Solution Manual for Systems Analysis and Design, 7th Edition
Solution Manual for Systems Analysis and Design, 7th Edition is the ultimate guide for understanding and solving textbook problems.
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Chapter 1 The Systems Analyst and IS Development
1-1
Chapter 1: The Systems Analyst and
Information Systems Development
Answer to Your Turn 1-1: Being an Analyst
Student answers will vary, depending on their preferences regarding being a: 1) systems
analyst, 2) business analyst, 3) requirements analyst, 4) infrastructure analyst, or 5)
change management analyst. Verify that the student has correctly associated the skills
needed with the type of analyst for which they aspire and that the student has created a
plan to acquire those skills. The roles and the names used to describe them may vary
from organization to organization.
Answer to Your Turn 1-2: Implementing a Satellite Data Network
While answers may vary, answers might include the following:
1. A Cost-Benefit analysis, along with other financial processes (ROI, etc.) would
certainly reveal that a just-in-time (JIT) inventory can reduce inventory costs and
increase revenue. A standard communication line, encrypted or not, would not be
able to handle the high bandwidth needed for data, voice and video transmissions.
2. A competitor would be able to narrow the gap by adopting the JIT type of
inventory management. Voice and video are not necessary to keep the inventory
up to date on a timely basis, data transmissions alone would work well.
Answer to Your Turn 1-3: Too Much Paper, Part 1
System Request
Sponsor: Document Manager.
Business Need: Increase efficiency in storing, updating, and retrieving information
on employee injury claims.
Business Requirements: Automated system which allows for electronic submission
of reports via a secure web site.
Business Value: Reduce response time for employee inquiries, increase effectiveness
of storing, updating, and retrieving employee injury claims. Reduce storage costs
of paper files.
Special Issues: Must have someone who understands how to create and maintain a
secure web site. Must have resources to migrate paper files to data storage. Must
1-1
Chapter 1: The Systems Analyst and
Information Systems Development
Answer to Your Turn 1-1: Being an Analyst
Student answers will vary, depending on their preferences regarding being a: 1) systems
analyst, 2) business analyst, 3) requirements analyst, 4) infrastructure analyst, or 5)
change management analyst. Verify that the student has correctly associated the skills
needed with the type of analyst for which they aspire and that the student has created a
plan to acquire those skills. The roles and the names used to describe them may vary
from organization to organization.
Answer to Your Turn 1-2: Implementing a Satellite Data Network
While answers may vary, answers might include the following:
1. A Cost-Benefit analysis, along with other financial processes (ROI, etc.) would
certainly reveal that a just-in-time (JIT) inventory can reduce inventory costs and
increase revenue. A standard communication line, encrypted or not, would not be
able to handle the high bandwidth needed for data, voice and video transmissions.
2. A competitor would be able to narrow the gap by adopting the JIT type of
inventory management. Voice and video are not necessary to keep the inventory
up to date on a timely basis, data transmissions alone would work well.
Answer to Your Turn 1-3: Too Much Paper, Part 1
System Request
Sponsor: Document Manager.
Business Need: Increase efficiency in storing, updating, and retrieving information
on employee injury claims.
Business Requirements: Automated system which allows for electronic submission
of reports via a secure web site.
Business Value: Reduce response time for employee inquiries, increase effectiveness
of storing, updating, and retrieving employee injury claims. Reduce storage costs
of paper files.
Special Issues: Must have someone who understands how to create and maintain a
secure web site. Must have resources to migrate paper files to data storage. Must
Chapter 1 The Systems Analyst and IS Development
1-1
Chapter 1: The Systems Analyst and
Information Systems Development
Answer to Your Turn 1-1: Being an Analyst
Student answers will vary, depending on their preferences regarding being a: 1) systems
analyst, 2) business analyst, 3) requirements analyst, 4) infrastructure analyst, or 5)
change management analyst. Verify that the student has correctly associated the skills
needed with the type of analyst for which they aspire and that the student has created a
plan to acquire those skills. The roles and the names used to describe them may vary
from organization to organization.
Answer to Your Turn 1-2: Implementing a Satellite Data Network
While answers may vary, answers might include the following:
1. A Cost-Benefit analysis, along with other financial processes (ROI, etc.) would
certainly reveal that a just-in-time (JIT) inventory can reduce inventory costs and
increase revenue. A standard communication line, encrypted or not, would not be
able to handle the high bandwidth needed for data, voice and video transmissions.
2. A competitor would be able to narrow the gap by adopting the JIT type of
inventory management. Voice and video are not necessary to keep the inventory
up to date on a timely basis, data transmissions alone would work well.
Answer to Your Turn 1-3: Too Much Paper, Part 1
System Request
Sponsor: Document Manager.
Business Need: Increase efficiency in storing, updating, and retrieving information
on employee injury claims.
Business Requirements: Automated system which allows for electronic submission
of reports via a secure web site.
Business Value: Reduce response time for employee inquiries, increase effectiveness
of storing, updating, and retrieving employee injury claims. Reduce storage costs
of paper files.
Special Issues: Must have someone who understands how to create and maintain a
secure web site. Must have resources to migrate paper files to data storage. Must
1-1
Chapter 1: The Systems Analyst and
Information Systems Development
Answer to Your Turn 1-1: Being an Analyst
Student answers will vary, depending on their preferences regarding being a: 1) systems
analyst, 2) business analyst, 3) requirements analyst, 4) infrastructure analyst, or 5)
change management analyst. Verify that the student has correctly associated the skills
needed with the type of analyst for which they aspire and that the student has created a
plan to acquire those skills. The roles and the names used to describe them may vary
from organization to organization.
Answer to Your Turn 1-2: Implementing a Satellite Data Network
While answers may vary, answers might include the following:
1. A Cost-Benefit analysis, along with other financial processes (ROI, etc.) would
certainly reveal that a just-in-time (JIT) inventory can reduce inventory costs and
increase revenue. A standard communication line, encrypted or not, would not be
able to handle the high bandwidth needed for data, voice and video transmissions.
2. A competitor would be able to narrow the gap by adopting the JIT type of
inventory management. Voice and video are not necessary to keep the inventory
up to date on a timely basis, data transmissions alone would work well.
Answer to Your Turn 1-3: Too Much Paper, Part 1
System Request
Sponsor: Document Manager.
Business Need: Increase efficiency in storing, updating, and retrieving information
on employee injury claims.
Business Requirements: Automated system which allows for electronic submission
of reports via a secure web site.
Business Value: Reduce response time for employee inquiries, increase effectiveness
of storing, updating, and retrieving employee injury claims. Reduce storage costs
of paper files.
Special Issues: Must have someone who understands how to create and maintain a
secure web site. Must have resources to migrate paper files to data storage. Must
Chapter 1 The Systems Analyst and IS Development
1-2
work within HIPAA guidelines to ensure that medical documents are treated
according to regulations.
Answer to Your Turn 1-4: Too Much Paper, Part 2
1. Issues arising from digital signatures and electronic documents typically focus on
establishing validity for signatures and originators. As these issues can be
overcome using certificates and encryption, they don’t necessarily affect the
project feasibility. However, they do need to be addressed.
2. Answers will vary. The project champion, organizational management, and
perhaps most importantly a subset of the stakeholders must believe in and show
support for the project. One solution would be to plan and provide for sufficient
training that demonstrates how their jobs might be easier to accomplish with the
automated system.
Answer to Your Turn 1-5: Discovering Visible Analyst - Lesson 1
Student answers and experiences will vary based on the adoption of the software
package, Visible Analyst. It is highly recommended that a CASE tool be used for
modeling throughout this course.
Answer to Concepts in Action 1-A: Managerial Causes of IT Failures
Qantas provides for an “ice-breaker” discussion topic for the first class. Perhaps group
the students and have them discuss this company and then provide for class discussion
about the importance of IT project success.
Answer to Concepts in Action 1-B: BPI on the Farm
Efficiency gains are mentioned in this Concept in Action. What are the drawbacks to this
scenario? Is it as easy as it seems? Issues such as Wi-Fi coverage on a farm, perhaps
even cellular coverage can come into play as can weather, dust, and other issues inherent
with a farming enterprise.
Answer to Concepts in Action 1-C: Interview with Don Hallacy, President,
Technology Services, Sprint Corporation
This is an opportune time to identify the responsibilities of the differing roles that an
analyst serves.
1-2
work within HIPAA guidelines to ensure that medical documents are treated
according to regulations.
Answer to Your Turn 1-4: Too Much Paper, Part 2
1. Issues arising from digital signatures and electronic documents typically focus on
establishing validity for signatures and originators. As these issues can be
overcome using certificates and encryption, they don’t necessarily affect the
project feasibility. However, they do need to be addressed.
2. Answers will vary. The project champion, organizational management, and
perhaps most importantly a subset of the stakeholders must believe in and show
support for the project. One solution would be to plan and provide for sufficient
training that demonstrates how their jobs might be easier to accomplish with the
automated system.
Answer to Your Turn 1-5: Discovering Visible Analyst - Lesson 1
Student answers and experiences will vary based on the adoption of the software
package, Visible Analyst. It is highly recommended that a CASE tool be used for
modeling throughout this course.
Answer to Concepts in Action 1-A: Managerial Causes of IT Failures
Qantas provides for an “ice-breaker” discussion topic for the first class. Perhaps group
the students and have them discuss this company and then provide for class discussion
about the importance of IT project success.
Answer to Concepts in Action 1-B: BPI on the Farm
Efficiency gains are mentioned in this Concept in Action. What are the drawbacks to this
scenario? Is it as easy as it seems? Issues such as Wi-Fi coverage on a farm, perhaps
even cellular coverage can come into play as can weather, dust, and other issues inherent
with a farming enterprise.
Answer to Concepts in Action 1-C: Interview with Don Hallacy, President,
Technology Services, Sprint Corporation
This is an opportune time to identify the responsibilities of the differing roles that an
analyst serves.
Chapter 1 The Systems Analyst and IS Development
1-3
Answer to Concepts in Action 1-D: Carlson Hospitality
Carlson Hospitality can use the information from the survey to determine whether the
one-point increase in market share revenue ($20 million per point) will offset costs
associated with increasing the level of services to high-quality customers which would
result in a 10% increase in customer satisfaction.
Answer to Concepts in Action 1-E: Return on Investment
1. One method for determining a return on investment is to complete a Cost-Benefit
Analysis using the Present Value Method. Many of the costs for server
virtualization are associated with the initial construction: physical manipulation of
the servers and software licensing. The ongoing costs of labor in updating and
accessing tables would be relatively small. Using this type of analysis would
allow the project sponsors to show how the benefits of the virtualization would be
realized on a long term basis.
2. Implementing a major change to a system should certainly include a systems
analyst. Systems analysts typically have a broad view of the system, and would be
able to ascertain how virtualizing the servers will affect the whole system.
Answers to End of Chapter Questions
1. List and describe the six general skills all project team members should have?
[1] Technical skills (knowledge of how to employ technology in development system
solutions). [2] Business skills (knowledge of how to apply IT to business problems to
achieve a valuable solution). [3] Analytical skills (ability to solve complex
problems). [4] Interpersonal skills (oral and written communication skills with both
technical and non-technical audiences). [5] Management skills (ability to manage
others and cope with an uncertain environment). [6] Ethical skills (ability to deal
with others honestly and ethically).
