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Lecture 1.bLecture 1.bIntroduction to Systems Analysis. Introduction to Systems Analysis.

Basic ConceptsBasic Concepts

[Prof. Peter Khaiter]

ITEC 3010 “Systems Analysis and Design, I”

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III. Systems Analysis and Design. III. Systems Analysis and Design. Systems AnalystSystems Analyst

1. The analyst as a business problem solver1. The analyst as a business problem solver

ISs are crucial to modern business organizations

The key to successful system development is systems analysis and design

Def.Def. Systems Analysis (SA) is the process of understanding and specifying in detail what the information system should do.

Systems Design (SD) is the process of specifying in detail how the many components of the information system should be physically implemented.

Systems Analyst (SAn) is a business professional who uses analysis and design techniques to solve business problems using information

technology and who develops IS.

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The analyst as a business problem The analyst as a business problem solver (cont’d)solver (cont’d)

Any IS is to solve problems for an organization

Systems analyst is a problem solver rather than a technical programmer (see Figure 1-12)

A great variety of special skills is required:

Technical Knowledge and Skills Business Knowledge and Skills People Knowledge and Skills Integrity and Ethics

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Analyst’s Approach to Problem Analyst’s Approach to Problem SolvingSolving

Verify benefits of solving problem outweigh the costs

Research and understand the problem

Define the requirements for solving the problem

Develop a set of possible solutions (alternatives)

Define the details of the chosen solution

Monitor to ensure desired results

Decide which solution is best and recommend

Implement the solution

Fig. 1-12

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Required Skills of the Systems Required Skills of the Systems AnalystAnalyst

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Technical Knowledge and Skills (1 Technical Knowledge and Skills (1 of 2)of 2)

An analyst should have fundamental technology knowledge of

Computers / peripheral devices (hardware)Files and database systems Input and output components and alternativesComputer networks and protocolsProgramming languages, operating systems, and utilitiesCommunication and collaboration technology

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Technical Knowledge and Skills (2 Technical Knowledge and Skills (2 of 2)of 2)

Analyst uses tools

Software productivity packages

Integrated development environments (IDEs) for programming languages

Visual modeling tools and code generation tools

Analyst understands SDLC techniques

Project planning, cost/benefit, interviewing

Systems requirements modeling including

Design, database design, network configuration

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Business Knowledge and SkillsBusiness Knowledge and Skills

Analyst must understand

Business functions performed by organization

Strategies, plans, traditions, and values of the organization

Organizational structure

Organization management techniques

Functional work processes

Systems analysts typically study business administration/management in college with a major in CIS or MIS

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People Knowledge and SkillsPeople Knowledge and Skills

Primarily a systems analyst must be an effective communicator

A systems analyst must be able to perform various roles such as negotiator, teacher, mentor, collaborator, and manager

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Integrity and EthicsIntegrity and Ethics

Analyst has access to confidential information, such as salary, an organization’s planned projects, security systems, and so on.

Must keep information private

Any impropriety can ruin an analyst’s career

An analyst plans the security in systems to protect confidential information

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3. The Environment Surrounding 3. The Environment Surrounding the Analystthe Analyst

Types of Technology EncounteredTypes of Technology Encountered• Desktop systems

• Networked desktop systems that share data

• Client-server systems

• Large-scale centralized mainframe systems

• Systems using Internet, intranet, and extranet technology

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Typical Job Titles and Places of Typical Job Titles and Places of EmploymentEmployment

• Programmer analyst• Business systems analyst• End-user analyst• Business consultant• Systems consultant• System support analyst• System designer• Software engineer• System architect

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Places of EmploymentPlaces of Employment

• Programmer analysts working for the company

• Systems analysts working for the company

• Independent contractors

• Outsource provider employees

• Consultants

• Software development firm employees

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Just For FunJust For Fun

http://www.getfunnypictures.com/crt229.html

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4. The Analyst’s Role in Strategic 4. The Analyst’s Role in Strategic PlanningPlanning

Special projects affecting executives

designing an executive information system

Business process management – redesign and improvements to existing processes

Strategic planning process (5 or more years in the future)

Information systems strategic planning

One of the key components of the strategic plan

Application architecture plan (business focus)

Technology architecture plan (infrastructure focus)

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Components of an Information Components of an Information Systems Strategic PlanSystems Strategic Plan

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IV. Rocky Mountains Outfitters IV. Rocky Mountains Outfitters (RMO): Case Study(RMO): Case Study

RMO sports clothing manufacturer and distributor about to begin customer support system project

Need to understand the nature of the business, approach to strategic planning, and objectives for customer support system

RMO system development project used to demonstrate analysis and design concepts

Reliable Pharmaceutical Service (RPS) is a second case study for classroom purposes

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Introduction to RMO BusinessIntroduction to RMO Business

Began in Park City, Utah supplying winter sports clothes to local ski shops

Expanded into direct mail-order sales with small catalog—as catalog interest increased, opened retail store in Park City

Became large, regional sports clothing distributor by early 2000s in Rocky Mountain and Western states

