1 Lecture 1.b Lecture 1.b Introduction to Systems Analysis. Introduction to Systems Analysis. Basic Concepts Basic Concepts [Prof. Peter Khaiter] ITEC 3010 “Systems Analysis and Design, I”
Dec 30, 2015
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Lecture 1.bLecture 1.bIntroduction to Systems Analysis. Introduction to Systems Analysis.
Basic ConceptsBasic Concepts
[Prof. Peter Khaiter]
ITEC 3010 “Systems Analysis and Design, I”
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III. Systems Analysis and Design. III. Systems Analysis and Design. Systems AnalystSystems Analyst
1. The analyst as a business problem solver1. The analyst as a business problem solver
ISs are crucial to modern business organizations
The key to successful system development is systems analysis and design
Def.Def. Systems Analysis (SA) is the process of understanding and specifying in detail what the information system should do.
Systems Design (SD) is the process of specifying in detail how the many components of the information system should be physically implemented.
Systems Analyst (SAn) is a business professional who uses analysis and design techniques to solve business problems using information
technology and who develops IS.
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The analyst as a business problem The analyst as a business problem solver (cont’d)solver (cont’d)
Any IS is to solve problems for an organization
Systems analyst is a problem solver rather than a technical programmer (see Figure 1-12)
A great variety of special skills is required:
Technical Knowledge and Skills Business Knowledge and Skills People Knowledge and Skills Integrity and Ethics
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Analyst’s Approach to Problem Analyst’s Approach to Problem SolvingSolving
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
Fig. 1-12
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Required Skills of the Systems Required Skills of the Systems AnalystAnalyst
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Technical Knowledge and Skills (1 Technical Knowledge and Skills (1 of 2)of 2)
An analyst should have fundamental technology knowledge of
Computers / peripheral devices (hardware)Files and database systems Input and output components and alternativesComputer networks and protocolsProgramming languages, operating systems, and utilitiesCommunication and collaboration technology
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Technical Knowledge and Skills (2 Technical Knowledge and Skills (2 of 2)of 2)
Analyst uses tools
Software productivity packages
Integrated development environments (IDEs) for programming languages
Visual modeling tools and code generation tools
Analyst understands SDLC techniques
Project planning, cost/benefit, interviewing
Systems requirements modeling including
Design, database design, network configuration
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Business Knowledge and SkillsBusiness Knowledge and Skills
Analyst must understand
Business functions performed by organization
Strategies, plans, traditions, and values of the organization
Organizational structure
Organization management techniques
Functional work processes
Systems analysts typically study business administration/management in college with a major in CIS or MIS
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People Knowledge and SkillsPeople Knowledge and Skills
Primarily a systems analyst must be an effective communicator
A systems analyst must be able to perform various roles such as negotiator, teacher, mentor, collaborator, and manager
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Integrity and EthicsIntegrity and Ethics
Analyst has access to confidential information, such as salary, an organization’s planned projects, security systems, and so on.
Must keep information private
Any impropriety can ruin an analyst’s career
An analyst plans the security in systems to protect confidential information
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3. The Environment Surrounding 3. The Environment Surrounding the Analystthe Analyst
Types of Technology EncounteredTypes of Technology Encountered• Desktop systems
• Networked desktop systems that share data
• Client-server systems
• Large-scale centralized mainframe systems
• Systems using Internet, intranet, and extranet technology
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Typical Job Titles and Places of Typical Job Titles and Places of EmploymentEmployment
• Programmer analyst• Business systems analyst• End-user analyst• Business consultant• Systems consultant• System support analyst• System designer• Software engineer• System architect
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Places of EmploymentPlaces of Employment
• Programmer analysts working for the company
• Systems analysts working for the company
• Independent contractors
• Outsource provider employees
• Consultants
• Software development firm employees
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Just For FunJust For Fun
http://www.getfunnypictures.com/crt229.html
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4. The Analyst’s Role in Strategic 4. The Analyst’s Role in Strategic PlanningPlanning
Special projects affecting executives
designing an executive information system
Business process management – redesign and improvements to existing processes
Strategic planning process (5 or more years in the future)
Information systems strategic planning
One of the key components of the strategic plan
Application architecture plan (business focus)
Technology architecture plan (infrastructure focus)
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Components of an Information Components of an Information Systems Strategic PlanSystems Strategic Plan
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IV. Rocky Mountains Outfitters IV. Rocky Mountains Outfitters (RMO): Case Study(RMO): Case Study
RMO sports clothing manufacturer and distributor about to begin customer support system project
Need to understand the nature of the business, approach to strategic planning, and objectives for customer support system
RMO system development project used to demonstrate analysis and design concepts
Reliable Pharmaceutical Service (RPS) is a second case study for classroom purposes
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Introduction to RMO BusinessIntroduction to RMO Business
Began in Park City, Utah supplying winter sports clothes to local ski shops
Expanded into direct mail-order sales with small catalog—as catalog interest increased, opened retail store in Park City
Became large, regional sports clothing distributor by early 2000s in Rocky Mountain and Western states
Currently $180 million in annual sales and 600 employees and two retail stores
