR GORDON COLLEGE ONLY
City of Olongapo
GORDON COLLEGE
Goals and Outcomes (Desired Result)
Goals are the ultimate results that the system wants to accomplish. All systems are
goal-directed. Organizations and its subsystems must have clear goals, as well. That
is why it is so important for leaders to establish goals and thoroughly communicate
them throughout the organization. The overall goals of an organization are usually
described in terms of its mission, or purpose. In addition, many organizations often
associate a vision, or clear depiction, of what the organizations or its customers will
look like when working successfully at some point in the future. The mission, vision
and strategic goals are usually determined during strategic planning. Thus,
strategic planning is an important responsibility of the role of organization’s
leaders.
Inputs
Inputs are items that are used by the various processes in the system to achieve
the overall goal of the system. The input refers to something being put into
the system (in this case the system is an organization). This is transformed by the
organization (or parts of it) through an activity or function of the organization.
Process
Processes, or activities, are series of activities conducted by the organization,

product or service that manipulate the various inputs to achieve the overall desired
goal of the organization, product or service. Processes are all the related activities
or parts inside the system that work together to make it function. It’s important
that processes are effective at what they do so that the system can run efficiently.
Processes are the sequence of activities intended to produce a particular result.
Processes span organizational boundaries, linking together people, information
flows, and other resources to create and deliver value to your customers.
Output
Outputs are the tangible results produced by the organization, product or service.
Outputs are often mistaken to indicate the success of an organization or one of its
products or services. An output refers to whatever is produced by the system or
parts of it. The success of a system or services is determined, not by the range and
number of customers or users, but by how well the customers or users benefited
from that system.
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GORDON COLLEGE
Feedback
Feedback is continuously exchanged among the various parts of an organization

and, ideally, with the environment external to the organization, as well. Feedback
comes from a variety of sources. Feedback can also come from evaluations of the
organization, products, services and personnel. This ongoing feedback, or
communication, is absolutely critical to the success of the organization. An
organization has to continually include ongoing feedback within the organization
and with its environment.
Assessment and Evaluation
Assessment means to make some measurement from the feedback. Evaluation

means collecting information, or feedback, in an orderly manner and making
judgments to make important decisions. An effective organization is continually
collecting and assessing feedback to evaluate effectiveness in the organization.
Often, assessment and evaluation are focused on various outputs, or measures
from the system. Evaluation can be focused on the entire organization or any of its
subsystems.
Besides after the system has been designed and developed in consideration of the
size of the organization, i.e., most especially when the organization is large, need
is required to integrate such systems to ensure flexibility, speed, cost,
standardization, data integrity, reliability and robustness.
This can help Information Technology (IT), energy, and financial services industry
among others to have an easy-to-use integrated system.
What is System Thinking?
Systems Thinking is a holistic approach

to analysis that focuses on the way that a
system's constituent parts interrelate and
how systems work over time and within
the context of larger systems. The
systems thinking approach contrasts
with traditional analysis, which studies
systems by breaking them down into
their separate elements.
System Thinking is a way of understanding an entity in terms of its purpose,

as three (3) steps.
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The three (3) major steps followed in System Thinking:
1. Identify a containing whole (system), of which the thing to be explained is a

part.
2. Explain the behavior or properties of the containing whole.
3. Explain the behavior or properties of the thing to be explained in terms of its
role/s or function/s within its containing whole.
What is System Integration?
In very broad terms, system integration is the process of connecting different sub-
systems (components) into a single larger system that functions as one. With
regards to software solutions, system integration is typically defined as the process
of linking together various IT systems, services and/or software to enable all of
them to work functionally together.
Why System Integration?
The main reason for organizations to use system integration is their need to
improve productivity and quality of their operations. The goal is to get the
organizations various information systems to “talk to each other” through the
integration, to speed up information flows and reduce operational costs for the
organization. But system integration is not used only to connect an organization’s
internal systems, but also third parties that the organization operates with.
System Integration Methods
System Integration Methods are divided into the following different categories:
Point-to-Point Integration
Point-to-point integration (also known as one-to-one integration) is the simpler

of the two integration models. Point-to-point integration is used when a sender
has to send a message to a single receiver. Typically, such point-to-point
integration handles only one function and does not involve any complex business
logic. This integration handles 1:1 relationship.
System A System B
System C System C
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Vertical Integration
In vertical integration method, the system components (sub-systems) are

integrated by creating functional "silos", beginning with the basic bottom function
upward. This is normally relatively simple and easy method that only involves a
limited number of systems (more than two), but on the other hand, this integration
method is quote rigid and more difficult to manage in the long term as any new
functionally will require its own functional “silo”. Still, this method can be used
effectively to create simple integrations, that only need to address a single
function.
Horizontal Integration
In horizontal integration, a separate sub-system is used as a common interface