2. What are the major roles on a project team?
Business analyst – emphasis on the business issues addressed by the system: value of
new system; identification of problems and opportunities; revision of business
processes and policies.
Systems analyst – emphasis on IS issues of the system: how IT can be used to
support business processes; design of new business process and IS; and enforcement
of IS standards.
Infrastructure analyst – technical issues associated with integrating new system
components to existing technical infrastructure.
1-3
Answer to Concepts in Action 1-D: Carlson Hospitality
Carlson Hospitality can use the information from the survey to determine whether the
one-point increase in market share revenue ($20 million per point) will offset costs
associated with increasing the level of services to high-quality customers which would
result in a 10% increase in customer satisfaction.
Answer to Concepts in Action 1-E: Return on Investment
1. One method for determining a return on investment is to complete a Cost-Benefit
Analysis using the Present Value Method. Many of the costs for server
virtualization are associated with the initial construction: physical manipulation of
the servers and software licensing. The ongoing costs of labor in updating and
accessing tables would be relatively small. Using this type of analysis would
allow the project sponsors to show how the benefits of the virtualization would be
realized on a long term basis.
2. Implementing a major change to a system should certainly include a systems
analyst. Systems analysts typically have a broad view of the system, and would be
able to ascertain how virtualizing the servers will affect the whole system.
Answers to End of Chapter Questions
1. List and describe the six general skills all project team members should have?
[1] Technical skills (knowledge of how to employ technology in development system
solutions). [2] Business skills (knowledge of how to apply IT to business problems to
achieve a valuable solution). [3] Analytical skills (ability to solve complex
problems). [4] Interpersonal skills (oral and written communication skills with both
technical and non-technical audiences). [5] Management skills (ability to manage
others and cope with an uncertain environment). [6] Ethical skills (ability to deal
with others honestly and ethically).
2. What are the major roles on a project team?
Business analyst – emphasis on the business issues addressed by the system: value of
new system; identification of problems and opportunities; revision of business
processes and policies.
Systems analyst – emphasis on IS issues of the system: how IT can be used to
support business processes; design of new business process and IS; and enforcement
of IS standards.
Infrastructure analyst – technical issues associated with integrating new system
components to existing technical infrastructure.
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Chapter 1 The Systems Analyst and IS Development
1-4
Requirements analyst – eliciting the requirements of the new system from all
stakeholders. They understand the business well, are excellent communicators, and
are highly skilled in obtaining system requirements.
Change management analyst – emphasis on facilitating organizational adaptation to
new system. Helping to identify and overcome resistance to change and assuring
adequate training and documentation of new system.
Project manager – ensuring that progress is made on the project; time schedules and
budgets are met; supervision of project team; and manage relations with project
sponsor and users.
3. Compare and contrast the role of a systems analyst, business analyst, and
infrastructure analyst.
These three roles emphasize different perspectives on the system. The business
analyst represents the sponsor/users interests, while the systems analyst knows how to
apply IS to support business needs. Together, the systems analyst and the business
analyst can design a system that conforms to the IS standards while adding value to
the business. The infrastructure analyst has more technical knowledge and provides
the team with technical constraints, or identifies infrastructure changes that the new
system will require.
4. Compare and contrast the role of requirements analyst, change management analyst,
and project manager.
These three roles also emphasize different perspectives on the system. The
requirements analyst focuses on eliciting the requirements from the system
stakeholders. The change management analyst focuses on people and managing
issues surrounding the installation of the system. The project manager ensures that
the project is completed on time and within budget and that the system delivers the
expected value to the organization.
5. Describe the major phases in the systems development life cycle (SDLC).
The planning phase focuses on determining if there is justification to build an
information system and developing a plan to accomplish the development project.
The analysis phase is focused on understanding the existing situation and determining
the needs and requirements expected from the new system. The design phase refines
the system requirements (from analysis) and develops specifications for how the new
system will fulfill those requirements. The implementation phase involves
constructing (or installing) the new system, testing, converting, training, and
providing support for the new system.
6. Describe the principal steps in the planning phase. What are some major
deliverables?
1-4
Requirements analyst – eliciting the requirements of the new system from all
stakeholders. They understand the business well, are excellent communicators, and
are highly skilled in obtaining system requirements.
Change management analyst – emphasis on facilitating organizational adaptation to
new system. Helping to identify and overcome resistance to change and assuring
adequate training and documentation of new system.
Project manager – ensuring that progress is made on the project; time schedules and
budgets are met; supervision of project team; and manage relations with project
sponsor and users.
3. Compare and contrast the role of a systems analyst, business analyst, and
infrastructure analyst.
These three roles emphasize different perspectives on the system. The business
analyst represents the sponsor/users interests, while the systems analyst knows how to
apply IS to support business needs. Together, the systems analyst and the business
analyst can design a system that conforms to the IS standards while adding value to
the business. The infrastructure analyst has more technical knowledge and provides
the team with technical constraints, or identifies infrastructure changes that the new
system will require.
4. Compare and contrast the role of requirements analyst, change management analyst,
and project manager.
These three roles also emphasize different perspectives on the system. The
requirements analyst focuses on eliciting the requirements from the system
stakeholders. The change management analyst focuses on people and managing
issues surrounding the installation of the system. The project manager ensures that
the project is completed on time and within budget and that the system delivers the
expected value to the organization.
5. Describe the major phases in the systems development life cycle (SDLC).
The planning phase focuses on determining if there is justification to build an
information system and developing a plan to accomplish the development project.
The analysis phase is focused on understanding the existing situation and determining
the needs and requirements expected from the new system. The design phase refines
the system requirements (from analysis) and develops specifications for how the new
system will fulfill those requirements. The implementation phase involves
constructing (or installing) the new system, testing, converting, training, and
providing support for the new system.
6. Describe the principal steps in the planning phase. What are some major
deliverables?
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Chapter 1 The Systems Analyst and IS Development
1-5
Step 1 – Project Initiation: the project sponsor works with the IS department to
develop a preliminary assessment of the project’s feasibility. It is important to make
an initial evaluation of the project’s value (is it worth doing; is it technically possible
for us; will it be used?). The system request and the results of the feasibility analysis
are usually presented to management for approval. If the project is accepted, we
move to:
Step 2 – Project Management: the project work plan is created, project staffing is
determined, and project management controls and procedures are established. These
elements comprise the project plan.
The deliverables in the planning phase include the feasibility analysis and the project
plan.
7. Describe the principal steps in the analysis phase. What are some major
deliverables?
Step 1 – Analysis Strategy: based on the nature of the project, the project team will
formulate the approach that will be used to develop the requirements for the new
system. The strategy usually includes the following steps:
Step 2 – Analyze the current system: gather information from the project sponsor and
users of the current system regarding its strengths and weaknesses. Use the problems
identified to formulate objectives for the new system.
Step 3 – Create new system concept: based on the gathered information, develop a
general concept of the new system, including functions and capabilities it will have.
Step 4 – Modeling activities: express ideas for the new system’s processing and data
requirements with process models and data models.
Step 5: Prepare and present system proposal: assemble the analysis results, system
concept, process model and data model into a proposal for the new system. Project
sponsor and/or approval committee will determine if system has enough merit to
continue development.
The primary deliverable for the analysis phase is the system proposal, which
combines the information generated during this phase into a document that expresses
the initial conceptual design for the new system and the basis for the design decisions.
8. Describe the principal steps in the design phase. What are some major deliverables?
Step 1 – Design Strategy: based on the nature of the project, the project team will
determine the appropriate means of developing the system (in-house custom
development, purchase of pre-written software, or outsourcing development to a 3rd
1-5
Step 1 – Project Initiation: the project sponsor works with the IS department to
develop a preliminary assessment of the project’s feasibility. It is important to make
an initial evaluation of the project’s value (is it worth doing; is it technically possible
for us; will it be used?). The system request and the results of the feasibility analysis
are usually presented to management for approval. If the project is accepted, we
move to:
Step 2 – Project Management: the project work plan is created, project staffing is
determined, and project management controls and procedures are established. These
elements comprise the project plan.
The deliverables in the planning phase include the feasibility analysis and the project
plan.
7. Describe the principal steps in the analysis phase. What are some major
deliverables?
Step 1 – Analysis Strategy: based on the nature of the project, the project team will
formulate the approach that will be used to develop the requirements for the new
system. The strategy usually includes the following steps:
Step 2 – Analyze the current system: gather information from the project sponsor and
users of the current system regarding its strengths and weaknesses. Use the problems
identified to formulate objectives for the new system.
Step 3 – Create new system concept: based on the gathered information, develop a
general concept of the new system, including functions and capabilities it will have.
Step 4 – Modeling activities: express ideas for the new system’s processing and data
requirements with process models and data models.
Step 5: Prepare and present system proposal: assemble the analysis results, system
concept, process model and data model into a proposal for the new system. Project
sponsor and/or approval committee will determine if system has enough merit to
continue development.
The primary deliverable for the analysis phase is the system proposal, which
combines the information generated during this phase into a document that expresses
the initial conceptual design for the new system and the basis for the design decisions.
8. Describe the principal steps in the design phase. What are some major deliverables?
Step 1 – Design Strategy: based on the nature of the project, the project team will
determine the appropriate means of developing the system (in-house custom
development, purchase of pre-written software, or outsourcing development to a 3rd
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Chapter 1 The Systems Analyst and IS Development
1-6
party. Following this, the steps below outline the various design tasks that must be
performed:
Step 2 – Design the system architecture: describe the basic hardware, software, and
networking that will be used in the new system.
Step 3 – Design the user interface: the overall structure of the system, the user’s
navigation through the system; the inputs and outputs of the system, and the
appearance of the screens are designed.
Step 4 – Design the database and/or files: develop specifications for the data storage
structures that will be implemented for the new system.
Step 5: Design the programs: develop plans and outlines for each program that will
be written to implement the functions and capabilities of the new system.
The primary deliverable for the design phase is the system specification, which
combines all the design specifications mentioned above. The system specification is
the basis for the construction work that will be performed by the programmers.
9. Describe the principal steps in the implementation phase. What are some major
deliverables?
Step 1 – Build the system: programs are written and tested, and various infrastructure
components are installed. Testing is conducted to verify system performance.
Step 2 – Train the users: develop and conduct training programs so that end users are
thoroughly familiar with the new system’s functions and work procedures.
Step 3 – Convert to the new system: transition from the old system and procedures to
the new system and procedures.
Step 4 – Support the new system: evaluate the development process for lessons
learned from this project, and establish methods for identifying and implementing
change to the new system as needed.
The primary deliverables for the Implementation phase includes the completed and
documented programs, users manuals and procedures manuals, training materials, and
plans for system support.
10. Which phase in the SDLC is most important?
While each phase is important to the overall systems analysis, special attention must
be given to the planning and analysis phase. The planning phase is intended to
determine the feasibility of a project and to create a project plan. If the feasibility
analysis is poorly done or misunderstood or the project is ill-planned, then the chance
1-6
party. Following this, the steps below outline the various design tasks that must be
performed:
Step 2 – Design the system architecture: describe the basic hardware, software, and
networking that will be used in the new system.
Step 3 – Design the user interface: the overall structure of the system, the user’s
navigation through the system; the inputs and outputs of the system, and the
appearance of the screens are designed.
