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SYSTEM ANALYSIS

SYSTEM ANALYSIS. Chapter 5. Key Definitions. The As-Is system is the current system and may or may not be computerized The To-Be system is the new system that is based on updated requirements. Key Ideas.

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SYSTEM ANALYSIS

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  1. SYSTEM ANALYSIS Chapter 5

  2. Key Definitions • The As-Is system is the current system and may or may not be computerized • The To-Be system is the new system that is based on updated requirements

  3. Key Ideas • The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them -- or decide a new system isn’t needed. • The line between systems analysis and systems design is very blurry.

  4. THE ANALYSIS PROCESS

  5. Analysis Across Areas • Combines business and information technology • Balance expertise of users and analysts

  6. The SDLC Process

  7. Three Steps of the Analysis Phase • Understanding the “As-Is” system • Identifying improvement opportunities • Developing the “To-Be” system concept

  8. Three Fundamental Analysis Strategies • Business process automation (BPA) • Business Process Improvement (BPI) • Business Process Reengineering (BPR)

  9. BUSINESS PROCESS AUTOMATION

  10. Business Process Automation Goal: Efficiency for users

  11. Identifying Improvements in As-Is Systems • Problem Analysis • Asking users to identify problems • Rarely finds significant monetary benefits • Root Cause Analysis • Prioritizing problems • Tracing symptoms to their causes

  12. Symptoms Symptoms ROOT CAUSES Root Cause Analysis • Identify symptoms • Trace each back to its causes

  13. Root Cause Analysis Example

  14. BUSINESS PROCESS IMPROVEMENT

  15. Business Process Improvement • Introducing evolutionary changes

  16. Duration Analysis • Calculate time needed for each process step • Calculate time needed for overall process • Compare the twoDevelop process integration or parallelization

  17. Activity-Based Costing • Calculate cost of each process step • Consider both direct and indirect costs • Identify most costly steps and focus improvement efforts on them

  18. Benchmarking • Studying how other organizations perform the same business process • Informal benchmarking • Check with customers • Formal benchmarking • Establish formal relationship with other organization

  19. BUSINESS PROCESS REENGINEERING

  20. Business Process Reengineering • Radical redesign of business processes

  21. Outcome Analysis • Consider desirable outcomes from customers’ perspective • Consider what the organization could enable the customer to do

  22. Breaking Assumptions • Identify fundamental business rules • Systematically break each rule • Identify effects on the business if rule is broken

  23. Technology Analysis • Analysts list important and interesting technologies • Managers list important and interesting technologies • The group identifies how each might be applied to the business

  24. Activity Elimination • Identify what would happen if each organizational activity were eliminated • Use “force-fit” to test all possibilities

  25. Proxy Benchmarking • List similar industries • Look for techniques from other industries that could be applied by the organization

  26. Process Simplification • Eliminate complexity from routine transactions • Concentrate separate processes on exception handling

  27. DEVELOPING AN ANALYSIS PLAN

  28. Developing an Analysis Strategy • Potential business value • Project cost • Breadth of analysis • Risk

  29. Business Business Business Process Process Process Automation Improvement Reeingineering Potential Business Low-Moderate Moderate High Value Project Cost Low Low-Moderate High Breadth of Analysis Narrow Narrow-Moderate Very Broad Risk Low-Moderate Low-Moderate Very High Characteristics of Analysis Strategies

  30. Requirements Gathering • The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them. • The first challenge is finding the right people to participate. • The second challenge is collecting and integrating the information.

  31. INTERVIEWS

  32. Interviews -- Five Basic Steps • Selecting interviewees • Designing interview questions • Preparing for the interview • Conducting the interview • Post-interview follow-up

  33. Selecting Interviewees • Based on information needed • Often good to get different perspectives • Managers • Users • Ideally, all key stakeholders

  34. Designing Interview Questions • Unstructured interview • Broad, roughly defined information • Structured interview • More specific information

  35. Types of Questions

  36. EXAMPLES? TOP DOWN High Level Very General Medium-Level Moderately Specific Low-Level Very Specific BOTTOM UP Questioning Strategies

  37. Interview Preparation Steps • Prepare general interview plan • List of question • Anticipated answers and follow-ups • Confirm areas of knowledge • Set priorities in case of time shortage • Prepare the interviewee • Schedule • Inform of reason for interview • Inform of areas of discussion

  38. Conducting the Interview • Appear professional and unbiased • Record all information • Check on organizational policy regarding tape recording • Be sure you understand all issues and terms • Separate facts from opinions • Give interviewee time to ask questions • Be sure to thank the interviewee • End on time

  39. Conducting the Interview Practical Tips • Don’t worry, be happy • Pay attention • Summarize key points • Be succinct • Be honest • Watch body language

  40. Post-Interview Follow-Up • Prepare interview notes • Prepare interview report • Look for gaps and new questions

  41. INTERVIEW REPORT Interview notes approved by: ____________ Person interviewed ______________ Interviewer _______________ Date _______________ Primary Purpose: Summary of Interview: Open Items: Detailed Notes: Interview Report

  42. Practice • You are interviewing the director of the PC lab at your school regarding a new program to support keeping track of students’ borrowing software • With a partner, write 5 questions you would ask the PC lab director • Take turns having one pair of students posing the questions to another pair of students • Be sure to take notes and write up the results when you have finished.

  43. JOINT APPLICATION DESIGN (JAD)

  44. JAD Key Ideas • Allows project managers, users, and developers to work together • May reduce scope creep by 50% • Avoids requirements being too specific or too vague

  45. JAD Important Roles • Facilitator • Scribe

  46. JAD Setting • U-Shaped seating • Away from distractions • Whiteboard/flip chart • Prototyping tools • e-JAD

  47. JAD Meeting Room

  48. The JAD Session • Tend to last 5 to 10 days over a three week period • Prepare questions as with interviews • Formal agenda and groundrules • Facilitator activities • Keep session on track • Help with technical terms and jargon • Record group input • Help resolve issues • Post-session follow-up

  49. Managing Problems in JAD Sessions • Reducing domination • Encouraging non-contributors • Side discussions • Agenda merry-go-round • Violent agreement • Unresolved conflict • True conflict • Use humor

  50. QUESTIONNAIRES

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