Module 4

Selecting the Best Alternative Design Strategy

7.1

Learning Objectives
Describe different sources of software Learn to assemble the various pieces of
an alternative design strategy Learn how to generate at least three alternative design strategies Discuss selecting the best design strategy using both qualitative and quantitative methods
7.2

Learning Objectives
Learn how to use the results of the
analysis phase to update a Baseline Project Plan (BPP) Discuss design strategies and how they are applied to the Internet

7.3

Selecting the Best Alternative Design Strategy

Two basic steps
1. Generate a comprehensive set of alternative design strategies 2. Select the one design strategy that is most likely to result in the desired information system

Process

Divide requirements into different sets of capabilities Enumerate different potential implementation environments that could be used to deliver the different sets of capabilities Propose different ways to source or acquire the various sets of capabilities for the different implementation environments

7.4

Selecting the Best Alternative Design Strategy

Deliverables
1. At least three substantially different system
design strategies for building the replacement information system 2. A design strategy judged most likely to lead to the most desirable information system 3. A Baseline Project Plan (BPP) for turning the most likely design strategy into a working information system
7.5

Generating Alternative Design Strategies

Best to generate three alternatives

Low-end
Provides all required functionality users

demand with a system that is minimally different from the current system

High-end
Solves problem in question and provides many

extra features users desire

Midrange
Compromise of features of high-end alternative

with frugality of low-end alternative

7.6

Drawing Bounds on Alternative Designs

Minimum Requirements

Mandatory features versus desired features Forms of features

Data Outputs Analyses User expectations on accessibility,response time and turnaround time

Constraints on System Development

7.7

Time Financial Legal Dynamics of the problem

Issues to Consider in Generating Alternatives

Outsourcing

The practice of turning over responsibility of some to all of an organizations information systems applications and operations to an outside firm Can provide a cost effective solution

7.8

Issues to Consider in Generating Alternatives

Sources of Software

Hardware manufacturers Packaged software producers Custom software producers Enterprise solution software In-house development

7.9

Criteria for Choosing Off-the-Shelf Software

Cost

In-house versus purchased Mandatory, essential and desired features Installation Training Technical Support

Functionality

Vendor Support

Viability of Vendor
7.10

Criteria for Choosing Off-the-Shelf Software

Flexibility

Ease of customization

Documentation

User documentation Technical documentation

Response Time Ease of Installation

7.11

Validating Purchased Software Information

Information from vendor Software evaluation period Customer references from vendor Independent software testing service Trade publications

7.12

Hardware and Software Issues

Existing Platform
1. Lower costs 2. Information system staff is familiar with operation and maintenance 3. Increased odds of successfully integrating system with existing applications 4. No added costs of converting old systems to new platform or transferring data
7.13

New Hardware and System Software

1. Some software components will only run on new platform 2. Developing system for new platform gives organization opportunity to upgrade technology holdings 3. New requirements may allow organization to radically change its computing operations

Hardware and Software Issues

Request for Proposal (RFP)

A document provided to vendors to ask them to propose hardware and system software that will meet the requirements of your new system

7.14

Implementation Issues
Technical and social aspects of implementation need to be addressed Training Disruption of work

7.15

Organizational Issues
Overall cost and available funds Management Support User Acceptance of the new system Other issues - assessment of operational and political feasibility

Hoosier Burgers New Inventory Control System

Replacement for existing system Figure 7-4 ranks system requirements and constraints Figure 7-5 shows steps of current system When proposing alternatives, the requirements and constraints must be considered
7.17

Bob receives invoices from suppliers, he records their receipt on an invoice log sheet, and he puts the actual invoices in his accordion file. Using the invoices, Bob records the amount of stock delivered on the stock logs, paper forms posted near the point of storage for each inventory item. The stock logs include minimum order quantities as well as spaces for posting the starting amount

delivered, and the amount used for each item. Amounts delivered are entered on the sheet when Bob logs stock deliveries; amounts used are entered after Bob has compared the amounts of stock used, according to physical counts, and according to the numbers on the inventory report generated by the food ordering system.

Bob wants to improve their inventory system so that new orders are immediately accounted for, so that the system can determine when new orders should be placed, and so that management can obtain accurate inventory levels at any time of the day.

The steps in Hoosiers Burgers Inventory Control System

1. 2. 3. 4. 5. 6. 7. Meet delivery trucks before opening restaurant. Unload and store deliveries. Log invoices and file in accordion file. Manually add amounts received to stock logs. After closing, print inventory report. Count physical inventory amounts. Compare inventory reports to total to physical count totals. 8. Compare physical count totals to minimum order quantities; if the amount is less, make order; if not, do nothing. 9. Pays bills that are due and record them as paid.

Ranked system requirements and constraints for Hoosiers Burgers Inventory System
System Requirements
1. Must be able to easily enter shipments into system as soon as they are accepted. 2. System must automatically determine whether and when a new order should be placed. 3. Management should be able to determine at any time approximately what inventory levels are for any given item in stock.