Step 4 – Design the database and/or files: develop specifications for the data storage
structures that will be implemented for the new system.
Step 5: Design the programs: develop plans and outlines for each program that will
be written to implement the functions and capabilities of the new system.
The primary deliverable for the design phase is the system specification, which
combines all the design specifications mentioned above. The system specification is
the basis for the construction work that will be performed by the programmers.
9. Describe the principal steps in the implementation phase. What are some major
deliverables?
Step 1 – Build the system: programs are written and tested, and various infrastructure
components are installed. Testing is conducted to verify system performance.
Step 2 – Train the users: develop and conduct training programs so that end users are
thoroughly familiar with the new system’s functions and work procedures.
Step 3 – Convert to the new system: transition from the old system and procedures to
the new system and procedures.
Step 4 – Support the new system: evaluate the development process for lessons
learned from this project, and establish methods for identifying and implementing
change to the new system as needed.
The primary deliverables for the Implementation phase includes the completed and
documented programs, users manuals and procedures manuals, training materials, and
plans for system support.
10. Which phase in the SDLC is most important?
While each phase is important to the overall systems analysis, special attention must
be given to the planning and analysis phase. The planning phase is intended to
determine the feasibility of a project and to create a project plan. If the feasibility
analysis is poorly done or misunderstood or the project is ill-planned, then the chance
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Chapter 1 The Systems Analyst and IS Development
1-7
of success is extremely low. Similarly, if the analysis phase is shortened or omitted
altogether, then the requirements of the system will not be fully defined and may
result in either a system that does not address business needs or one that does not get
completed due to continuous rework.
11. What does gradual refinement mean in the context of SDLC?
Generally, the clarity of understanding and the depth of detail of the new system are
gradually refined during the phases of the SDLC. Initially, the requirements are only
vaguely understood. This understanding is improved during the Analysis phase.
Further detail is developed during Design, and then is fully expressed during
Implementation.
12. Describe the four steps of business process management (BPM). Why do companies
adopt BPM as a management strategy?
BPM is a methodology used by organizations to continuously improve end-to-end
business processes. It follows a cycle of systematically creating, assessing, and
altering said processes. The four steps of BPM are:
Step 1: defining and mapping the steps in a business process,
Step 2: creating ways to improve on steps in the process that add value,
Step 3: finding ways to eliminate or consolidate steps in the process that don’t add
value, and
Step 4: creating or adjusting electronic workflows to match the improved process
maps.
By studying and improving their underlying business processes, organizations can
achieve several important benefits, including: enhanced process agility, improved
process alignment, and increased process efficiencies.
13. Compare and contrast BPA, BPI, and BPR. Which is most risky? Which has the
greatest potential value?
The three techniques applied within BPM for business processes are that of
Automation (BPA), Improvement (BPI), and Reengineering (BPR). It is entirely
possible that all three of these techniques could be used on the same project
depending on the scope and impact the planned change will have on the steps of
BPM.
As a rule, when technology is applied to a process to enhance agility and provide
more ability for change the project would be a BPA. When a process incorporates
industry “best practices” or perhaps finds ways to eliminate or consolidate steps in the
1-7
of success is extremely low. Similarly, if the analysis phase is shortened or omitted
altogether, then the requirements of the system will not be fully defined and may
result in either a system that does not address business needs or one that does not get
completed due to continuous rework.
11. What does gradual refinement mean in the context of SDLC?
Generally, the clarity of understanding and the depth of detail of the new system are
gradually refined during the phases of the SDLC. Initially, the requirements are only
vaguely understood. This understanding is improved during the Analysis phase.
Further detail is developed during Design, and then is fully expressed during
Implementation.
12. Describe the four steps of business process management (BPM). Why do companies
adopt BPM as a management strategy?
BPM is a methodology used by organizations to continuously improve end-to-end
business processes. It follows a cycle of systematically creating, assessing, and
altering said processes. The four steps of BPM are:
Step 1: defining and mapping the steps in a business process,
Step 2: creating ways to improve on steps in the process that add value,
Step 3: finding ways to eliminate or consolidate steps in the process that don’t add
value, and
Step 4: creating or adjusting electronic workflows to match the improved process
maps.
By studying and improving their underlying business processes, organizations can
achieve several important benefits, including: enhanced process agility, improved
process alignment, and increased process efficiencies.
13. Compare and contrast BPA, BPI, and BPR. Which is most risky? Which has the
greatest potential value?
The three techniques applied within BPM for business processes are that of
Automation (BPA), Improvement (BPI), and Reengineering (BPR). It is entirely
possible that all three of these techniques could be used on the same project
depending on the scope and impact the planned change will have on the steps of
BPM.
As a rule, when technology is applied to a process to enhance agility and provide
more ability for change the project would be a BPA. When a process incorporates
industry “best practices” or perhaps finds ways to eliminate or consolidate steps in the
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Chapter 1 The Systems Analyst and IS Development
1-8
process it would be termed BPI. The BPR technique changes the fundamental way in
which the organization operates. In effect, BPR makes major changes to take
advantage of new ideas and new technology.
BPR is considered to contain the most amount of risk of the three techniques due to
the significant organizational and operational changes that result.
The answers can certainly vary with regard to greatest potential. In many cases it will
be a “hybrid” blend of all three that could hold the most potential for the organization.
14. Give three examples of business needs for a system.
To maintain or improve the competitive position.
To perform a business function more efficiently.
To take advantage of a new business opportunity.
15. Describe the roles of the project sponsor and the approval committee.
The project sponsor is the individual or department responsible for initiating a
systems request. Typically during the Planning phase the project sponsor works with
the IT department to conduct a feasibility analysis. The approval committee (or
steering committee) then evaluates the systems request along with the results of the
feasibility study to determine whether or not to approve the request.
16. What is the purpose of an approval committee? Who is usually on this committee?
The approval committee generally serves as the decision making body regarding
investments in information systems projects. This committee generally has a broad
organizational representation and therefore can avoid allocating resources that will
serve only narrow organizational interests. The approval committee commonly has
project oversight responsibilities as well; monitoring project performance after the
project has been accepted. The composition of the approval committee will vary
from organization to organization, but generally consists of high-level managers from
throughout the organization. The committee is often chaired by the CIO.
17. Why should the system request be created by a businessperson as opposed to an IS
professional?
Usually, the system request originates with a businessperson because the need for the
system or system improvement is recognized in the business unit. It is unlikely the IS
professionals in the organization will be able to recognize all the business needs and
opportunities for systems and improvements in the business units since they are not
involved directly in those areas. Also, the businessperson will have a much better
idea of the value of the proposed system or improvement, and therefore is in a better
position to create a meaningful system request.
1-8
process it would be termed BPI. The BPR technique changes the fundamental way in
which the organization operates. In effect, BPR makes major changes to take
advantage of new ideas and new technology.
BPR is considered to contain the most amount of risk of the three techniques due to
the significant organizational and operational changes that result.
The answers can certainly vary with regard to greatest potential. In many cases it will
be a “hybrid” blend of all three that could hold the most potential for the organization.
14. Give three examples of business needs for a system.
To maintain or improve the competitive position.
To perform a business function more efficiently.
To take advantage of a new business opportunity.
15. Describe the roles of the project sponsor and the approval committee.
The project sponsor is the individual or department responsible for initiating a
systems request. Typically during the Planning phase the project sponsor works with
the IT department to conduct a feasibility analysis. The approval committee (or
steering committee) then evaluates the systems request along with the results of the
feasibility study to determine whether or not to approve the request.
16. What is the purpose of an approval committee? Who is usually on this committee?
The approval committee generally serves as the decision making body regarding
investments in information systems projects. This committee generally has a broad
organizational representation and therefore can avoid allocating resources that will
serve only narrow organizational interests. The approval committee commonly has
project oversight responsibilities as well; monitoring project performance after the
project has been accepted. The composition of the approval committee will vary
from organization to organization, but generally consists of high-level managers from
throughout the organization. The committee is often chaired by the CIO.
17. Why should the system request be created by a businessperson as opposed to an IS
professional?
Usually, the system request originates with a businessperson because the need for the
system or system improvement is recognized in the business unit. It is unlikely the IS
professionals in the organization will be able to recognize all the business needs and
opportunities for systems and improvements in the business units since they are not
involved directly in those areas. Also, the businessperson will have a much better
idea of the value of the proposed system or improvement, and therefore is in a better
position to create a meaningful system request.
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Chapter 1 The Systems Analyst and IS Development
1-9
18. What is the difference between intangible value and tangible value? Give three
examples of each.
Tangible value represents the system benefits that are quantifiable and measurable.
Intangible value represents benefits that are real, but are difficult to quantify and
measure. Examples of tangible benefits might be increased sales, reduced operating
costs, and reduced interest costs. Examples of intangible value might include
increased customer satisfaction, improved decision making, improved problem
recognition.
19. What are the purposes of the system request and the feasibility analysis? How are
they used in the project selection process?
The purpose of the system request is to initiate a systems project. The system request
pulls together preliminary ideas on the reason for the system and its expected value to
the organization. The feasibility analysis represents a more detailed investigation into
the proposed system outlined in the system request. The system analyst and the
project sponsor work together to more fully develop the objectives of the system and
to understand its potential costs and benefits to the organization. The system request
and the feasibility analysis are the key inputs used by the approval committee in
determining if the proposed system has enough merit to move into the analysis phase.
20. Describe two special issues that may be important to list on a system request.
Any special circumstances that could affect the outcome of the project must be clearly
identified. Examples of special issues that may be important to include are:
environmental factors that should be considered (e.g., new governmental reporting
requirements); competitive factors (e.g., IS-enabled systems introduced or anticipated by
competitors); externally imposed deadlines that cannot be altered (e.g., completion by the
start of the next fiscal year); mandated technologies.
21. Describe the three dimensions of feasibility analysis.
Technical feasibility looks at the capability of the organization to successfully
develop the proposed system. Included in this assessment are the project size, the
types of technologies to be used in the project, and the amount of prior experience
with that technology and the business application. Economic feasibility addresses the
economic justification of the project. Here, we attempt to determine if the value of
the project’s benefits justifies investing in the project’s estimated costs.
Organizational feasibility evaluates whether the system is likely to be accepted and
used by the organization. Included in this assessment will be the strength of the
sponsor’s and management’s support for the project and the enthusiasm or resistance
of the users for the project.
22. What factors are used to determine project size?
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18. What is the difference between intangible value and tangible value? Give three
examples of each.
Tangible value represents the system benefits that are quantifiable and measurable.
Intangible value represents benefits that are real, but are difficult to quantify and
measure. Examples of tangible benefits might be increased sales, reduced operating
costs, and reduced interest costs. Examples of intangible value might include
increased customer satisfaction, improved decision making, improved problem
recognition.
19. What are the purposes of the system request and the feasibility analysis? How are
they used in the project selection process?
The purpose of the system request is to initiate a systems project. The system request
pulls together preliminary ideas on the reason for the system and its expected value to
the organization. The feasibility analysis represents a more detailed investigation into
the proposed system outlined in the system request. The system analyst and the
project sponsor work together to more fully develop the objectives of the system and
to understand its potential costs and benefits to the organization. The system request
and the feasibility analysis are the key inputs used by the approval committee in
determining if the proposed system has enough merit to move into the analysis phase.
