1. 13.1 © 2007 by Prentice Hall 13 Chapter Building Systems

2. 13.2 © 2007 by Prentice Hall LEARNING OBJECTIVES Management Information Systems Chapter 13 Building Systems Demonstrate how building new systems produces organizational change. Identify and describe the core activities in the systems development process. Evaluate alternative methods for building information systems. Compare alternative methodologies for modeling systems. Identify and describe new approaches for system- building in the digital firm era.

3. 13.3 © 2007 by Prentice Hall A New Ordering System for Girl Scout Cookies Problem: Inefficient manual procedures, high error rate. Solutions: Eliminate manual procedures, design new ordering process, and implement database building software to batch and track orders automatically and schedule order pickups. QuickBase for Corporate Workgroups software service increased efficiency and reduced errors. Demonstrates IT’s role in updating traditional business processes. Illustrates digital technology as the focus of designing and building new information systems. Management Information Systems Chapter 13 Building Systems

4. 13.4 © 2007 by Prentice Hall Systems as Planned Organizational Change Systems development and organizational change Business process reengineering Steps in effective reengineering Process improvement: Business process management, total quality management, and six sigma Business process management (BPM) Total quality management (TQM) Six sigma How information systems support quality improvements Management Information Systems Chapter 13 Building Systems

5. 13.5 © 2007 by Prentice Hall Organizational Change Carries Risks and Rewards Figure 13-1 The most common forms of organizational change are automation and rationalization. These relatively slow-moving and slow-changing strategies present modest returns but little risk. Faster and more comprehensive change—such as reengineering and paradigm shifts—carries high rewards but offers substantial chances of failure. Systems as Planned Organizational Change Management Information Systems Chapter 13 Building Systems

6. 13.6 © 2007 by Prentice Hall Overview of Systems Development Systems analysis Establishing information requirements Systems design The role of end users Completing the systems development process Programming Testing Conversion Production and Maintenance Management Information Systems Chapter 13 Building Systems

7. 13.7 © 2007 by Prentice Hall The Systems Development Process Figure 13-3 Building a system can be broken down into six core activities. Overview of Systems Development Management Information Systems Chapter 13 Building Systems

8. 13.8 © 2007 by Prentice Hall Overview of Systems Development Modeling and designing systems: Structured and object-oriented methodologies Structured methodologies Object-oriented development Computer-aided software engineering Management Information Systems Chapter 13 Building Systems

9. 13.9 © 2007 by Prentice Hall High-Level Structure Chart for a Payroll System Figure 13-6 This structure chart shows the highest or most abstract level of design for a payroll system, providing an overview of the entire system. Overview of Systems Development Management Information Systems Chapter 13 Building Systems

10. 13.10 © 2007 by Prentice Hall Class and Inheritance Figure 13-7 This figure illustrates how classes inherit the common features of their superclass. Overview of Systems Development Management Information Systems Chapter 13 Building Systems

11. 13.11 © 2007 by Prentice Hall Alternative Systems-Building Approaches Traditional systems life cycle Prototyping Steps in prototyping Advantages and disadvantages of prototyping End-user development Application software packages and outsourcing Management Information Systems Chapter 13 Building Systems

12. 13.12 © 2007 by Prentice Hall Rapid application development (RAD) Component-based development and Web services Web services and service-oriented computing Application Development for the Digital Firm Management Information Systems Chapter 13 Building Systems

13. 13.13 © 2007 by Prentice Hall Read the Interactive Session: Management, and then discuss the following questions: What is the basis for vendor firms claiming they can provide IT services more economically than a firm’s own IT staff? Why is it difficult to write iron-clad legal contracts specifying in detail strategic alliance outsourcing relationships? Why do joint ventures and co-sourcing outsourcing relationships have a better chance of success? How to Get Outsourcing Right: Avoid Getting It Wrong Application Development for the Digital Firm Management Information Systems Chapter 13 Building Systems