Chapters 16 and 17 System Analysis, Designs, and Development

Systems Development Horror Stories Blue Cross, $120 million Bank America, $60 million and $4 billion SAP overruns “Bob One”, $50 thousand “Bob Two”, $30 thousand

Steps in Systems Development (Bob Two) Initial Investigation Systems Survey Feasibility Study Information Needs and System Requirements Systems Analysis Report

Data Gathering Interviews - vitally important Questionnaires - cheap, anonymous Observation - not really what you were told? Systems documentation - ‘nuff said?

Feasibility Technical Operational Legal Scheduling Economic

Reengineering Outcomes, not tasks Output users perform processes Information producers become processors Centralize and decentralize (simultaneous) Integrate across teams Flatten organization chart (empower) Capture data once (sound familiar?)

Resistance to AIS Changes More “Bob” stories I’ve been a CPA for 25 years…… I just passed the CPA exam and …… My professor told me…… My boss still wants hard copies…… Upstairs wants IT, but won’t pay for IT… –AKA, life on the cheap

Solving HR/AIS Problems Get people talking Ask, do not tell We discussed, not I want How can we get the boss to accept our idea? What do you think we should do? Let employees have an opportunity for feedback Document and protect yourself

RFP Request for Proposal Force our team to quantify our needs Force suppliers to address our needs –not just supply their standard product Difficulty: degree of customization

SDLC Systems Development Life Cycle Analysis Conceptual Design Physical Design Implementation and Conversion Operations and Maintenance Begin again...

Project Management Tools Traditional Tools (now electronic) –Pert –Gantt Development Tools –to develop and track –Computer Aided Software Engineering (CASE)

Software Development Options Canned –not modified –very modified Custom built in-house Turnkey

Project Evaluation Benchmarking –IPO cycle time / accuracy Point Scoring (Prob 18.4) –to meet our design –so, how well did we design? Requirements costing –additional cost for our wish list

Custom Vs. Canned Select custom if –significant competitive advantages exist –the product cannot be obtained as “canned”

Prototypes Prototype –fully functioning system –used to identify problem areas Proof of Concept –one step below a prototype –low cost experiment –DHS example

DHS Proof of Concept Brad Howarth & Javier Seymore

Employer-Desired Traits for Employees (Pro2pro) 26% Work ethics 20% Positive attitude 19% Social skills/Team player 11% Ambition 9% Flexibility 8% Attention to detail 4% Communication/Writing skills 3% Computer savvy 1% Other