20. Describe two special issues that may be important to list on a system request.
Any special circumstances that could affect the outcome of the project must be clearly
identified. Examples of special issues that may be important to include are:
environmental factors that should be considered (e.g., new governmental reporting
requirements); competitive factors (e.g., IS-enabled systems introduced or anticipated by
competitors); externally imposed deadlines that cannot be altered (e.g., completion by the
start of the next fiscal year); mandated technologies.
21. Describe the three dimensions of feasibility analysis.
Technical feasibility looks at the capability of the organization to successfully
develop the proposed system. Included in this assessment are the project size, the
types of technologies to be used in the project, and the amount of prior experience
with that technology and the business application. Economic feasibility addresses the
economic justification of the project. Here, we attempt to determine if the value of
the project’s benefits justifies investing in the project’s estimated costs.
Organizational feasibility evaluates whether the system is likely to be accepted and
used by the organization. Included in this assessment will be the strength of the
sponsor’s and management’s support for the project and the enthusiasm or resistance
of the users for the project.
22. What factors are used to determine project size?
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1-10
Some factors that can be used to determine project size include: the number of
people on the project team, the expected time to complete the project, the
breadth/scope of the project, the number of distinct features to be included in the
system, the degree of integration required between the system and existing systems.
23. Describe a “risky” project in terms of technical feasibility. Describe a project that
would NOT be considered “risky.”
A project that would be technically risky would be one that is large in scale, utilizes
technology that we have little or no experience with, and is for a business area that is
new and unfamiliar to the organization. A project that would not be considered
technically risky would be one that is small in scale, uses technology that is well-
understood, and is for a business area that is very familiar to the users and developers.
24. What are the steps for assessing economic feasibility? Describe each step.
To assess economic feasibility, one should:
1. Identify costs and benefits of the proposed system. List tangible costs and
benefits, including one-time and recurring costs.
2. Assign values to the costs and benefits. Work with business users and IT
professionals to quantify each of the costs and benefits. Try to estimate intangible
costs and benefits as well.
3. Determine the cash flow of the project over the analysis period. Project the costs
and benefit annually over the analysis period, usually 3-5 years.
4. Determine the project’s net present value. Calculate the present value of each
year's costs and benefits, using the appropriate required rate of return for the
project. Subtract the cumulative PV of costs from the cumulative PV of benefits
to determine the project's net present value. If it is a positive number, the project
is considered acceptable.
5. Determine the project’s return on investment. Use the ROI formula to calculate
the return the organization will get on its investment in the project. ROI = (Total
benefits - Total costs) / Total costs.
6. Calculate break-even point. Determine the point in time when the project has
generated enough cash flow to recapture its cost.
7. Graph break-even point. Plot the yearly costs and benefits on a line graph. The
point of intersection is the break-even point.
25. List two intangible benefits. Describe how these benefits can be quantified.
One example of an intangible benefit is reduced response time to address customer
requests. Estimating the increase in the number of customers that could be served
and the average revenue gained per customer could approximate the value of this
benefit. So, if we currently have 1000 customers, the average revenue per customer
is $100, and by reducing our response time we can increase the number of customers
served by 30%, then our benefit will be $30,000 (300 add’l customers @ $100).
1-10
Some factors that can be used to determine project size include: the number of
people on the project team, the expected time to complete the project, the
breadth/scope of the project, the number of distinct features to be included in the
system, the degree of integration required between the system and existing systems.
23. Describe a “risky” project in terms of technical feasibility. Describe a project that
would NOT be considered “risky.”
A project that would be technically risky would be one that is large in scale, utilizes
technology that we have little or no experience with, and is for a business area that is
new and unfamiliar to the organization. A project that would not be considered
technically risky would be one that is small in scale, uses technology that is well-
understood, and is for a business area that is very familiar to the users and developers.
24. What are the steps for assessing economic feasibility? Describe each step.
To assess economic feasibility, one should:
1. Identify costs and benefits of the proposed system. List tangible costs and
benefits, including one-time and recurring costs.
2. Assign values to the costs and benefits. Work with business users and IT
professionals to quantify each of the costs and benefits. Try to estimate intangible
costs and benefits as well.
3. Determine the cash flow of the project over the analysis period. Project the costs
and benefit annually over the analysis period, usually 3-5 years.
4. Determine the project’s net present value. Calculate the present value of each
year's costs and benefits, using the appropriate required rate of return for the
project. Subtract the cumulative PV of costs from the cumulative PV of benefits
to determine the project's net present value. If it is a positive number, the project
is considered acceptable.
5. Determine the project’s return on investment. Use the ROI formula to calculate
the return the organization will get on its investment in the project. ROI = (Total
benefits - Total costs) / Total costs.
6. Calculate break-even point. Determine the point in time when the project has
generated enough cash flow to recapture its cost.
7. Graph break-even point. Plot the yearly costs and benefits on a line graph. The
point of intersection is the break-even point.
25. List two intangible benefits. Describe how these benefits can be quantified.
One example of an intangible benefit is reduced response time to address customer
requests. Estimating the increase in the number of customers that could be served
and the average revenue gained per customer could approximate the value of this
benefit. So, if we currently have 1000 customers, the average revenue per customer
is $100, and by reducing our response time we can increase the number of customers
served by 30%, then our benefit will be $30,000 (300 add’l customers @ $100).
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Chapter 1 The Systems Analyst and IS Development
1-11
A second example of an intangible benefit is improved customer satisfaction.
Determining how much repeat business we lose from dissatisfied customers could
approximate the value of this benefit. The amount of repeat business lost could be
determined through customer satisfaction surveys or marketing research. Assume we
currently have 1000 customers, each customer brings in average revenue of $100, and
we currently lose the repeat business of 10% of our customers due to dissatisfaction.
If an improvement in customer satisfaction resulted in losing only 5% of repeat
business, then the value of that benefit would be $5,000 (50 customers retained
@$100).
26. List two tangible benefits and two operational costs for a system. How would you
determine the values that should be assigned to each item?
Two tangible benefits are: an increase in sales and a decrease in uncollectible
accounts receivable. The best way to measure these benefits is to go to the business
people who understand these areas and ask them for reasonable estimates. The sales
and marketing managers and the accounts receivable managers will be in the best
position to determine these values.
Operational costs are the ongoing costs associated with the new system, and are fairly
easy to determine objectively. One common operational cost is that of maintenance
agreements for new hardware, which can be determined by contacting hardware
vendors about the costs of their maintenance contracts. Another common operations
cost is that of new employees that will be needed to run the new system. Salaries and
benefits for new employees can be determined by checking local and regional salary
and wage surveys for the type of employee needed.
27. Explain how an expected value can be calculated for a cost or benefit. When would
this be done?
An expected value consists of a combining set of possible outcomes along with the
associated probability of each outcome. For example, the Production department may
estimate possible increases in costs for parts based on economic indicators. They
estimate that there is a 40% chance the costs will increase to $300,000, a 25% chance
the costs will increase to $400,000 and a 35% chance the costs will increase to
$350,000. Overall the expected value of the rise in costs would be estimated to be
$342,500 = ($300,000 * .40) + ($400,000 * .25) + ($350,000 * .35).
Estimating the expected value of a cost or benefit would be done when assigning
costs and benefits when determining economic feasibility.
28. Explain the net present value and return on investment for a cost-benefit analysis.
Why would these calculations be used?
The net present value (NPV) method compares the present values of the project’s
cash inflows and outflows. If the present value of the benefits (inflows) is equal to or
1-11
A second example of an intangible benefit is improved customer satisfaction.
Determining how much repeat business we lose from dissatisfied customers could
approximate the value of this benefit. The amount of repeat business lost could be
determined through customer satisfaction surveys or marketing research. Assume we
currently have 1000 customers, each customer brings in average revenue of $100, and
we currently lose the repeat business of 10% of our customers due to dissatisfaction.
If an improvement in customer satisfaction resulted in losing only 5% of repeat
business, then the value of that benefit would be $5,000 (50 customers retained
@$100).
26. List two tangible benefits and two operational costs for a system. How would you
determine the values that should be assigned to each item?
Two tangible benefits are: an increase in sales and a decrease in uncollectible
accounts receivable. The best way to measure these benefits is to go to the business
people who understand these areas and ask them for reasonable estimates. The sales
and marketing managers and the accounts receivable managers will be in the best
position to determine these values.
Operational costs are the ongoing costs associated with the new system, and are fairly
easy to determine objectively. One common operational cost is that of maintenance
agreements for new hardware, which can be determined by contacting hardware
vendors about the costs of their maintenance contracts. Another common operations
cost is that of new employees that will be needed to run the new system. Salaries and
benefits for new employees can be determined by checking local and regional salary
and wage surveys for the type of employee needed.
27. Explain how an expected value can be calculated for a cost or benefit. When would
this be done?
An expected value consists of a combining set of possible outcomes along with the
associated probability of each outcome. For example, the Production department may
estimate possible increases in costs for parts based on economic indicators. They
estimate that there is a 40% chance the costs will increase to $300,000, a 25% chance
the costs will increase to $400,000 and a 35% chance the costs will increase to
$350,000. Overall the expected value of the rise in costs would be estimated to be
$342,500 = ($300,000 * .40) + ($400,000 * .25) + ($350,000 * .35).
Estimating the expected value of a cost or benefit would be done when assigning
costs and benefits when determining economic feasibility.
28. Explain the net present value and return on investment for a cost-benefit analysis.
Why would these calculations be used?
The net present value (NPV) method compares the present values of the project’s
cash inflows and outflows. If the present value of the benefits (inflows) is equal to or
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Chapter 1 The Systems Analyst and IS Development
1-12
greater than the present value of the costs (outflows), then the project is considered
economically justifiable. NPV has the advantage of including a required rate of
return in the calculation, so the NPV figure captures the costs associated with tying
up money in the project. NPV also explicitly considers the timing of the cash flows
throughout the system life. The return on investment (ROI) method simply compares
the total net cash flows from the project with the total outflows in aggregate. While
this ROI number gives some sense of how much money the project generates in
comparison to its total cost, it omits any consideration of the timing of the cash flows
and the time value of money. The ROI method, while simple to compute, is flawed in
many ways and should not be used as the only economic indicator of a project’s
merit.
29. What is the break-even point for the project? How is it calculated?
The break-even point is the point in time when the project has generated enough cash
flow to recapture its cost. The year in which the project breaks even is the first year
in which the cumulative NPV is a positive number. The exact point during that year
at which break even occurs is calculated by: (Yearly NPV (for first positive year) -
Cumulative NPV at that year) / Yearly NPV (for the first positive year)
30. What is stakeholder analysis? Discuss three stakeholders that would be relevant for
most projects.
Stakeholder analysis is a systematic process that identifies all parties that will be
affected by a new information system, and attempts to estimate the consequences of
the project for each stakeholder group. A major goal of stakeholder analysis is to
ensure that the consequences of a new system are considered for all parties that will
be affected by the system. The most common stakeholders to consider for most
systems projects are the system champion, the system users, and the organization’s
management. The system champion is the person or group who initiates the project
and provides support for it. The users are the individuals who will work with the
system once it is implemented. The organization management commits resources to
the project and has an interest in seeing those resources be used to improve the
functioning of the organization.
