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Introduction To System Analysis and Design
Introduction To System Analysis and Design
Introduction To System Analysis and Design
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LEARNING OUTCOME
At the end of this lecture, student should be able to :- 1.3 Understand Project Management
1.1 Discuss Information System Explain activities in project management
1.1.1 Define information and information system.
Describe Work breakdown structures, task
1.1.2 Describe information system components.
1.1.3 Identify various types of information system.
patterns, and critical path analysis.
Explain techniques for estimating task
1.2 Discuss system development approach completion times and costs.
1.2.1 System development method Explain Leadership and project manager
1.2.2 SDLC activities
1.2.3 Types of life cycle models
I.1NFORMATION SYSTEM
software
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INFORMATION SYSTEM COMPONENTS
1. PEOPLE
• People who have an interest in an information system are called stakeholders.
• Stakeholders include the management group responsible for the system, the
users (sometimes called end users) inside and outside the company who will
interact with the system, and IT staff members, such as systems analysts,
programmers, and network administrators who develop and support the
system.
INFORMATION SYSTEM COMPONENTS
2. PROCESSES
• Processes describe the tasks and business functions that users, managers, and
IT staff members perform to achieve specific results.
• Processes are the building blocks of an information system because they
represent actual day-to-day business operations.
• To build a successful information system, analysts must understand business
processes and document them carefully.
INFORMATION SYSTEM COMPONENTS
3. DATA
• Data is the unprocessed data (raw data) that an information system transforms
into useful information.
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Transaction Processing System (TPS)
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Example Of TPS
Sales and Marketing systems: Systems that support the sales and marketing function by facilitating the
movement of goods and services from producers to customers.
Manufacturing and production systems: Systems that supply data to operate, monitor and control the
production process. e.g. purchasing, receiving, shipping, process control, robotics, inventory systems, scheduling,
engineering, operations, quality control, resource management etc.
Finance & Accounting Systems: Systems that maintain records concerning the flow of funds in the firm and
produce financial statements, such as balance sheets and income statements. e.g. for Budgeting; General Ledger;
Billing: Cost Accounting, Accounts Receivable / Payable; Funds Management Systems, Payroll. They were
among the earliest systems to be computerised.
Human Resources System: Systems that deal with recruitment, placement, performance evaluation,
compensation, and career development of the firm's employees.
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Decision Support System (DSS)
Helps strategic management staff (often senior managers) make decisions by providing information, models, or
analysis tools. For support of semi-structured and unstructured decisions (structured decisions can be automated).
Used for analytical work, rather than general office support.
They are flexible, adaptable and quick. The user controls inputs and outputs. They support the decision process
and often are sophisticated modelling tools so managers can make simulations and predictions.
Their inputs are aggregate data, and they produce projections. An example job for a DSS would be a 5 year
operating plan.
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Management Information System (MIS)
Summarizes and converts TPS data into information for monitoring performance and managing an organization.
Transactions recorded in a TPS are analyzed and reported by an MIS.
They have large quantities of input data and they produce summary reports as output. Used by middle managers.
An example is an annual budgeting system
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Executive Information System (EIS)
it provides executives information in a readily accessible, interactive format. They are a form of MIS intended for
top-level executive use. An EIS/ESS usually allows summary over the entire organization and also allows drilling
down to specific levels of detail. They also use data produced by the ground-level TPS so the executives can gain
an overview of the entire organization.
Used by top level (strategic) management. They are designed to the individual. They let the CEO of an
organization tie in to all levels of the organization. They are very expensive to run and require extensive staff
support to operate.
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EIS EXAMPLE
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Office Automation System (OAS)
OAS provides individuals effective ways to process personal and organizational data, perform calculations, and
create documents. e.g. word processing, spreadsheets, file managers, personal calendars, presentation packages
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LETS REMEMBER !
TPS – Transaction Processing System
TPS Information system applications which captures and process data about (or for) business transactions. They
are sometimes called data processing systems.
business organizations.
1.2 SYSTEM DEVELOPMENT APPROACH
System development method • Types of life cycle models
a. Waterfall model
a. Structured Analysis- SDLC
b. Spiral Model
b. Object Oriented Analysis
c. Agile/Adaptive Method
c. Iterative and incremental development
d. Agile Model
e. Prototyping model
SDLC activities f. Rapid Application Development (RAD)
a. Planning g. Joint Application Development (JAD)
h. Extreme Programming (XP)
b. Analyze
c. Design
d. Implementation
Development
Testing
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B. O O ANALYSIS
combines data and the processes that act on the data into things called objects
Systems analysts use O-O to model real-world business processes and operations.
An object is a member of a class, which is a collection of similar objects.
Objects possess characteristics called properties, which the object inherits from its class or possesses on its own.
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C. AGILE APPROACH
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SYSTEM DEVELOPMENT METHOD
STRUCTURED ANALYSIS OBJECT-ORIENTED ANALYSIS AGILE/ADAPTIVE ANALYSIS
Represents the system in terms of Views the system in terms of objects Stresses intense team-based effort,
data and the processes that act upon that combine data and processes. breaks development process down
that data. System development is The objects represent actual people, into cycles, or iterations that add
organized into, phases, with things, transactions, and events. functionality. Each
deliverables and milestones to Compared to structured analysis, O- iteration is designed, built and tested
measure progress. The SDLC O phases tend to be more in an ongoing process.
waterfall model typically consists of interactive. Can use the waterfall
five phases. Iteration is possible model or the model that stresses
among the phases. greater iteration.
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SYSTEM DEVELOPMENT LIFE CYCLE
The information that users need often change over time. This may due to change within the organization or management.