layer between all sub-systems. Very often this layer is referred to as an Enterprise
Service Bus (ESB). This method allows each sub-system to have just one single
interface to communicate with all the other sub-systems connected to the
common interface. The benefit of this method is also that each sub-system can be
changed or even replaced without having to re-do the interfaces of any other
systems.
Challenges in System Integration
System integration is not rocket science by any means, but there are a number of
issues that make system integration challenging for all organizations. According
to certain studies, up to 70% of all integration projects fail in some aspect. This is
probably more common for complex projects, but sometimes even relatively
simple system integration projects can run into trouble. Most of the failures are
not due to the chosen integration technology itself or technical difficulties with the
systems in the scope, but due to project and change management issues.
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1. Constant changes of the integration landscape.
The longer the project takes, the more significant this issue becomes. To
manage this risk, time is of the essence, keeping the integration projects short
improves the success rate of the project. Further, an agile working
methodology that can cater to changing requirements along the way and also
after the project is essential for the success of the systems integration.
2. Lack of skilled resources.
System integration requires expertise that is not easy to come by. Having
excellent integration technology is not enough if the required expertise is not
there.
3. Lack of accountability.
When you’re integrating many different sub-systems, the accountability for

the success of the integration becomes blurred very easily. So, when
something goes wrong, the situation turns very easily to finger pointing and
blaming the other parties, instead of someone “owning” the integration. If a
single party handles the system integration project, that party is also (often
contractually) responsible for the success of such a system integration project,
and there is no ambiguity over accountability.
What is System Architecture?
A system architecture is the conceptual model that defines the structure, behavior,
and more views of a system. An architecture description is a formal description
and representation of a system, organized in a way that supports reasoning about
the structures and behaviors of the system. The architecture of a system defines
its high-level structure, exposing its gross organization as a collection of
interacting components.
Elements needed to model a software architecture:
1. A structure
2. Properties (various elements involved in a system)
3. Relationships (the connection between various elements)
4. Behavior and Dynamics
5. Multiple views of the system (the complementary and consistency)
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From the key terms described above, a system developer and architects cannot do
anything without first establishing various projects. These projects may be new or
existing. So, it is inevitable to first understand what a project is, the factors that
influence the project, who the owners are and many more.
What is a Project?
A project is a temporary endeavor undertaken to

accomplish a unique product or service.
A project can also be defined as a set of inputs and
outputs required to achieve a particular
goal. Projects can range from simple to complex
and can be managed by one person or a hundred.
Attributes of a project:
1. Unique Purpose
2. Temporary
3. Required resources
4. Primary user or customer
5. Involves uncertainty
Where do Information System Projects originate? (Source of Projects)
New or changed Information System (IS) development projects come from problems,
opportunities, and directives and are always subject to one or more constraints.
1. Problems - may either be current, suspected, or anticipated. Problems are

undesirable situations that prevent the business from fully achieving its purpose,
goals, and objectives (users discovering real problems with existing Information
Systems).
2. Opportunity - is a chance to improve the business even in the absence of specific
problems. This means that the business is hoping to create a system that will help
it with increasing its revenue, profit, or services, or decreasing its costs.
3. Directive - is a new requirement that is imposed by management, government, or
some external influence i.e., are mandates that come from either an internal or
external source of the business.
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Projects cannot be run in isolation
• Projects must operate in a broad organizational environment

• Project managers need to take a holistic or systems view of a project and
understand how it is situated within the larger organization.
Stakeholders
A stakeholder in the architecture of a system is an individual, team, organization, or

classes thereof, having an interest in the realization of the system. Stakeholders are the
people involved in or affected by project activities.
Stakeholders include:
1. Project Sponsor and Project Team

2. Support Staff
3. Customers or Users
4. Suppliers
5. Opponents of the Project
Importance of Stakeholders
• Project managers must take time to identify, understand, and manage

relationships with all project stakeholders
• Using the four frames of organizations can help meet stakeholder needs and
expectations.
The four (4) frames of organization
Structural Frame Human Resource Frame

Focuses on roles and responsibilities, Focuses on providing harmony
coordination and control. between needs of the organization and
Organizational charts help define this needs of people.
frame.
Political Frame Symbolic Frame
Assumes organizations are coalitions Focuses on symbols and meanings
composed of varied individuals and related to events. Culture is important.
interest groups. Conflict and power are
key issues.
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What helps a project succeed?
According to the Standish Group’s report “CHAOS 2001: A Recipe for Success,” the
following items help IT projects succeed, in order of importance:
• Executive Support
• User involvement
• Experienced Project Manager
• Clear business objectives
• Minimized scope
• Standard software infrastructure
• Firm basic requirements
• Formal methodology
Organizational Structure
• Organizational structure depends on the company and/or the project.