Solutions to End of Chapter Exercises
A. Go to www.bls.gov and perform a search for “systems analyst.” What is the
employment outlook for this career? Compare and contrast the skills listed with the
skills that were presented in this chapter.
Student answers will vary. The search returned more than 8,500 responses from the
bls website. This is an eye opening exercise for all students to complete. These skills
are consistent with those presented in this chapter.
1-12
greater than the present value of the costs (outflows), then the project is considered
economically justifiable. NPV has the advantage of including a required rate of
return in the calculation, so the NPV figure captures the costs associated with tying
up money in the project. NPV also explicitly considers the timing of the cash flows
throughout the system life. The return on investment (ROI) method simply compares
the total net cash flows from the project with the total outflows in aggregate. While
this ROI number gives some sense of how much money the project generates in
comparison to its total cost, it omits any consideration of the timing of the cash flows
and the time value of money. The ROI method, while simple to compute, is flawed in
many ways and should not be used as the only economic indicator of a project’s
merit.
29. What is the break-even point for the project? How is it calculated?
The break-even point is the point in time when the project has generated enough cash
flow to recapture its cost. The year in which the project breaks even is the first year
in which the cumulative NPV is a positive number. The exact point during that year
at which break even occurs is calculated by: (Yearly NPV (for first positive year) -
Cumulative NPV at that year) / Yearly NPV (for the first positive year)
30. What is stakeholder analysis? Discuss three stakeholders that would be relevant for
most projects.
Stakeholder analysis is a systematic process that identifies all parties that will be
affected by a new information system, and attempts to estimate the consequences of
the project for each stakeholder group. A major goal of stakeholder analysis is to
ensure that the consequences of a new system are considered for all parties that will
be affected by the system. The most common stakeholders to consider for most
systems projects are the system champion, the system users, and the organization’s
management. The system champion is the person or group who initiates the project
and provides support for it. The users are the individuals who will work with the
system once it is implemented. The organization management commits resources to
the project and has an interest in seeing those resources be used to improve the
functioning of the organization.
Solutions to End of Chapter Exercises
A. Go to www.bls.gov and perform a search for “systems analyst.” What is the
employment outlook for this career? Compare and contrast the skills listed with the
skills that were presented in this chapter.
Student answers will vary. The search returned more than 8,500 responses from the
bls website. This is an eye opening exercise for all students to complete. These skills
are consistent with those presented in this chapter.
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Chapter 1 The Systems Analyst and IS Development
1-13
B. Think about your ideal analyst position. Write a job posting to hire someone for that
position. What requirements would the job have? What skills and experience would
be required? How would the applicants demonstrate that they have the appropriate
skills and experience?
Student answers will vary, depending on their preferences regarding being a systems
analyst, business analyst, infrastructure analyst, or change management analyst. Try
to verify that the student has correctly associated the skills needed with the type of
analyst position for which they aspire. Demonstration of skills and experience should
come from prior actual positions held, responsibilities and accomplishments in those
positions, and references.
C. Locate a news article in an IT trade web site (e.g., Computerworld.com,
InformationWeek.com) about an organization that is implementing a new computer
system. Describe the tangible and intangible value that the organization seeks from
the new system.
Students' answers will vary. Verify that the tangible examples are easy to quantify
and measure. Verify that the intangible value examples represent those benefits that
are more difficult to quantify (e.g., customer goodwill or repeat business).
D. Car dealers have realized how profitable it can be to sell automobiles by using the
Web. Pretend that you work for a local car dealership that is part of a large chain
such as CarMax. Create a system request you might use to develop a Web-based
sales system. Remember to list special issues that are relevant to the project.
System Request
Sponsor: Sales Manager.
Business Need: Increase sales, increase market share, broaden geographic reach to
potential customers.
Business Requirements: Web-based access to vehicle inventory including pictures.
Search capabilities. Ability to process requests for more information about a
vehicle.
Business Value: Increase sales by 4%; increase market share by 1.5%; broaden reach
to customers within 250 mile radius of dealership.
Special Issues: Must have someone who will keep Web-site content up to date
constantly. Who will handle customer inquiries? How will this person be
compensated? Will the compensation of our current sales force be affected?
How will the sales force feel about this new system? Will having our own Web-
based sales system affect our participation in the CarMax chain?
E. Think about your own university or college and choose an idea that could improve
student satisfaction with the course enrollment process. Currently, can students
enroll for classes from anywhere? How long does it take? Are directions simple to
follow? In online help available? Next, think about how technology can help support
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B. Think about your ideal analyst position. Write a job posting to hire someone for that
position. What requirements would the job have? What skills and experience would
be required? How would the applicants demonstrate that they have the appropriate
skills and experience?
Student answers will vary, depending on their preferences regarding being a systems
analyst, business analyst, infrastructure analyst, or change management analyst. Try
to verify that the student has correctly associated the skills needed with the type of
analyst position for which they aspire. Demonstration of skills and experience should
come from prior actual positions held, responsibilities and accomplishments in those
positions, and references.
C. Locate a news article in an IT trade web site (e.g., Computerworld.com,
InformationWeek.com) about an organization that is implementing a new computer
system. Describe the tangible and intangible value that the organization seeks from
the new system.
Students' answers will vary. Verify that the tangible examples are easy to quantify
and measure. Verify that the intangible value examples represent those benefits that
are more difficult to quantify (e.g., customer goodwill or repeat business).
D. Car dealers have realized how profitable it can be to sell automobiles by using the
Web. Pretend that you work for a local car dealership that is part of a large chain
such as CarMax. Create a system request you might use to develop a Web-based
sales system. Remember to list special issues that are relevant to the project.
System Request
Sponsor: Sales Manager.
Business Need: Increase sales, increase market share, broaden geographic reach to
potential customers.
Business Requirements: Web-based access to vehicle inventory including pictures.
Search capabilities. Ability to process requests for more information about a
vehicle.
Business Value: Increase sales by 4%; increase market share by 1.5%; broaden reach
to customers within 250 mile radius of dealership.
Special Issues: Must have someone who will keep Web-site content up to date
constantly. Who will handle customer inquiries? How will this person be
compensated? Will the compensation of our current sales force be affected?
How will the sales force feel about this new system? Will having our own Web-
based sales system affect our participation in the CarMax chain?
E. Think about your own university or college and choose an idea that could improve
student satisfaction with the course enrollment process. Currently, can students
enroll for classes from anywhere? How long does it take? Are directions simple to
follow? In online help available? Next, think about how technology can help support
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Chapter 1 The Systems Analyst and IS Development
1-14
your idea. Would you need completely new technology? Can the current system be
changed?
Create a system request that you could give to the administration that explains the
sponsor, business need, business requirements, and potential value of the project.
Include any constraints or issues that should be considered.
On most campuses this is a “hot topic” which would make this an excellent exercise
to complete on the classroom whiteboard as a way of introducing the system request
form and how to complete it.
F. Think about the idea that you developed in Exercise E to improve your university or
college course enrollment process. List three things that influence the technical
feasibility of the system, the economic feasibility of the system, and the organizational
feasibility of the system. How can you learn more about the issues that affect the
three kinds of feasibility?
Technical Feasibility – Student responses will vary
Economic Feasibility – The cost associated with such a system will be a large
unknown for the students. They might not realize that the existing system is
probably a part of a much larger and very expensive enterprise system.
Organizational Feasibility – Understanding the organizational makeup is paramount.
Is the current system free standing within the college or university, or is it a part
of a system-wide (multi-campus operation?)
G. Amazon.com was very successful when it decided to extend its offerings beyond books
to many other products. Amazon.com was unable to compete successfully with
eBay.com’s auction site, however, and eventually abandoned its own auction site.
What feasibility factors probably had the most significance in this failure? Explain.
Most certainly it was Economic. The company lost vast sums of money annually.
Technically it was not a challenge to compete, Organizationally, Amazon did not
want to lose, but finally Economically it had to be abandoned.
H. Interview someone who works in a large organization and ask him or her to describe
the approval process that exists for approving new development projects. What do
they think about the process? What are the problems? What are the benefits?
Students' answers will vary.
I. Reread the “Your Turn 1-2” box (Implementing a Satellite Data Network). Create a
list of the stakeholders that should be considered in a stakeholder analysis of this
project.
1-14
your idea. Would you need completely new technology? Can the current system be
changed?
Create a system request that you could give to the administration that explains the
sponsor, business need, business requirements, and potential value of the project.
Include any constraints or issues that should be considered.
On most campuses this is a “hot topic” which would make this an excellent exercise
to complete on the classroom whiteboard as a way of introducing the system request
form and how to complete it.
F. Think about the idea that you developed in Exercise E to improve your university or
college course enrollment process. List three things that influence the technical
feasibility of the system, the economic feasibility of the system, and the organizational
feasibility of the system. How can you learn more about the issues that affect the
three kinds of feasibility?
Technical Feasibility – Student responses will vary
Economic Feasibility – The cost associated with such a system will be a large
unknown for the students. They might not realize that the existing system is
probably a part of a much larger and very expensive enterprise system.
Organizational Feasibility – Understanding the organizational makeup is paramount.
Is the current system free standing within the college or university, or is it a part
of a system-wide (multi-campus operation?)
G. Amazon.com was very successful when it decided to extend its offerings beyond books
to many other products. Amazon.com was unable to compete successfully with
eBay.com’s auction site, however, and eventually abandoned its own auction site.
What feasibility factors probably had the most significance in this failure? Explain.
Most certainly it was Economic. The company lost vast sums of money annually.
Technically it was not a challenge to compete, Organizationally, Amazon did not
want to lose, but finally Economically it had to be abandoned.
H. Interview someone who works in a large organization and ask him or her to describe
the approval process that exists for approving new development projects. What do
they think about the process? What are the problems? What are the benefits?
Students' answers will vary.
I. Reread the “Your Turn 1-2” box (Implementing a Satellite Data Network). Create a
list of the stakeholders that should be considered in a stakeholder analysis of this
project.
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Chapter 1 The Systems Analyst and IS Development
1-15
A list of stakeholders would include the project sponsor (also known as project
champion), managers in the organization (particularly inventory), and users at the
regional and national headquarters.
Answers to Textbook Minicases
1. The purpose of this minicase is to encourage students to recognize the value of the
structure of the four phases of the SDLC to smaller projects, even end-user computing
projects such as this. This minicase provides an opportunity for the class to be divided
into small groups, each responsible for one of the main sections of the minicase, and then
have the small groups present and discuss their answers.
A. Planning:
i. What is the purpose of the Planning Phase for a project such as this?
In a smaller, end-user computing situation, the Planning phase ensures that the project scope
is understood prior to “diving in” to the project work. A system request may not be formally
prepared, but the business purpose of the project and the value to the business should be
articulated. Feasibility should be considered for any project. Technical feasibility evaluation
should encourage the developer to identify places where he/she might need assistance from
the IS professionals. Economic issues and organizational feasibility concerns should help
determine if the project has enough value to justify the time and costs, and organizational
feasibility assessment should help alert the developer to organizational acceptance issues.
While a formal project plan may not be required, it is important to organize the project and
lay out the timetable for work on the project. If additional help will be needed, the individuals
who can provide that help must be lined up at the appropriate time.
ii. What are the typical outcomes of the Planning Phase?
