1. Modern Systems Analyst and as a Project Manager
The World of the
Modern Systems Analyst and as a Project Manager
Lecture 1

2. The Analyst Business problem solver Has practical knowledge
Computers
Programming
Understands business problems
Uses logical methods for solving problems

3. Analyst’s Approach to Problem Solving Figure 1-1
Research and understand the problem
Verify that the benefits of solving the problem outweigh the costs
Define the requirements for solving the problem
Develop a set of possible solutions (alternatives)
Decide which solution is best and make a recommendation
Define the details of the chosen solution
Implement the solution
Monitor to make sure that you obtain the desired results

4. Systems that Solve Business Problems
Information systems
Collection of interrelated components that collect, process, store, and provide as output the information needed to complete business tasks
Subsystems
Their supersystems
Functional decomposition
Dividing a system into components based on subsystems that are in turn, divided into smaller subsystems

5. Information System/Subsystem Figure 1-2

6. Information Systems and Component Parts Figure 1-3

7. vs. Automation Boundary Figure 1- 4
System Boundary
vs. Automation Boundary Figure 1- 4

8. Types of Information Systems Figure 1-5

9. Technical Knowledge and Skills of the Analyst
Technology
Understanding of Computers / Peripheral devices
Tools
Software packages
Integrated development environments (IDEs)
CASE tools / Support packages
Techniques
Planning, analysis, design, construction, implementation, and support

10. Business Knowledge and Skills of the Analyst
Business functions
Organizational structure
Management techniques
Functional work processes

11. People Knowledge and Skills of the Analyst
Understand how people:
Think
Learn
React to change
Communicate
Work
Integrity and Ethics

12. Environment Surrounding the Analyst
Types of technology systems encountered
Desktop
Networked desktops
Client-server
Mainframe
Internet, intranet, and extranet
Job titles of systems analyst vary greatly
Places of employment vary from small businesses to large corporations

13. Analyst’s Role in Strategic Planning
Work on special projects affecting executives
Business process reengineering
Involvement in strategic plan development process
Provide inputs to information systems strategic plan
Application architecture plan
Technology architecture plan
Implement enterprise resource planning (ERP) systems

14. The Lecture Series
Introduction: The modern systems analyst and their role as project manager
Lecture 2: Systems analysis tasks
Lecture 3 and 4: Systems design tasks and relational data analysis
Lecture 5: Implementation and support

15. The Analyst as a
Project Manager

16. Systems Development Lifecycle (SDLC)
Three major activities
Analysis: understanding business needs
Design: conceptualizing computer-system solution
Implementation: construction, testing, and installation
Two additional phases
Project planning
Support

17. IS Development Phases Figure 2-1

18. Planning Phase Define problem Confirm project feasibility
Produce project schedule
Staff the project
Launch the project

19. Reasons for Project Failure
Incomplete or changing requirements
Limited user involvement
Lack of executive support
Lack of technical support
Poor Planning
Unclear objectives
Lack of required resources

20. Reasons for Project Success
Clear system requirement definitions
Substantial user involvement
Support from upper management
Thorough and detailed project plans
Realistic work schedules and milestones

21. Activities of the Project Planning Phase Figure 2-6

22. Defining the Problem Review business needs
Use planning documents
Develop list of expected business benefits
Identify expected system capabilities
Define requirements
Create system scope document
Create context diagram

23. System Context Diagram
Figure 2-8

24. Producing Project Schedule
Develop work breakdown schedule
List of tasks required for project
Like an outline
Build a PERT/CPM chart
Assists in assigning tasks
Critical path method
Tracking GANTT chart

25. Confirming Project Feasibility
Economic
Cost/benefit analysis
Cash flow analysis
Organizational and cultural
Technological
Schedule
Resource

26. Intangibles in Economic Feasibility
Costs and benefits cannot always be measured
Intangible Benefits
Increased levels of service
Customer satisfaction
Survival
Need to develop in-house expertise
Intangible Costs
Reduced employee moral
Lost productivity
Lost customers or sales

27. Organizational and Cultural Feasibility
Each company has own culture
New system must fit into culture
Evaluate related issues for potential risks
Computer competency
Computer phobia
Perceived loss of control
Shift in power
Fear of job changes
Fear of employment loss
Reversal of longstanding procedures

28. Technological Feasibility
Does system stretch state-of-the-art?
Does expertise exist in-house for development?
Does a third party need to be involved?

29. Schedule Feasibility Interim evaluations to reassess completion dates
Realistic assumptions and estimates
Completion date flexibility
Involvement of experienced personnel
Proper allocation of resources

30. Resource Feasibility Team member availability Team skill levels
Equipment and supplies
Support staff
Physical facilities

31. Project Staffing Develop resource plan for the project
Identify and request specific technical staff
Identify and request specific user staff
Organize the project team into work groups
Conduct preliminary training and team building exercises

32. Launching Project
Oversight committee is finalized and meets to give go-ahead
Formal announcement made
Key question: “Are we ready to start?”