System Constraints
1. System development can cost no more that $50,000. 2. New hardware can cost no more than $50,000. 3. The new system must be operational in no more than six months from the start of the contract. 4. Training needs must be minimal, I.e., the new system must be very easy to use.

3 Alternatives for Hoosiers Burgers Inventory System

CRITERIA
Requirements
Alternative A Alternative B Alternative C

1. Easy real-time
entry of new shipment data. 2. Automatic Reorder Decisions. 3. Real-time data on inventory levels.

Yes

Yes

Yes

For some time Not available

For all items Available for some items only

For all items Fully available

3 Alternatives for Hoosiers Burgers Inventory System

CRITERIA
Constraints
Alternative A Alternative B Alternative C

1. Cost to develop $25,000 2. Cost of

Hardware $25,000

$50,000 $50,000

$65,000 $50,000

3. Time of
operation

3 months

6 months 2 weeks training

9 months 1week training

1 week 4. Ease of training training

Hoosier Burgers New Inventory Control System

Figure 7-7 lists 3 alternatives

Alternative A is a low-end proposal Alternative C is a high-end proposal Alternative B is a midrange proposal

7.25

Hoosier Burgers New Inventory Control System

Selecting the most likely alternative

Weighted approach can be used to compare the three alternatives Figure 7-8 shows a weighted approach for Hoosier Burger Left hand side of table contains decision criteria
Constants and requirements Weights are arrived at by discussion with analysis team,

users and managers

Each requirement and constraint is ranked

1 indicates that the alternative does not match the

7.26

request well or that it violates the constraint 5 indicates that the alternative meets or exceeds requirements or clearly abides by the constraint

Weighted Approach Hoosiers Burgers Inventory System

Criteria Requirements Real-time data entry Auto recorder Real-time data query Constraint Development Cost Hardware Cost Time to operation Ease of training Weight Alternative A Rating Score 5 3 1 90 54 14 158 100 75 50 25 250 408 Alternative B Rating Score 5 5 3 90 90 42 222 80 60 40 15 195 417 Alternative C Rating Score 9 5 5 90 90 70 250 60 60 30 25 175 425

18 18 14 50 20 15 10 5 50 100

5 5 5 5

4 4 4 3

3 4 3 5

Total

Hoosier Burgers New Inventory Control System

Selecting the most likely alternative

According to the weights used, alternative C appears to be the best choice

7.28

Updating the Baseline Project Plan (BPP)

The Baseline Project Plan (BPP) was developed during systems planning and selection phase Baseline Project Plan (BPP) can be used as an outline of a status report at analysis phase Schedule will be updated to reflect actual activities and durations An oral presentation of project status is typically made at this phase
7.29

1.

BASELINE PROJECT PLAN REPORT 1.0 Introductions

Project Overview Provides an executive summary that specifies the projects scope, feasibility, justification, resource requirements, and schedules. Additionally brief statement of the problem, the environment in which the system is to be implemented, and constraints that affect the project are provided. Recommendation Provides a summary of important findings from the planning process and recommendations for subsequent activities.

2.0 System Description

A. Alternatives Provides a brief presentation of alternative system configuration. B. System Description Provides a description of the selected configuration and a narrative of input information, tasks performed, and resultant

information.

3.0 Feasibility Assessment

A. Economic Analysis Provides economic justification for the system using costbenefit analysis. B. Technical Analysis Provides a discussion of relevant technical risk factors and an overall risk rating of the project..

C. Operational Analysis Provides an analysis of how the proposed system solves business problems or takes advantage of business opportunities in addition to an assessment of how current-day-to-day activities will be changed by the system.
D. Legal and Contractual Analysis Provides a description of any legal or contractual risks related to the project (e.g. copyright or nondisclosure issues, data capture or transferring and so on.)

E. Political Analysis Provides a description of how stakeholders within the organization view the proposed system. F. Schedules, Timeline and Resource Analysis Provides a description of potential timeframe and completion date scenarios using various resource allocation schemes.

4.0 Management Issues

A. Team Configuration and Management Provides a description of the team member roles and reporting relationships.

B. Communication Plan provides a description of the communication procedures to be followed by management, team members, and the customer.

C. Project Standards and Procedures Provides a description on how deliverables will be evaluated and accepted by the customer.

D. Other Project-Specific Topics Provides a description of any other relevant issues related to the project uncovered during planning.

Summary
Sources of Software Identifying requirements and constraints Generating alternative design strategies Selecting the best design strategy Updating a Baseline Project Plan (BPP)

7.37

Evaluation:
Consider the purchase of a new PC to be used by you at your work (or by you at a job that you would like to have). Describe in detail three alternatives for this new PC that represent the low, mid-, and high points of a continuum of potential solutions. Be sure that the low-end PC meets at least your minimum requirements and the high-end PC is at least within a reasonable budget. At this point, without quantitative analysis, which alternative would you choose?