Phase 1 Systems Planning Preliminary Investigation

SDLC Phases Phase 1: Systems Planning Systems Analysis and Design Fourth Edition

SDLC Phases Phase 1: Systems Planning Objectives Learn how projects get started Learn how projects are evaluated initially Systems Analysis and Design Fourth Edition

Chapter 2 Preliminary Investigation Systems Analysis and Design Fourth Edition

Objectives Describe the strategic planning process, and why it is important to IT managers Explain the purpose of a mission statement Explain the SDLC as a framework for systems development and business modeling Explain the reasons for information systems projects and the factors that affect such projects Systems Analysis and Design Fourth Edition

Objectives Describe the initial review of systems requests and the role of the systems review committee Describe the internal and external factors that affect information systems projects Define operational feasibility, technical feasibility, and economic feasibility Describe the steps and end product of a preliminary investigation Systems Analysis and Design Fourth Edition

Introduction Systems planning tasks Examine the systems request Conduct a preliminary investigation Using SDLC and CASE tools to provide a framework Systems Analysis and Design Fourth Edition

The Importance of Strategic Planning Overview of the strategic planning process SWOT analysis Strengths Weaknesses Opportunities Threats Systems Analysis and Design Fourth Edition Click to see Figure 2-1

The Importance of Strategic Planning From the strategic plan to business results Examples of mission statements nFront Quebecor Printing Corp. Federal Express Systems Analysis and Design Fourth Edition Click to see Figure 2-2

The Importance of Strategic Planning The future Thriving e-commerce Rapid change Systems Analysis and Design Fourth Edition

A Framework for Systems Development A business model example IT director favors SDLC using System Architect 2001 (S/A 2001) Systems Analysis and Design Fourth Edition Click to see Figure 2-3

A Framework for Systems Development A business model example IT director favors SDLC using System Architect 2001 (S/A 2001) Critical success factors Critical business issues Case for action S/A 2001 encyclopedias Systems Analysis and Design Fourth Edition Click to see Figure 2-4

A Framework for Systems Development The role of the IT department Close link between operations and IT JAD and RAD Some companies see IT as technology gatekeeper Systems Analysis and Design Fourth Edition

Information Systems Projects Starting point is a systems request Systems Analysis and Design Fourth Edition

Information Systems Projects Reasons for systems projects Improved service Better performance More information Stronger controls Reduced cost Systems Analysis and Design Fourth Edition Click to see Figure 2-5

Information Systems Projects Reasons for systems projects Improved service Better performance More information Stronger controls Reduced cost Systems Analysis and Design Fourth Edition Click to see Figure 2-6

Information Systems Projects Factors affecting systems projects User requests Top-management directives Existing systems Information technology department The economy Technology Government Software and hardware vendors Competitors Customers Suppliers Click to see Figure 2-7 Systems Analysis and Design Fourth Edition Click to see Figure 2-8

Information Systems Projects Systems request forms Streamlines the process Ensures consistency Must be easy to understand and use Must include clear instructions Systems Analysis and Design Fourth Edition Click to see Figure 2-9

Evaluation of Systems Requests Evaluation of projects Systems review committee Evaluate requests Set priorities Assess feasibility Systems Analysis and Design Fourth Edition

Evaluation of Systems Requests Overview of feasibility Feasibility study uses three main yardsticks: Operational feasibility Technical feasibility Economic feasibility Systems Analysis and Design Fourth Edition Click to see Figure 2-10

Evaluation of Systems Requests Operational feasibility Is the system a practical and effective approach? Operational feasibility depends on: Management and user support User involvement in planning Impact on performance, customers, and company image Reasonable schedules Systems Analysis and Design Fourth Edition

Evaluation of Systems Requests Technical feasibility Does the organization have resources to develop/purchase and operate the system? Technical feasibility depends on: Technical expertise within the organization Availability of necessary equipment Hardware and software reliability Adequate performance that will meet specifications Capacity for future needs/projected growth Systems Analysis and Design Fourth Edition

Evaluation of Systems Requests Economic feasibility Do the projected benefits outweigh the estimated costs of development, installation, and operation? Economic feasibility depends on: Costs — one time and continuing costs Benefits — tangible and intangible benefits Timing of various costs and benefits Cost of not developing the system Systems Analysis and Design Fourth Edition

Evaluation of Systems Requests Determining feasibility First step is a determination of feasibility Goal is to identify nonfeasible projects as soon as possible Feasibility can change over time Nonfeasible projects can be resubmitted Initially feasible projects can be rejected later Systems Analysis and Design Fourth Edition

Evaluation of Systems Requests Criteria used to evaluate systems requests Reduce costs Increase revenue Produce more information or better results Serve customers and the organization better Reasonable time frame and lasting results Resources available Necessary or discretionary Tangible or intangible factors Systems Analysis and Design Fourth Edition