• The structure helps define the roles and responsibilities of the members of the
department, work group, or organization.
• It is generally a system of tasks and reporting policies in place to give members
of the group a direction when completing projects.
• A good organizational structure will allow people and groups to work effectively
together while developing hard work ethics and attitudes.
Basic Organizational Structure
Functional Structure - People who do similar tasks, have similar skills and/or jobs in
an organization are grouped into a functional structure. The advantages of this kind of
structure include quick decision making because the group members are able to
communicate easily with each other. People in functional structures can learn from
each other easier because they already possess similar skill sets and interests.
CEO
VP Engineering VP Manufacturing VP IT VP Human Resource
Staff Staff Staff Staff
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Project Organization Structure - In a project-organizational structure, the teams are

put together based on the number of members needed to produce the product or
complete the project. The number of significantly different kinds of tasks are taken into
account when structuring a project in this manner, assuring that the right members are
chosen to participate in the project.
CEO
Program Manager A Program Manager B Program Manager C
Staff Staff Staff
Matrix Structure - Matrix structures are more complex in that they group people in
two different ways: by the function they perform and by the product team they are
working with. In a matrix structure the team members are given more autonomy and
expected to take more responsibility for their work. This increases the productivity of
the team, fosters greater innovation and creativity, and allows managers to
cooperatively solve decision-making problems through group interaction.
CEO
Program Managers VP Engineering VP Manufacturing
Staff Staff Staff
Program Manager A 2 Engineering Staff 1 Manufacturing Staff
Program Manager B 5 Engineering Staff 3 Manufacturing Staff
Program Manager C 1 Engineering Staff 0 Manufacturing Staff
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IV. TEACHING AND LEARNING MATERIALS RESOURCES
Visual Representation such as:
1. PowerPoint Presentations
2. SmartArt Tools
3. Photographs
V. LEARNING TASKS
For Lecture:
Activity 1: All about Systems
Instruction: Think of a system integration/project and,
1. Title of the system.

2. Explain the purpose of the system.
3. Identify the sub-systems that can be included or considered.
4. Define each sub-systems.
5. Choose and create a basic structural organization for the system.
(Functional Organization, Project Organization, Matrix Organization)
Title of the system: ___________________________________________
Purpose of the system:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
The sub-systems:
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Sub-systems definition:
Systems Basic Organization:
Type of Organization Structure: ____________________________________________
For Laboratory:
Instruction: According to your respective block, think of a project that you will create,
build/develop and integrate. One (1) system project for the whole block. The system
that you will be developing must have different sub-systems connected and related
to the proposed project.
Things you need to accomplish:
1. Three (3) System Project Proposal

2. Brief description of each submitted proposal, also identify the sub-systems
and define.
3. Project Manager
4. Lead Developers for each sub-systems
5. Team Composition
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VI. REFERENCES
• Sage A.P. and Rouse, W.B. Handbook of Systems Engineering and

Management, John Wiley & Sons, 1999.
• https://www.open.edu/openlearn/nature-environment/environmental-
management-and-organisations/content-section-11.1
• https://www.lix.polytechnique.fr/~golden/systems_architecture.html
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Republic of the Philippines

INTRODUCTION TO SYSTEMS INTEGRATION AND ARCHITECTURE

II. LEARNING OBJECTIVES

After completion of this module, students should be able to:

III. TOPICS AND KEY CONCEPTS

An array of components designed to accomplish a particular objective according

INPUT PROCESS OUTPUT

Goals and Outcomes (Desired Result)

Processes, or activities, are series of activities conducted by the organization,

Feedback is continuously exchanged among the various parts of an organization

Assessment and Evaluation

Assessment means to make some measurement from the feedback. Evaluation

What is System Thinking?

Systems Thinking is a holistic approach

System Thinking is a way of understanding an entity in terms of its purpose,

The three (3) major steps followed in System Thinking:

1. Identify a containing whole (system), of which the thing to be explained is a

What is System Integration?

Why System Integration?

System Integration Methods

Point-to-point integration (also known as one-to-one integration) is the simpler

In vertical integration method, the system components (sub-systems) are

In horizontal integration, a separate sub-system is used as a common interface

Challenges in System Integration

1. Constant changes of the integration landscape.

2. Lack of skilled resources.

When you’re integrating many different sub-systems, the accountability for

What is System Architecture?

Elements needed to model a software architecture:

A project is a temporary endeavor undertaken to

Where do Information System Projects originate? (Source of Projects)

1. Problems - may either be current, suspected, or anticipated. Problems are

Projects cannot be run in isolation

• Projects must operate in a broad organizational environment

A stakeholder in the architecture of a system is an individual, team, organization, or

1. Project Sponsor and Project Team

• Project managers must take time to identify, understand, and manage

The four (4) frames of organization

Structural Frame Human Resource Frame

What helps a project succeed?

• Organizational structure depends on the company and/or the project.

Basic Organizational Structure

VP Engineering VP Manufacturing VP IT VP Human Resource

Staff Staff Staff Staff

Project Organization Structure - In a project-organizational structure, the teams are

Program Manager A Program Manager B Program Manager C

Staff Staff Staff

Program Managers VP Engineering VP Manufacturing

Staff Staff Staff

Program Manager A 2 Engineering Staff 1 Manufacturing Staff

Program Manager B 5 Engineering Staff 3 Manufacturing Staff

Program Manager C 1 Engineering Staff 0 Manufacturing Staff

IV. TEACHING AND LEARNING MATERIALS RESOURCES

Visual Representation such as:

Activity 1: All about Systems

Instruction: Think of a system integration/project and,

1. Title of the system.