Systems Analysis

Chapter 4

Key Definitions

The As-Is system is the current system and may or may not be computerized

The To-Be system is the new system that is based on updated requirements

Key Ideas

The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them -- or decide a new system isn’t needed.The line between systems analysis and systems design is very blurry.

THE ANALYSIS PROCESS

Combines business and information technologyBalance expertise of users and analysts

Analysis Across Areas

The SDLC Process

Three Steps of the Analysis Phase

Understanding the “As-Is” systemIdentifying improvement opportunitiesDeveloping the “To-Be” system concept

Three Fundamental Analysis Strategies

Business process automation (BPA)Business Process Improvement (BPI)Business Process Reengineering (BPR)

BUSINESS PROCESS AUTOMATION

Proposal Outline

Table of contentsExecutive summarySystem requestWork planAnalysis strategyRecommended systemFeasibility analysis

Process modelData ModelAppendices

Identifying Improvements in As-Is Systems

Problem AnalysisAsking users to identify problemsRarely finds significant monetary benefits

Root Cause AnalysisPrioritizing problemsTracing symptoms to their causes

Root Cause Analysis Example

BUSINESS PROCESS IMPROVEMENT

Duration Analysis

Calculate time needed for each process stepCalculate time needed for overall processCompare the twoDevelop process integration or parallelization

Activity-Based Costing

Calculate cost of each process stepConsider both direct and indirect costsIdentify most costly steps and focus improvement efforts on them

Benchmarking

Studying how other organizations perform the same business processInformal benchmarking

Check with customersFormal benchmarking

Establish formal relationship with other organization

BUSINESS PROCESS REENGINEERING

Business Process Reengineering

Radical redesignof business processes

Outcome Analysis

Consider desirable outcomes from customers’ perspectiveConsider what the organization could enable the customer to do

Breaking Assumptions

Identify fundamental business rulesSystematically break each ruleIdentify effects on the business if rule is broken

Technology Analysis

Analysts list important and interesting technologiesManagers list important and interesting technologiesThe group identifies how each might be applied to the business

Activity Elimination

Identify what would happen if each organizational activity were eliminatedUse “force-fit” to test all possibilities

Proxy Benchmarking

List similar industriesLook for techniques from other industries that could be applied by the organization

Process Simplification

Eliminate complexity from routine transactionsConcentrate separate processes on exception handling

Avoiding Classic Analysis Mistakes

Reducing analysis timeRequirement gold-plating

User over-specification of featuresDeveloper gold-plating

Too many “cool” featuresLack of user involvement

Your Turn

How do you know whether to use business process automation, business process improvement, or business process reengineering? Provide two examples.

DEVELOPING AN ANALYSIS PLAN

Developing an Analysis Strategy

Potential business valueProject costBreadth of analysisRisk

Characteristics of Analysis Strategies

Business Business BusinessProcess Process ProcessAutomation Improvement Reeingineering

Potential Business Low-Moderate Moderate HighValue

Project Cost Low Low-Moderate High

Breadth of Analysis Narrow Narrow-Moderate Very Broad

Risk Low-Moderate Low-Moderate Very High

Summary

The analysis process aims to create value for the organizationThree main analysis strategies are BPA, BPI, and BPRThese strategies vary in potential business value, but also in potential cost and risk