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 Management Information Systems Chapter 13 Building Systems SYSTEMS AS PLANNED ORGANIZATIONAL CHANGE Systems Development and Organizational Change Four Kinds of Structural Change: Automation: Mechanizing procedures to speed up the performance of existing tasks Rationalization of procedures: The streamlining of standard operating procedures

5. 13.5 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems SYSTEMS AS PLANNED ORGANIZATIONAL CHANGE Business process reengineering: Analysis and redesign of business processes to reorganize workflows and reduce waste and repetitive tasks Paradigm shift: Radical reconceptualization of the nature of the business and the nature of the organization Systems Development and Organizational Change ) Four Kinds of Structural Change: (Continued)

6. 13.6 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems SYSTEMS AS PLANNED ORGANIZATIONAL CHANGE Organizational Change Carries Risks and Rewards Figure 13-1

7. 13.7 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems BUSINESS PROCESS REENGINEERING AND PROCESS IMPROVEMENT Business Process Reengineering Leading mortgage banks reduced time to obtain a mortgage from 6-8 weeks to one week, by radically changing the workflow and document management procedures

8. 13.8 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems BUSINESS PROCESS REENGINEERING AND PROCESS IMPROVEMENT Steps to effective reengineering: Understanding which processes need improvement Measuring performance of existing processes as a baseline Allowing IT to influence process design from the start

9. 13.9 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Redesigning Mortgage Processing in the United States BUSINESS PROCESS REENGINEERING AND PROCESS IMPROVEMENT Figure 13-2

10. 13.10 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Sees achievement of quality control as an end in itself with responsibility shared by all people in an organization Focuses on a series of continuous improvements rather than large change Total Quality Management and Six Sigma Total Quality Management (TQM): BUSINESS PROCESS REENGINEERING AND PROCESS IMPROVEMENT

11. 13.11 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems BUSINESS PROCESS REENGINEERING AND PROCESS IMPROVEMENT A specific measure of quality, representing 3.4 defects per million opportunities Designates a set of methodologies and techniques for improving quality and reducing costs Uses statistical analysis to detect process flaws and make minor adjustments Six Sigma: Total Quality Management and Six Sigma

12. 13.12 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Setting strict standards for products, services, or activities and measuring organizational performance against those standards Benchmarking: BUSINESS PROCESS REENGINEERING AND PROCESS IMPROVEMENT

13. 13.13 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems OVERVIEW OF SYSTEMS DEVELOPMENT Systems development: The activities that go into producing an information system solution to an organizational problem or opportunity Systems analysis: The analysis of a problem that the organization will try to solve with an information system Feasibility study: As part of the systems analysis process, the way to determine whether the solution is achievable, given the organization’s resources and constraints

14. 13.14 © 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

15. 13.15 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems A detailed statement of the information needs that a new system must satisfy Identifies who needs what information, and when, where, and how the information is needed Information requirements: Establishing Information Requirements OVERVIEW OF SYSTEMS DEVELOPMENT

16. 13.16 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Details how a system will meet the information requirements as determined by the systems analysis Includes creating design specifications Systems design: OVERVIEW OF SYSTEMS DEVELOPMENT

17. 13.17 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Users must have sufficient control over the design process to ensure that the system reflects their business priorities and information needs. Working on design increases users’ understanding and acceptance of the system The role of end users: OVERVIEW OF SYSTEMS DEVELOPMENT

18. 13.18 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Translating the system specifications prepared during the design stage into program code Programming: Completing the Systems Development Process The exhaustive testing to determine whether the system produces the desired results under known conditions Testing: OVERVIEW OF SYSTEMS DEVELOPMENT

19. 13.19 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Conversion: 1.Parallel strategy 2.Direct cutover strategy 3.Pilot study strategy 4.Phased approach strategy OVERVIEW OF SYSTEMS DEVELOPMENT Process of changing from the old system to the new system Four main conversion strategies

20. 13.20 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Production and Maintenance The stage after the new system is installed and the conversion is complete; during this time the system is reviewed by users and technical specialists to determine how well it has met its original goals May implement a post-implementation audit: Formal review process conducted after a system has been placed in production to determine how well the system has met its original objectives Production: OVERVIEW OF SYSTEMS DEVELOPMENT

21. 13.21 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Changes in hardware, software, documentation, or procedures to a production system to correct errors, meet new requirements, or improve processing efficiency Maintenance: OVERVIEW OF SYSTEMS DEVELOPMENT Production and Maintenance (Continued)

22. 13.22 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems ALTERNATIVE SYSTEMS-BUILDING APPROACHES Traditional methodology with sequential, formal stages and a formal division of labor between end users and information systems specialists Systems life cycle: Prototyping / Iterative processes: Building an experimental system quickly and inexpensively for demonstration and evaluation and used as a template for the final system

23. 13.23 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems ALTERNATIVE SYSTEMS-BUILDING APPROACHES Prototyping is most useful when there is some uncertainty about requirements or design solutions. Encourages end-user involvement and is more likely to fulfill end-user requirements Hastily constructed systems, however, may not accommodate large quantities of data or numbers of users. Prototyping / Iterative Processes: (Continued)

24. 13.24 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems The Prototyping Process ALTERNATIVE SYSTEMS-BUILDING APPROACHES Figure 13-8

25. 13.25 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems The development of information systems by end users with little or no formal assistance from technical specialists End-User Development: ALTERNATIVE SYSTEMS-BUILDING APPROACHES End-User Development

26. 13.26 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Prewritten, precoded application software programs that are commercially available for sale or lease May include customization features allowing the software to be modified for an organization’s unique requirements Application Software Package: ALTERNATIVE SYSTEMS-BUILDING APPROACHES Application Software Packages and Outsourcing

27. 13.27 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Package evaluation criteria: Functions, flexibility, user friendliness, hardware and software resources, database requirements, installation and maintenance efforts, documentation, vendor quality, cost Request For Proposal (RFP): A detailed list of questions submitted to vendors of software or other services to determine how well the vendor’s product will meet the organization’s specific requirements ALTERNATIVE SYSTEMS-BUILDING APPROACHES Application Software Package: (Continued)

28. 13.28 © 2007 by Prentice Hall Management Information Systems Chapter 13 Building Systems Contracting computer center operations, telecommunications networks, or applications development to external vendors Benefits from economies of scale and complementary core competencies Disadvantages may be hidden costs, loss of control Outsourcing: ALTERNATIVE SYSTEMS-BUILDING APPROACHES