Typically, the Planning phase produces a System Request, preliminary Feasibility
Assessment, and Project Plan, including workplan and staffing plan. The main point of the
planning phase is to more thoroughly understand the project, verify that it has value and is
worth doing, and be prepared to tackle the project.
iii. How did not doing this step affect Megan’s project outcome?
Megan did not adequately appreciate the scale of the project she was taking on. Her
approach, “…set up the basics for the system and then tweak it around until I got what I
wanted…” demonstrates that a haphazard attitude toward such a project results in a poor
outcome. She also did not adequately understand the interests and reactions of her assistant
and the members of her sales staff.
B. Analysis:
i. What is the purpose of the Analysis Phase?
The purpose of the Analysis Phase is to develop a thorough understand of the functional
requirements of the new system. In other words, we should clearly know what things the new
system needs to provide to its users.
ii. What is the key outcome produced during the Analysis Phase?
The Analysis Phase produces the System Proposal, which is documents the functional
requirements of the system in clear, unambiguous terms.
iii. In what ways do you think this project was hurt by not going through a typical
Analysis Phase?
1-15
A list of stakeholders would include the project sponsor (also known as project
champion), managers in the organization (particularly inventory), and users at the
regional and national headquarters.
Answers to Textbook Minicases
1. The purpose of this minicase is to encourage students to recognize the value of the
structure of the four phases of the SDLC to smaller projects, even end-user computing
projects such as this. This minicase provides an opportunity for the class to be divided
into small groups, each responsible for one of the main sections of the minicase, and then
have the small groups present and discuss their answers.
A. Planning:
i. What is the purpose of the Planning Phase for a project such as this?
In a smaller, end-user computing situation, the Planning phase ensures that the project scope
is understood prior to “diving in” to the project work. A system request may not be formally
prepared, but the business purpose of the project and the value to the business should be
articulated. Feasibility should be considered for any project. Technical feasibility evaluation
should encourage the developer to identify places where he/she might need assistance from
the IS professionals. Economic issues and organizational feasibility concerns should help
determine if the project has enough value to justify the time and costs, and organizational
feasibility assessment should help alert the developer to organizational acceptance issues.
While a formal project plan may not be required, it is important to organize the project and
lay out the timetable for work on the project. If additional help will be needed, the individuals
who can provide that help must be lined up at the appropriate time.
ii. What are the typical outcomes of the Planning Phase?
Typically, the Planning phase produces a System Request, preliminary Feasibility
Assessment, and Project Plan, including workplan and staffing plan. The main point of the
planning phase is to more thoroughly understand the project, verify that it has value and is
worth doing, and be prepared to tackle the project.
iii. How did not doing this step affect Megan’s project outcome?
Megan did not adequately appreciate the scale of the project she was taking on. Her
approach, “…set up the basics for the system and then tweak it around until I got what I
wanted…” demonstrates that a haphazard attitude toward such a project results in a poor
outcome. She also did not adequately understand the interests and reactions of her assistant
and the members of her sales staff.
B. Analysis:
i. What is the purpose of the Analysis Phase?
The purpose of the Analysis Phase is to develop a thorough understand of the functional
requirements of the new system. In other words, we should clearly know what things the new
system needs to provide to its users.
ii. What is the key outcome produced during the Analysis Phase?
The Analysis Phase produces the System Proposal, which is documents the functional
requirements of the system in clear, unambiguous terms.
iii. In what ways do you think this project was hurt by not going through a typical
Analysis Phase?
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Chapter 1 The Systems Analyst and IS Development
1-16
Megan had a list of things she thought would be useful in the new system, but she did not take
the time and effort to understand the details of the features she had identified. She also did
not apparently talk to any of the ultimate users of the system: her assistant and the members of
her sales staff. If she had taken the time to involve these individuals, she could have gotten a
much better grasp of the features and functions that they really need, and they would have had
the benefit of contributing their ideas to the system’s requirements.
C. Design:
i. What is the purpose of the Design Phase?
The Design Phase allows the developer a chance to consider options for implementing the
system. The make versus buy decision is considered along with a detailed assessment of the
alternatives. If any custom development is undertaken, the work that will be done is carefully
laid out using various design tools.
ii. How do you think this project could have been improved by going through a typical
Design Phase?
Megan was given some advice on the development environment to use (WordPress). This
may or may not have been good advice. If a more careful Design process had been followed,
Megan could have done an assessment of all her options. For example, there may be a
software product that she could have purchased that would have been suitable for her
purposes that would have been far easier for her, rather than the setup involved with a
WordPress site. If she chose to move ahead with the WordPress platform, she could have
been better prepared if she had worked on the design of each of the site features prior to
implementation in Word Press.
iii. Do you think Megan’s assistant and sales force members could have helped at all
during the design phase? If so, how?
At the very least, Megan could have met with her assistant and sales force members and
discussed the design for the main system features. Their ideas and reactions probably would
have led to a much better outcome for the project.
D. Implementation:
i. What type of work is done in the Implementation Phase for a project like this?
Implementation involves the construction of the system, testing of the system, training of the
users, developing documentation, putting the system into production, and maintaining the
system.
ii. What is usually done during the Implementation Phase to ensure that the users of the
system are satisfied with it?
Training and final testing are activities that enable the users to be able to use the system and
to be satisfied that the system performs as it should.
iii. Megan’s approach to “construction” was to throw something together and “tweak it
around.” How do you think that approach contributed to the problems she is now
experiencing with her project?
As the answers to the previous sections make clear, Megan’s haphazard approach to the
project was a significant factor in the poor outcome of this project. Even projects that seem
simple and small in scope benefit from an orderly, well-thought-out approach. Many end-user
computing projects like this end up wasting a lot of time and resources. Knowing and
following an orderly development project that is based on the SDLC should greatly enhance
the chances of a successful project that provides value to the business and provides useful
features for the users.
2. Student answers may vary; A sample answer is provided below:
1-16
Megan had a list of things she thought would be useful in the new system, but she did not take
the time and effort to understand the details of the features she had identified. She also did
not apparently talk to any of the ultimate users of the system: her assistant and the members of
her sales staff. If she had taken the time to involve these individuals, she could have gotten a
much better grasp of the features and functions that they really need, and they would have had
the benefit of contributing their ideas to the system’s requirements.
C. Design:
i. What is the purpose of the Design Phase?
The Design Phase allows the developer a chance to consider options for implementing the
system. The make versus buy decision is considered along with a detailed assessment of the
alternatives. If any custom development is undertaken, the work that will be done is carefully
laid out using various design tools.
ii. How do you think this project could have been improved by going through a typical
Design Phase?
Megan was given some advice on the development environment to use (WordPress). This
may or may not have been good advice. If a more careful Design process had been followed,
Megan could have done an assessment of all her options. For example, there may be a
software product that she could have purchased that would have been suitable for her
purposes that would have been far easier for her, rather than the setup involved with a
WordPress site. If she chose to move ahead with the WordPress platform, she could have
been better prepared if she had worked on the design of each of the site features prior to
implementation in Word Press.
iii. Do you think Megan’s assistant and sales force members could have helped at all
during the design phase? If so, how?
At the very least, Megan could have met with her assistant and sales force members and
discussed the design for the main system features. Their ideas and reactions probably would
have led to a much better outcome for the project.
D. Implementation:
i. What type of work is done in the Implementation Phase for a project like this?
Implementation involves the construction of the system, testing of the system, training of the
users, developing documentation, putting the system into production, and maintaining the
system.
ii. What is usually done during the Implementation Phase to ensure that the users of the
system are satisfied with it?
Training and final testing are activities that enable the users to be able to use the system and
to be satisfied that the system performs as it should.
iii. Megan’s approach to “construction” was to throw something together and “tweak it
around.” How do you think that approach contributed to the problems she is now
experiencing with her project?
As the answers to the previous sections make clear, Megan’s haphazard approach to the
project was a significant factor in the poor outcome of this project. Even projects that seem
simple and small in scope benefit from an orderly, well-thought-out approach. Many end-user
computing projects like this end up wasting a lot of time and resources. Knowing and
following an orderly development project that is based on the SDLC should greatly enhance
the chances of a successful project that provides value to the business and provides useful
features for the users.
2. Student answers may vary; A sample answer is provided below:
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Chapter 1 The Systems Analyst and IS Development
1-17
What is your specific objective for this Internet system? (There is a big difference
between a web site that advertises and promotes products versus one that enables
order entry).
What specific things do you want customers to be able to do via the web site?
(Review products; see store locations; search for products; place orders; process
credit card payments; track order status; track shipment).
How were the revenue estimates you gave developed? How accurate do you feel
your estimates are?
What budget are you considering for this project?
What outside help will we be able to utilize in this project?
Do you foresee an adverse response by the store owners, perhaps a feeling that this
will take sales away from them?
Are there any other adverse consequences we should anticipate from this system?
3. Students’ spreadsheets may differ; the following sample suggests an appropriate format:
Decker Company Revenue Estimates
New
Response
Time
Service
Calls per
Truck per
'Week
Increase
in Service
Calls
Average
Revenue
per Call
Revenue
Increase
per Truck
per Week
Annual
Revenue
Increase
Likelihood
Estimate
Expected
Annual
Revenue
2 hours 20 8 150 1200 600,000 20% 120,000
3 hours 18 6 150 900 450,000 30% 135,000
4 hours 16 4 150 600 300,000 50% 150,000
Total Expected Value: 405,000
4. As the numbers indicate, this would not be an economically feasible project for a number
of reasons. It would take more than the projected 4- year life span to breakeven on the
initial investment, the return on investment is a very low number (-1), and the net present
value is currently projected as a number less than zero.
1-17
What is your specific objective for this Internet system? (There is a big difference
between a web site that advertises and promotes products versus one that enables
order entry).
What specific things do you want customers to be able to do via the web site?
(Review products; see store locations; search for products; place orders; process
credit card payments; track order status; track shipment).
How were the revenue estimates you gave developed? How accurate do you feel
your estimates are?
What budget are you considering for this project?
What outside help will we be able to utilize in this project?
Do you foresee an adverse response by the store owners, perhaps a feeling that this
will take sales away from them?
Are there any other adverse consequences we should anticipate from this system?
3. Students’ spreadsheets may differ; the following sample suggests an appropriate format:
Decker Company Revenue Estimates
New
Response
Time
Service
Calls per
Truck per
'Week
Increase
in Service
Calls
Average
Revenue
per Call
Revenue
Increase
per Truck
per Week
Annual
Revenue
Increase
Likelihood
Estimate
Expected
Annual
Revenue
2 hours 20 8 150 1200 600,000 20% 120,000
3 hours 18 6 150 900 450,000 30% 135,000
4 hours 16 4 150 600 300,000 50% 150,000
Total Expected Value: 405,000
4. As the numbers indicate, this would not be an economically feasible project for a number
of reasons. It would take more than the projected 4- year life span to breakeven on the
initial investment, the return on investment is a very low number (-1), and the net present
value is currently projected as a number less than zero.
Loading page 18...
Chapter 1 The Systems Analyst and IS Development
1-18
Supplemental Minicase
1. Refer to Minicase 2 in Chapter 1 of the textbook. Harry has met with Bill and determined
that Bill would like a system that allows customers to browse through products on-line, find
store locations nearest them, and also place orders for products with credit card payments.