Mail-order revenue is $90 million; phone-order revenue is $50 million
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Early RMO Catalog Cover (Fall 1978)Early RMO Catalog Cover (Fall 1978)
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Prospective RMO Catalog Cover Prospective RMO Catalog Cover (Fall 2010)(Fall 2010)
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RMO Strategic Issues (1 of 2)RMO Strategic Issues (1 of 2)
Innovative clothing distributor; featured products on Web site ahead of competitors
Original Web site now underperforming
Slow, poor coordination with in-house, poor supply chain management, poor technical support
Market analysis showed alarming trends
Sales growth too slow, age of customers increasing, Web sales small percentage of total sales
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RMO Strategic Issues (2 of 2)RMO Strategic Issues (2 of 2)
Enhanced Web site functions
Add specific product information, weekly specials, and all product offerings
Detailed IS strategic plan
Invited consulting firm recommended focusing on two key strategic issues:
Supply chain management
Customer relationship management
Supply chain management (SCM)Supply chain management (SCM) is a process that integrates product development, product acquisition, manufacturing, and inventory management
Customer relationship management (CRM)Customer relationship management (CRM) is processes that support marketing, sales, and service operations involving direct and indirect customer interaction
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RMO’s Organizational StructureRMO’s Organizational Structure
Managed by original owners
John Blankens – President
Liz Blankens – Vice president of merchandising and distribution
William McDougal – Vice president of marketing and sales
JoAnn White – Vice president of finance and systems
Mac Preston – Chief Information Officer
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RMO Current OrganizationRMO Current Organization
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RMO LocationsRMO Locations
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RMO Information Systems RMO Information Systems DepartmentDepartment
Mac Preston – Assistant vice-president and chief information officer (CIO)
Recent promotion made after IS strategic plan created
CIO reports to finance and systems VP
CIO is increasingly important to future of RMO
Given its strategic importance, IS department will eventual report directly to the CEO
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RMO Information Systems RMO Information Systems Department StaffingDepartment Staffing
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Existing RMO Systems (1 of 3)Existing RMO Systems (1 of 3)
Small server cluster system
Supports inventory, mail-order, accounting, and human resources
High capacity network connects distribution and mail-order sites
LANs and file servers
Supports central office functions, distribution centers, and manufacturing centers
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Existing RMO Systems (2 of 3)Existing RMO Systems (2 of 3)
Supply Chain Management System
Client/Server system in C++ and DB2 Mail Order System
Mainframe COBOL/CICS. Unable to handle phone orders
Phone order system
Oracle and Visual Basic system built 6 years ago
Retail store systems
Eight-year-old point-of-sale and batch inventory package, overnight update with mainframe
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Existing RMO Systems (3 of 3)Existing RMO Systems (3 of 3)
Office systems
LAN with office software, Internet, e-mail
Human resources system
Thirteen-year-old mainframe-based payroll and benefits
Accounting/finance system
Mainframe package bought from leading vendor Web Catalog and Order System
Outside company until 2011. Irregular performance
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The Information Systems Strategic The Information Systems Strategic PlanPlan
Supports RMO strategic objectives
Build more direct customer relationships
Expand marketing beyond Western states
Plan calls for a series of information system development and integration projects over several years
Project launch: New customer support system to integrate phone orders, mail orders, and direct customer orders via Internet
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RMO Technology Architecture PlanRMO Technology Architecture Plan
Distribute business applications
Across multiple locations and systems
Reserve data center for Web server, database, and telecommunications
Strategic business processes via Internet
Supply chain management (SCM)
Direct customer ordering via dynamic Web site
Customer relationship management (CRM)
Web-based intranet for business functions
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RMO Application Architecture Plan RMO Application Architecture Plan (1 of 2)(1 of 2)
Supply chain management (SCM)
Product development, product acquisition, manufacturing, inventory management
Customer support system (CSS)
Integrate order-processing and fulfillment system with SCM
Support customer orders (mail, phone, Web) Strategic information management system
Extract and analyze SCM and CSS information for strategic and operational decision making and control
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RMO Application Architecture Plan RMO Application Architecture Plan (2 of 2)(2 of 2)
Retail store system (RSS)Replace existing retail store system with system integrated with CSS
Accounting/finance systemPurchase intranet application to maximize employee access to financial data for planning and control
Human resources (HR) systemPurchase intranet application to maximize employee access to human resources forms, procedures, and benefits information
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Timetable for RMO Strategic PlanTimetable for RMO Strategic Plan
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The Customer Support System The Customer Support System (CSS)(CSS)
RMO core competency is their ability to develop and maintain customer loyalty
CSS is a core system supporting complete customer relationship management
Inquiries, order entry, order tracking, shipping, back ordering, returns, sales analysis
Systems analysis activities will define system requirements in detail
Strategic plan’s stated objectives will form guidelines as project proceeds
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RMORMO CSS: MemoCSS: Memo
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ReadingsReadings
• Chapter 1 – The World of the Information Systems Analyst (covered today)
• Next lecture: Chapter 2 – Approaches to System Development
• Lecture notes available at class web site (downloadable as PowerPoint slides or in PDF-format)
Thank you !!!