Evaluation of Systems Requests Discretionary and non-discretionary projects Necessity of project Possibly no need to review non-discretionary projects in committee Systems Analysis and Design Fourth Edition

Preliminary Investigation Overview Purpose To decide whether to continue the project Objectives for a preliminary investigation 1. Understand the problem 2. Define the project scope and constraints 3. Identify the benefits 4. Estimate the time and costs 5. Report to management Interaction with managers and users Systems Analysis and Design Fourth Edition Click to see Figure 2-11

Steps in the Preliminary Investigation Step 1: Understand the problem Identify the true nature of the problem and the reason for the systems request Stated problem may not be the real problem Clear statement defines the investigation scope Systems Analysis and Design Fourth Edition Click to see Figure 2-12

Steps in the Preliminary Investigation Step 2:Define the project scope and constraints Project scope Define the range or extent of the project Set project boundaries Constraints Identify conditions, restrictions, or requirements Present vs. future Internal vs. external Mandatory vs. desirable Systems Analysis and Design Fourth Edition Click to see Figure 2-13

Steps in the Preliminary Investigation Step 3: Perform fact finding Analyze organization charts Conduct interviews Observe operations Carry out a user survey Systems Analysis and Design Fourth Edition Click to see Figure 2-14

Steps in the Preliminary Investigation Step 4: Determine feasibility Determine operational, technical, and economic feasibility Systems Analysis and Design Fourth Edition

Steps in the Preliminary Investigation Step 5: Estimate time and cost to continue development Determine what information is needed Identify the sources of information Decide whether to use interviews, if so how many, and what time needed Decide whether to use surveys, if so who to complete it, and what time needed Estimate the cost of gathering, analyzing, and reporting the information to management Systems Analysis and Design Fourth Edition

Steps in the Preliminary Investigation Step 6: Present results and recommendations to management Final task in the preliminary investigation Key elements Evaluation of systems request Estimate of costs and benefits Recommendations Systems Analysis and Design Fourth Edition Click to see Figure 2-15

Steps in the Preliminary Investigation Step 6: Present results and recommendations to management Final task in the preliminary investigation Key elements Evaluation of systems request Estimate of costs and benefits Recommendations Oral and written presentations Systems Analysis and Design Fourth Edition Click to see Figure 2-16

SOFTWEAR, LIMITED Background SWL uses outside firm (BIS) for payroll processing Payroll deductions permitted for credit union and SWL stock purchase Recent reports of problems Errors in employee deductions Overtime necessary to correct Future Employee Savings Investment Plan (ESIP) is possible Systems Analysis and Design Fourth Edition

SOFTWEAR, LIMITED Request for information technology services Systems request submitted by Michael Jeremy Describes problem generally Does not identify cause or propose solution Systems Analysis and Design Fourth Edition Click to see Figure 2-17

SOFTWEAR, LIMITED Request for information technology services Systems request submitted by Michael Jeremy Describes problem generally Does not identify cause or propose solution IT department response SWL does not have systems review committee Rick Williams assigned to preliminary investigation Systems Analysis and Design Fourth Edition Click to see Figure 2-18

SOFTWEAR, LIMITED Request for information technology services Systems request submitted by Michael Jeremy Describes problem generally Does not identify cause or propose solution IT department response SWL does not have systems review committee Rick Williams assigned to preliminary investigation Michael Jeremy issues authorization memo Systems Analysis and Design Fourth Edition Click to see Figure 2-19

SOFTWEAR, LIMITED Organization charts Current organization charts not available Rick obtains job descriptions and draws charts Systems Analysis and Design Fourth Edition Click to see Figure 2-20

SOFTWEAR, LIMITED Interviews Michael Jeremy, vice president of finance Mike Feiner, director of human resources Amy Calico, director of payroll Systems Analysis and Design Fourth Edition

SOFTWEAR, LIMITED Current documentation Results and findings Specific procedures are being followed by the payroll department Written descriptions for these procedures are outdated Payroll department has never seen the stock plan deduction form Systems Analysis and Design Fourth Edition Click to see Figure 2-21

SOFTWEAR, LIMITED Presentation to Management IT department tasks Prepared a preliminary investigation report Attached a cover memo Scheduled a presentation Management decisions Analyze the payroll system as requested Scope to include whether current BIS can handle new ESIP options Systems Analysis and Design Fourth Edition Click to see Figure 2-22

SOFTWEAR, LIMITED Presentation to Management IT department tasks Prepared a preliminary investigation report Attached a cover memo Scheduled a presentation Management decisions Analyze the payroll system as requested Scope to include whether current BIS can handle new ESIP options Systems Analysis and Design Fourth Edition Click to see Figure 2-23

End Chapter 2