Based on this scope, Harry is preparing an assessment of the feasibility of this system to
present to the Board of Directors. He is working on the technical feasibility issues currently.
Prepare a summary of the technical risks that appear to be associated with this proposed
system.
Answer:
This business application is new to the organization. No one has experience or
understands Internet-based commerce. Many businesses are doing this, so we are not
breaking new ground; we just don’t have any in-house expertise in this type of business
venture.
We do not have any in-house experience with the technologies associated with Internet-
based commerce. No one on staff has done anything like this before. Given the short
time frame, it will be difficult for the existing staff to get up to speed on the needed
technology and determine how to use it effectively for this project.
Client Server System
2005 2006 2007 2008 Total
Benefits
Increased Sales 30,000 33,000 36,300 39,930
Reduced Inventory 15,000 15,000 15,000 15,000
Total Benefits 45,000 48,000 51,300 54,930 199,230
Present Value Total Benefits 41,284 40,401 39,613 38,914 160,212
Development Costs
Systems Analysts 40,000
Programmer Analysts 35,000
GUI Designer 8,000
Telecommunications Specialist 2,500
System Architect 5,000
Database Specialist 675
System Librarian 3,750
Development Training 14,000
Hardware 18,700
Software 15,650
Total Development Costs 143,275
Operational Costs
Labor: Programmer Analysts 8,750 9,100 9,643 9,843
Labor: System Librarian 300 312 325 337
Hardware Maintenance 995 995 995 995
Software Maintenance 525 525 525 525
Preprinted Forms 3,300 3,300 3,300 3,300
Total Operational Costs 13,870 14,232 14,788 15,000 57,890
Total Costs 143,275 13,870 14,232 14,788 15,000 201,165
Total Benefits - Total Costs (143,275) 31,130 33,768 36,512 39,930 (1,935)
Cumulative Cash Flow (143,275) (112,145) (78,377) (41,865) (1,935)
Present Value Total Costs 143,275 12,725 11,979 11,419 10,626 190,024
NPV (PV Total Benefits - PV Total
Costs (29,812)
ROI -1% (-1,935/201,165)
Breakeven Point = not realized
within this schedule
1-18
Supplemental Minicase
1. Refer to Minicase 2 in Chapter 1 of the textbook. Harry has met with Bill and determined
that Bill would like a system that allows customers to browse through products on-line, find
store locations nearest them, and also place orders for products with credit card payments.
Based on this scope, Harry is preparing an assessment of the feasibility of this system to
present to the Board of Directors. He is working on the technical feasibility issues currently.
Prepare a summary of the technical risks that appear to be associated with this proposed
system.
Answer:
This business application is new to the organization. No one has experience or
understands Internet-based commerce. Many businesses are doing this, so we are not
breaking new ground; we just don’t have any in-house expertise in this type of business
venture.
We do not have any in-house experience with the technologies associated with Internet-
based commerce. No one on staff has done anything like this before. Given the short
time frame, it will be difficult for the existing staff to get up to speed on the needed
technology and determine how to use it effectively for this project.
Client Server System
2005 2006 2007 2008 Total
Benefits
Increased Sales 30,000 33,000 36,300 39,930
Reduced Inventory 15,000 15,000 15,000 15,000
Total Benefits 45,000 48,000 51,300 54,930 199,230
Present Value Total Benefits 41,284 40,401 39,613 38,914 160,212
Development Costs
Systems Analysts 40,000
Programmer Analysts 35,000
GUI Designer 8,000
Telecommunications Specialist 2,500
System Architect 5,000
Database Specialist 675
System Librarian 3,750
Development Training 14,000
Hardware 18,700
Software 15,650
Total Development Costs 143,275
Operational Costs
Labor: Programmer Analysts 8,750 9,100 9,643 9,843
Labor: System Librarian 300 312 325 337
Hardware Maintenance 995 995 995 995
Software Maintenance 525 525 525 525
Preprinted Forms 3,300 3,300 3,300 3,300
Total Operational Costs 13,870 14,232 14,788 15,000 57,890
Total Costs 143,275 13,870 14,232 14,788 15,000 201,165
Total Benefits - Total Costs (143,275) 31,130 33,768 36,512 39,930 (1,935)
Cumulative Cash Flow (143,275) (112,145) (78,377) (41,865) (1,935)
Present Value Total Costs 143,275 12,725 11,979 11,419 10,626 190,024
NPV (PV Total Benefits - PV Total
Costs (29,812)
ROI -1% (-1,935/201,165)
Breakeven Point = not realized
within this schedule
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Chapter 1 The Systems Analyst and IS Development
1-19
We have a very small IS staff who are currently kept busy maintaining our existing
systems. Given this small staff, this is a sizeable project for us to undertake.
This project represents a very high technical risk for this IS department. Point out that this is
an ideal situation to outsource or hire consultants to do. Technically, our current staff is
probably incapable of developing this system in a timely manner.
2. Jay Martin, the director of Marketing at Pier Systems, Inc., requested a new system be
developed to assist his sales staff in more effectively managing their customer contacts. As a
side benefit of this system, Jay will receive detailed information about each salesperson’s
daily productivity, including number of customer contacts, time spent per contact, orders
placed per contact, and revenues generated per contact. This detailed information about sales
staff productivity has not been previously available to Jay.
Jay has been a strong and vocal advocate of this new system, although he has heard some
grumbling in the sales staff ranks about it. The sales staff has enjoyed considerable
autonomy in the way they conduct their work day, and this system will provide a much
clearer picture of how each salesperson spends his/her time. Other top managers have
expressed interest in the system, although much managerial attention has been focused
recently on the implementation of a major new computer-based manufacturing and
production system, which has been far behind schedule and plagued with problems. Based
on his discussions with his IS contact, Jay feels certain this system is technically and
economically viable. How would you assess the Organizational Feasibility of this system?
Answer: The project has an enthusiastic and committed project champion. Organizational
management is supportive, but their attention is on another project that has not gone well. It
does not seem likely that organizational management will provide more that modest support
and enthusiasm for this project, as their energy is diverted toward the other implementation
under way. The end user support is very questionable. The material provided does not really
reveal the benefits that the sales staff will gain directly. The end users will have to be
handled very carefully to gain their support and diminish their fears about this new system.
All in all, the organizational feasibility risk of this system seems quite high at this time.
Experiential Exercises
1. Purpose: To help students gain an appreciation of the terms phase, step, technique,
and deliverable, and how those terms relate to understanding a process of significant
length and complexity.
Divide class into groups of 3. Each group will address the same task. The task is to
discuss the experience of being a student at your institution, from pre-admission to
graduation, in terms of phases, steps, techniques, and deliverables. Precede the group
work with a general discussion of these terms.
Although answers will vary, phases may include pre-admission to the institution,
enrollment as student, pre-professional study, admission to professional program,
professional study, and graduation. Steps may be courses of study to follow, course
1-19
We have a very small IS staff who are currently kept busy maintaining our existing
systems. Given this small staff, this is a sizeable project for us to undertake.
This project represents a very high technical risk for this IS department. Point out that this is
an ideal situation to outsource or hire consultants to do. Technically, our current staff is
probably incapable of developing this system in a timely manner.
2. Jay Martin, the director of Marketing at Pier Systems, Inc., requested a new system be
developed to assist his sales staff in more effectively managing their customer contacts. As a
side benefit of this system, Jay will receive detailed information about each salesperson’s
daily productivity, including number of customer contacts, time spent per contact, orders
placed per contact, and revenues generated per contact. This detailed information about sales
staff productivity has not been previously available to Jay.
Jay has been a strong and vocal advocate of this new system, although he has heard some
grumbling in the sales staff ranks about it. The sales staff has enjoyed considerable
autonomy in the way they conduct their work day, and this system will provide a much
clearer picture of how each salesperson spends his/her time. Other top managers have
expressed interest in the system, although much managerial attention has been focused
recently on the implementation of a major new computer-based manufacturing and
production system, which has been far behind schedule and plagued with problems. Based
on his discussions with his IS contact, Jay feels certain this system is technically and
economically viable. How would you assess the Organizational Feasibility of this system?
Answer: The project has an enthusiastic and committed project champion. Organizational
management is supportive, but their attention is on another project that has not gone well. It
does not seem likely that organizational management will provide more that modest support
and enthusiasm for this project, as their energy is diverted toward the other implementation
under way. The end user support is very questionable. The material provided does not really
reveal the benefits that the sales staff will gain directly. The end users will have to be
handled very carefully to gain their support and diminish their fears about this new system.
All in all, the organizational feasibility risk of this system seems quite high at this time.
Experiential Exercises
1. Purpose: To help students gain an appreciation of the terms phase, step, technique,
and deliverable, and how those terms relate to understanding a process of significant
length and complexity.
Divide class into groups of 3. Each group will address the same task. The task is to
discuss the experience of being a student at your institution, from pre-admission to
graduation, in terms of phases, steps, techniques, and deliverables. Precede the group
work with a general discussion of these terms.
Although answers will vary, phases may include pre-admission to the institution,
enrollment as student, pre-professional study, admission to professional program,
professional study, and graduation. Steps may be courses of study to follow, course
Loading page 20...
Chapter 1 The Systems Analyst and IS Development
1-20
sequences and prerequisites, general education requirements, professional program
requirements, etc. Techniques may include such things as study habits, research
methods, speed reading classes, study groups, etc. Deliverables will be course
requirements (papers, projects, exams), course grades, transcripts, certificates, and
diplomas.
After each group has developed its ideas, class discussion should focus on comparing
results and clarifying the meaning of each term through the examples presented.
2. Purpose: To help students understand and appreciate the role of the project sponsor
in an IS development project.
Assign students to identify a person in an organization who has initiated and
sponsored the development of an information system application. This person will
generally be a business-oriented manager rather than an IS staff member. Either
singly or with a partner, the students should arrange an interview with this person to
discuss their experiences as a project sponsor. [As an alternative, the instructor may
arrange for a person who has served as a project sponsor to visit a class session and
be interviewed by the entire class about his/her experiences in the project sponsor
role.]
It may be helpful to ‘force’ students to develop a list of interview topics before
undertaking the interview. Have the students prepare an interview agenda for your
approval prior to the interview. Questions should be targeted toward understanding
the project, the circumstances that motivated the project, and the involvement the
sponsor had throughout the development process.
Students should prepare a written summary of their interview, and/or make a class
presentation of their interview results. If class presentations are made, class
discussion should focus on identifying common themes or similarities between the
interviewees, and also identifying significant areas of difference.
3. Purpose: to help students understand the difference between tangible and intangible
values.
The following 2 exercises come from CIO Magazine. The purpose is to show that everything
can be measured - even intangibles.
Exercise 1: Is it logical to say that more X (an intangible) is better than less, but it is in no
way different or observable? Then in what way is X "better?" If you believe X is a good
thing, then you must also believe that it is somehow different from not having X. And if
it is different in a way that is relevant, then it must be observable. So ask what the
observable consequence is. Once you have identified an observable consequence,
thinking of a way to measure it is pretty easy.