The development of the system is broken down into phases, referred as System Development Life Cycle (SDLC).
SDLC is a model of the process of systems development. It is used by organizations to describe their approach to produce
computer systems. Traditionally this has been a staged (or phased) approach, known as the System Life Cycle or System
Development Life Cycle (SDLC).
According to Kendall, Kenneth E. SDLC is a sequence of phase approach to analysis and design. It holds that systems are best
developed through the use of specific cycle of analyst and user activities.
Whitten, Jeffrey L. said that SDLC is a systematic and orderly approach to solve business problems, develop and supporting
information system. It is sometimes called an application development life cycle.
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Book 3, pg 12
Analysis Develop analysis strategy Business process automation Business System proposal
Focus: Who, what, Determine business process improvement — Requirements definition
where, and when for Requirements Business process reengineering
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this system? Create use cases Interview
Primary output Model processes JAD session
— System proposal Model data
Book 3, pg 12
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WATERFALL MODEL
The waterfall model is a sequential design process, often used in
software development processes, in which progress is seen as
flowing steadily downwards (like a waterfall) through the phases
of Conception, Initiation, Analysis, Design, Construction, Testing,
Production/Implementation and Maintenance.
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SPIRAL MODEL
Focus is on risk assessment and on minimizing project risk by breaking a project into smaller segments and providing
more ease-of-change during the development process, as well as providing the opportunity to evaluate risks and weigh
consideration of project continuation throughout the life cycle.
Each cycle involves a progression through the same sequence of steps, for each part of the product and for each of its
levels of elaboration, from an overall concept-of-operation document down to the coding of each individual program.
Begin each cycle with an identification of stakeholders and their win conditions, and end each cycle with review and
commitment.
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PROTOTYPING MODEL
The process of prototyping involves the following steps
c. Review
The customers, including end-users, examine the prototype and provide feedback on additions or changes.
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Allows developers to create portions of the
solution to demonstrate functionality and make
needed refinements before developing the final
solution.
It is an activity that can occur in software
development and is comparable to prototyping as
known from other fields, such as mechanical
engineering or manufacturing
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RAPID APPLICATION DEVELOPMENT (RAD)
Rapid application development (RAD) is a software development
methodology that uses minimal planning in favor of rapid
prototyping. The "planning" of software developed using RAD is
interleaved with writing the software itself. The lack of extensive
pre-planning generally allows software to be written much faster,
and makes it easier to change requirements.
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EXTREME PROGRAMMING (XP)
Extreme Programming (XP) is a software development
methodology which is intended to improve software quality and
responsiveness to changing customer requirements. As a type of
agile software development, it advocates frequent "releases" in
short development cycles (timeboxing), which is intended to
improve productivity and introduce checkpoints where new
customer requirements can be adopted
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1.3PROJECT MANAGEMENT
Project management for IT professionals includes activities :
1. Planning
2. Scheduling
3. Monitoring
4. Reporting on information system development
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PLANNING
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WORK BREAKDOWN STRUCTURE(WBS)
A work breakdown structure (WBS) involves breaking a project down into a series of smaller tasks.
A work breakdown structure must clearly identify each task and include an estimated duration.
Examples of tasks include conducting interviews, designing a report, selecting software, waiting for the delivery
of
equipment, or training users.
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TASK PATTERNS
IDENTIFY TASK PATTERNS
Tasks in a work breakdown structure must be arranged in a logical sequence called a task pattern.
predecessor tasks. In larger projects, these patterns can be very complex, and
an analyst must study the logical flow carefully.
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SCHEDULING(TECHNIQUES FOR ESTIMATING
TASK COMPLETION TIMES AND COSTS) Page 107
Both these charts are used in scheduling project and as an evaluation tool in measuring development progress. 44
SCHEDULING TOOLS : PERT/CPM CHARTS.
Program Evaluation Review Technique (PERT) was developed by the U.S. Navy to manage very complex projects,
such as the construction of nuclear submarines.
At approximately the same time, the Critical Path Method (CPM) was developed by private industry to meet similar
project management needs.
bottom-up technique, because it analyzes a large, complex project as a series of individual tasks.
To create a PERT chart, you first identify all the project tasks and estimate how much time each task will take to
perform. Next, you must determine the logical order in which the tasks must be performed. For example, some tasks
cannot start until other tasks have been completed. In other situations, several tasks can be performed at the same time.
Once you know the tasks, their durations, and the order in which they must be performed, you can calculate the time that
it will take to complete the project.
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Page 105
EXAMPLE : PERT / CPM
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Page 105
EXAMPLE OF GANTT CHART
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EXAMPLE : GANTT CHART
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Example 1:
One-Time Cost worksheet
Customer Tracking System Project
A. Development costs $ 20,000
B. New hardware $ 15,000
C. New (purchased) software, if any $ 5,000
1. Packaged applications software
2. Other
D. User training $ 2,500
E. Site preparation $ 0
F. Other $ 0
Total cost $ 42,500
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Tangible cost
F. Others RM 0
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Total tangible benefits RM 17,500
Intangible cost
- Refers to the items that cannot be easily measured in dollar or with certainty
- May have direct organizational benefits such as increased morale of employee
- Potential tangible benefits may have to be considered intangible
- Example of intangible benefits for information system:
i. More timely information
ii. Improved organizational planning
iii. Improved organizational flexibility
iv. Availability of new, better or more information
v. Information processing efficiency
vi. Improved work process that can improve employee’s morale 53
PROJECT MANAGER
Project managers typically perform four activities, or functions: planning, scheduling, monitoring, and
reporting
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Book1, pg 103