Currently $180 million in annual sales and 600 employees and two retail stores

Mail-order revenue is $90 million; phone-order revenue is $50 million

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Early RMO Catalog Cover (Fall 1978)Early RMO Catalog Cover (Fall 1978)

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Prospective RMO Catalog Cover Prospective RMO Catalog Cover (Fall 2010)(Fall 2010)

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RMO Strategic Issues (1 of 2)RMO Strategic Issues (1 of 2)

Innovative clothing distributor; featured products on Web site ahead of competitors

Original Web site now underperforming

Slow, poor coordination with in-house, poor supply chain management, poor technical support

Market analysis showed alarming trends

Sales growth too slow, age of customers increasing, Web sales small percentage of total sales

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RMO Strategic Issues (2 of 2)RMO Strategic Issues (2 of 2)

Enhanced Web site functions

Add specific product information, weekly specials, and all product offerings

Detailed IS strategic plan

Invited consulting firm recommended focusing on two key strategic issues:

Supply chain management

Customer relationship management

Supply chain management (SCM)Supply chain management (SCM) is a process that integrates product development, product acquisition, manufacturing, and inventory management

Customer relationship management (CRM)Customer relationship management (CRM) is processes that support marketing, sales, and service operations involving direct and indirect customer interaction

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RMO’s Organizational StructureRMO’s Organizational Structure

Managed by original owners

John Blankens – President

Liz Blankens – Vice president of merchandising and distribution

William McDougal – Vice president of marketing and sales

JoAnn White – Vice president of finance and systems

Mac Preston – Chief Information Officer

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RMO Current OrganizationRMO Current Organization

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RMO LocationsRMO Locations

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RMO Information Systems RMO Information Systems DepartmentDepartment

Mac Preston – Assistant vice-president and chief information officer (CIO)

Recent promotion made after IS strategic plan created

CIO reports to finance and systems VP

CIO is increasingly important to future of RMO

Given its strategic importance, IS department will eventual report directly to the CEO

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RMO Information Systems RMO Information Systems Department StaffingDepartment Staffing

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Existing RMO Systems (1 of 3)Existing RMO Systems (1 of 3)

Small server cluster system

Supports inventory, mail-order, accounting, and human resources

High capacity network connects distribution and mail-order sites

LANs and file servers

Supports central office functions, distribution centers, and manufacturing centers

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Existing RMO Systems (2 of 3)Existing RMO Systems (2 of 3)

Supply Chain Management System

Client/Server system in C++ and DB2 Mail Order System

Mainframe COBOL/CICS. Unable to handle phone orders

Phone order system

Oracle and Visual Basic system built 6 years ago

Retail store systems

Eight-year-old point-of-sale and batch inventory package, overnight update with mainframe

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Existing RMO Systems (3 of 3)Existing RMO Systems (3 of 3)

Office systems

LAN with office software, Internet, e-mail

Human resources system

Thirteen-year-old mainframe-based payroll and benefits

Accounting/finance system

Mainframe package bought from leading vendor Web Catalog and Order System

Outside company until 2011. Irregular performance

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The Information Systems Strategic The Information Systems Strategic PlanPlan

Supports RMO strategic objectives

Build more direct customer relationships

Expand marketing beyond Western states

Plan calls for a series of information system development and integration projects over several years

Project launch: New customer support system to integrate phone orders, mail orders, and direct customer orders via Internet

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RMO Technology Architecture PlanRMO Technology Architecture Plan

Distribute business applications

Across multiple locations and systems

Reserve data center for Web server, database, and telecommunications

Strategic business processes via Internet

Supply chain management (SCM)

Direct customer ordering via dynamic Web site

Customer relationship management (CRM)

Web-based intranet for business functions

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RMO Application Architecture Plan RMO Application Architecture Plan (1 of 2)(1 of 2)

Supply chain management (SCM)

Product development, product acquisition, manufacturing, inventory management

Customer support system (CSS)

Integrate order-processing and fulfillment system with SCM

Support customer orders (mail, phone, Web) Strategic information management system

Extract and analyze SCM and CSS information for strategic and operational decision making and control

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RMO Application Architecture Plan RMO Application Architecture Plan (2 of 2)(2 of 2)

Retail store system (RSS)Replace existing retail store system with system integrated with CSS

Accounting/finance systemPurchase intranet application to maximize employee access to financial data for planning and control

Human resources (HR) systemPurchase intranet application to maximize employee access to human resources forms, procedures, and benefits information

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Timetable for RMO Strategic PlanTimetable for RMO Strategic Plan

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The Customer Support System The Customer Support System (CSS)(CSS)

RMO core competency is their ability to develop and maintain customer loyalty

CSS is a core system supporting complete customer relationship management

Inquiries, order entry, order tracking, shipping, back ordering, returns, sales analysis

Systems analysis activities will define system requirements in detail

Strategic plan’s stated objectives will form guidelines as project proceeds

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RMORMO CSS: MemoCSS: Memo

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ReadingsReadings

• Chapter 1 – The World of the Information Systems Analyst (covered today)

• Next lecture: Chapter 2 – Approaches to System Development

• Lecture notes available at class web site (downloadable as PowerPoint slides or in PDF-format)

Thank you !!!