1. Centre for Information & Knowledge Management INFORMATION SYSTEMS MANAGEMENT Jamie O’Brien Centre for Information & Knowledge Management University of Limerick Lecture 6 E-mail: jamie.a.obrien@ul.iejamie.a.obrien@ul.ie

2. Systems Development Lifecycle (SDLC) Chapter 8…Bocij et al. (2008) 2

3. SDLC Outputs Initiation… Feasibility Study… Systems Analysis… Systems Design… Systems Build… Systems Implementation… Review and Maintenance…

4. SDLC - Aim of each stage Initiation… Feasibility Study… Systems Analysis… Systems Design… Systems Build… Systems Implementation… Review and Maintenance…

5. Benefits of SDLC Subdivision – reduces complexity Deliverables – enable traceability Communication - aided by documentation Stages provide a division point between roles & tasks Expenditure - is on a phased basis

6. Problems with SDLC Too rigid and inflexible to deal with change Lengthy process Costly Underplays end-user involvement Often fails to deliver business requirement Often fails to deliver system user needs Often inappropriate for small or medium scale systems development

7. 7 Initiation, Feasibility & Data Collection

8. 8 Objectives Discuss the initiation of a project Outline the details of a Statement of Scope and Objectives Outline the various methods of data collection Discuss a feasibility study in detail Outline the details of a Feasibility report

9. 9 Outline Initiation of a project Statement of Scope & Objectives Data collection methods Feasibility Study Feasibility Report

10. 10 Reasons for Project Initiation Current system cannot cope Cost savings Provide better internal information Provide competitive customer service Take advantage of new technologies Changes in legislation

11. 11 Sources of Projects Senior Management IS Department Functional Department

12. 12 Statement of Scope and Objectives Project Name Problems that lead to this project –i) –ii) How the project was initiated System capabilities Anticipated benefits Constraints Plan of Action

13. 13 Analyst’s Channels of Information Interviews Documentation Observation Questionnaires Measuring Brainstorming

14. 14 Interviewing Most important channel Interview key personnel at each level Provides a rich & complete view Interviewing is not a mechanical process, the approach needs to be tailored to suit the interviewee Interview outputs: –Business Processes –Data –Information Flows

15. 15 Interview - Advantages Ability to gather detailed information –& More than you asked for Ability to use open questions Responses can be clarified

16. 16 Interview - Disadvantages Time consuming Analyst’s bias / preconceptions Interviewee –not overly co-operative –wants to sound good –tells what should be done Respondents need to be articulate Interviewing skills are required

17. 17 Documentation Instruction & Procedure manuals Requirements Specification Blank documents / forms Job descriptions Statements of company policy Publicity and information booklets

18. 18 Advantages Already exists Quick See it as it is –(not amended for your benefit) No additional cost Disadvantages Too much documentation Extensive reading required May be out of date

19. 19 Observation Observe a user in action Gain their trust if possible Note –how long particular operations take –how they utilise the system –what features they do not use

20. 20 Observation - Advantages See directly how processing takes place See how records are handled Gives a better insight than documentation Can see how different processes interact Interpret in the language of the analyst See points that would not be described

21. 21 Observation - Disadvantages Time consuming Best behaviour syndrome Beliefs and attitudes are missed

22. 22 Questionnaires Information on an existing system Logical Sequence Keep questions simple Multi-choice questions, rather than comments Clear objective of what is required Questions at the right intellectual pitch Avoid branching (If “YES” go to Q 12 etc.) Clear deadline for completion

23. 23 Advantages Respondent time is minimised More responses Disadvantages Response rates can be very low Clarification of questions/responses cannot be sought Collating open-ended answers can be difficult

24. 24 Measuring Volumes of data Volumes of transactions –(per hour / day / week / month) Peaks and troughs in traffic Time taken to complete each transaction Time delays caused by the absence of a suitable system Potential variances in the speed of processing Size of files that are transferred

25. 25 Brainstorming Interaction between a group of staff to generate new ideas and discuss existing problems Least structured fact-finding technique Questions Who to involve? / How Many? Management? / Which functional areas

26. 26 Brainstorming - Advantages Generally very productive method Desired results are generated more quickly Cultural factors, attitudes and belief systems can be assessed Builds a momentum for change among those involved which facilitates the new system later

27. 27 Brainstorming - Disadvantages One voice Unwanted views Providing more information than is needed

28. 28 Analyst’s Channels of Information Interviews Documentation Observation Questionnaires Measuring Brainstorming

29. End of Lecture