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Modern Systems Analyst and as a Project Manager

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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?”

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