Exercise 2: Create a thought experiment in which you imagine you have cloned an entire
organization into twin organizations, A and B. The two are identical in every way except
for one thing: Organization A has more of intangible X than organization B. Now,
1-20
sequences and prerequisites, general education requirements, professional program
requirements, etc. Techniques may include such things as study habits, research
methods, speed reading classes, study groups, etc. Deliverables will be course
requirements (papers, projects, exams), course grades, transcripts, certificates, and
diplomas.
After each group has developed its ideas, class discussion should focus on comparing
results and clarifying the meaning of each term through the examples presented.
2. Purpose: To help students understand and appreciate the role of the project sponsor
in an IS development project.
Assign students to identify a person in an organization who has initiated and
sponsored the development of an information system application. This person will
generally be a business-oriented manager rather than an IS staff member. Either
singly or with a partner, the students should arrange an interview with this person to
discuss their experiences as a project sponsor. [As an alternative, the instructor may
arrange for a person who has served as a project sponsor to visit a class session and
be interviewed by the entire class about his/her experiences in the project sponsor
role.]
It may be helpful to ‘force’ students to develop a list of interview topics before
undertaking the interview. Have the students prepare an interview agenda for your
approval prior to the interview. Questions should be targeted toward understanding
the project, the circumstances that motivated the project, and the involvement the
sponsor had throughout the development process.
Students should prepare a written summary of their interview, and/or make a class
presentation of their interview results. If class presentations are made, class
discussion should focus on identifying common themes or similarities between the
interviewees, and also identifying significant areas of difference.
3. Purpose: to help students understand the difference between tangible and intangible
values.
The following 2 exercises come from CIO Magazine. The purpose is to show that everything
can be measured - even intangibles.
Exercise 1: Is it logical to say that more X (an intangible) is better than less, but it is in no
way different or observable? Then in what way is X "better?" If you believe X is a good
thing, then you must also believe that it is somehow different from not having X. And if
it is different in a way that is relevant, then it must be observable. So ask what the
observable consequence is. Once you have identified an observable consequence,
thinking of a way to measure it is pretty easy.
Exercise 2: Create a thought experiment in which you imagine you have cloned an entire
organization into twin organizations, A and B. The two are identical in every way except
for one thing: Organization A has more of intangible X than organization B. Now,
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Chapter 1 The Systems Analyst and IS Development
1-21
imagine that you are an objective observer standing outside these organizations looking
in. What do you imagine you observe to be different between A and B? If X is such a
desirable thing, then there has to be some difference. What is it? Are certain things
getting done cheaper or faster? Are the customers of A likely to come back for more
business than the customers of B? Is employee turnover lower? Are mistakes of some
type less frequent? Just think it through-and be specific.
4. Purpose: to help students understand the different roles played on a systems
development project team.
Have students undertake a Web search for job descriptions similar to Business
Analyst, Systems Analyst, Project Manager, Technical Specialist (equivalent to
Infrastructure Analyst). Have students develop a summary list of job responsibilities,
qualifications, and experience required for each job category. Class discussion
focuses on developing a “master list” for each job category, and comparing and
contrasting the positions.
1-21
imagine that you are an objective observer standing outside these organizations looking
in. What do you imagine you observe to be different between A and B? If X is such a
desirable thing, then there has to be some difference. What is it? Are certain things
getting done cheaper or faster? Are the customers of A likely to come back for more
business than the customers of B? Is employee turnover lower? Are mistakes of some
type less frequent? Just think it through-and be specific.
4. Purpose: to help students understand the different roles played on a systems
development project team.
Have students undertake a Web search for job descriptions similar to Business
Analyst, Systems Analyst, Project Manager, Technical Specialist (equivalent to
Infrastructure Analyst). Have students develop a summary list of job responsibilities,
qualifications, and experience required for each job category. Class discussion
focuses on developing a “master list” for each job category, and comparing and
contrasting the positions.
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Chapter 2 Project Selection and Management
2-1
Chapter 2: Project Selection and Management
Answer to Your Turn 2-1: To Select or Not to Select
Student answers will vary based on knowledge and experience. The response will more than
likely describe a project that, though it would seem to be a perfect choice, did not fit into the
organizational portfolio of projects. This is an appropriate time to discuss the topic of budgets
which organizations must live within.
Answer to Your Turn 2-2: Selecting a Methodology
Throwaway prototyping would be a good choice for this scenario for a number of
reasons. First, this is a brand new idea, so there may be some ambiguity or confusion as
to the functionality of the system. Second, there are technical issues associated with
integrating existing hardware and software due to the diversity at different locations
around the world. Third, the time frame to delivery is one year.
The time frame would allow for an in-depth analysis to gather information and develop
ideas for the system before the design phase. Once the initial requirements were
documented, a series of design prototypes can be created, distributed and tested to
determine whether issues dealing with functionality or technical problems have been
addressed. Once the issues have been resolved, the project can move into design and
implementation. Direct students to FIGURE 2-9 as it allows students to compare and
contrast the methodologies with the selection criteria discussed in the chapter.
Answer to Your Turn 2-3: Communication Complexity
1. For a six member team, there are 15 communication channels.
2-1
Chapter 2: Project Selection and Management
Answer to Your Turn 2-1: To Select or Not to Select
Student answers will vary based on knowledge and experience. The response will more than
likely describe a project that, though it would seem to be a perfect choice, did not fit into the
organizational portfolio of projects. This is an appropriate time to discuss the topic of budgets
which organizations must live within.
Answer to Your Turn 2-2: Selecting a Methodology
Throwaway prototyping would be a good choice for this scenario for a number of
reasons. First, this is a brand new idea, so there may be some ambiguity or confusion as
to the functionality of the system. Second, there are technical issues associated with
integrating existing hardware and software due to the diversity at different locations
around the world. Third, the time frame to delivery is one year.
The time frame would allow for an in-depth analysis to gather information and develop
ideas for the system before the design phase. Once the initial requirements were
documented, a series of design prototypes can be created, distributed and tested to
determine whether issues dealing with functionality or technical problems have been
addressed. Once the issues have been resolved, the project can move into design and
implementation. Direct students to FIGURE 2-9 as it allows students to compare and
contrast the methodologies with the selection criteria discussed in the chapter.
Answer to Your Turn 2-3: Communication Complexity
1. For a six member team, there are 15 communication channels.
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Chapter 2 Project Selection and Management
2-2
For an eight member team, there are 28 channels. A good formula for figuring out
how many channels there are is: [N * (N-1)] / 2, where N is the number of team
members.
2. Answers will vary, but the larger the team the larger number of communication
channels and the more complex communications will be.
Answer to Your Turn 2-4: CASE Tool Analysis
Student responses will vary based on the CASE tool selected. As a rule, CASE tools used
during the analysis phase for creating integrated diagrams of the system and to store
information regarding system components are referred to as upper CASE, whereas
CASE tools used during the design phase to create diagrams and associated code for
system functionality and databases are referred to as lower CASE.
Answer to Concepts in Action 2-A: Project Portfolio Management
Just a note that it is an excellent idea to discuss the sheer size of the number of proposals and funded
projects that a large organization fields on an annual basis. This stresses the importance of quality
work with the System Request Form and that analysts must be adequately prepared in such a
competitive area.
Answer to Concepts in Action 2-B, 2-C: Interview with CIO
Having your university or college CIO be a guest in class to answer questions from the students
would be a great idea. Putting a name and a face on this very important position is an excellent
thing to do.
Answer to Concepts in Action 2-D: Agile Development at Travelers
1. The projects certainly could be done with JAD sessions or with having the users
review the project on a weekly basis. However, the success of an agile development
depends upon the cohesiveness of the team, typically accomplished by having users
meet and devote all their time to the project so that they are able to communicate
ideas, comments, suggestions, and providing feedback immediately.
2. In order to work on an agile development project, an analyst needs to be highly
motivated, dedicated to the project, able to communicate effectively, and work well
in a high-paced team environment.
Answer to Concepts in Action 2-E: Where Agile Works and Does Not Work
Chances are the agile methodology discussion is growing rapidly on your university or
college. You may already have curriculum dedicated to Agile. Changing corporate
culture of system development is difficult. This would be an opportune time to discuss
how these changes will affect the development teams.
2-2
For an eight member team, there are 28 channels. A good formula for figuring out
how many channels there are is: [N * (N-1)] / 2, where N is the number of team
members.
2. Answers will vary, but the larger the team the larger number of communication
channels and the more complex communications will be.
Answer to Your Turn 2-4: CASE Tool Analysis
Student responses will vary based on the CASE tool selected. As a rule, CASE tools used
during the analysis phase for creating integrated diagrams of the system and to store
information regarding system components are referred to as upper CASE, whereas
CASE tools used during the design phase to create diagrams and associated code for
system functionality and databases are referred to as lower CASE.
Answer to Concepts in Action 2-A: Project Portfolio Management
Just a note that it is an excellent idea to discuss the sheer size of the number of proposals and funded
projects that a large organization fields on an annual basis. This stresses the importance of quality
work with the System Request Form and that analysts must be adequately prepared in such a
competitive area.
Answer to Concepts in Action 2-B, 2-C: Interview with CIO
Having your university or college CIO be a guest in class to answer questions from the students
would be a great idea. Putting a name and a face on this very important position is an excellent
thing to do.
Answer to Concepts in Action 2-D: Agile Development at Travelers
1. The projects certainly could be done with JAD sessions or with having the users
review the project on a weekly basis. However, the success of an agile development
depends upon the cohesiveness of the team, typically accomplished by having users
meet and devote all their time to the project so that they are able to communicate
ideas, comments, suggestions, and providing feedback immediately.
2. In order to work on an agile development project, an analyst needs to be highly
motivated, dedicated to the project, able to communicate effectively, and work well
in a high-paced team environment.
Answer to Concepts in Action 2-E: Where Agile Works and Does Not Work
Chances are the agile methodology discussion is growing rapidly on your university or
college. You may already have curriculum dedicated to Agile. Changing corporate
culture of system development is difficult. This would be an opportune time to discuss
how these changes will affect the development teams.
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Chapter 2 Project Selection and Management
2-3
Answer to Concepts in Action 2-F: Trade-Offs
1. In considering the trade-offs among the factors of functionality, time and money,
it’s important to realize that a change in one of these factors affects the other two.
Increasing functionality will most certainly increase the time and money needed
to complete the project. Decreasing time or money will most certainly affect
either the level or quality of the functionality in the finished project.
2. The project was considered successful from a ‘product’ standpoint, in that it met
the business needs for which it was meant. However, once the time frame had
been established, the project manager might have gone back to the clients and
reworked the requirements, or the scope of the project. This would have provided
the development team with realistic goals and perhaps would have produced a
product that could have been used more than once.
Answer to Concepts in Action 2- G: Poor Naming Standards
Student answers will vary depending upon their programming experience, syntax
language, and code comments. This is a great time to reinforce the concept of standards.
Solutions to End of Chapter Questions
1. Describe how projects are selected in organizations.
An organization will base the selection of a project on an evaluation not only of the
project’s costs and expected benefits, but also the technical and organizational risks
that have been identified for the project. Both the systems request and feasibility
analysis can provide that type of information.
2. Describe how project portfolio management is used by IT departments.
Portfolio management is the process of determining the mix of project types that will
maximize benefit to the organization, while minimizing risks and costs to the
organization. Included in portfolio management is the process by which an
organization assesses how potential projects fit into the existing projects currently
underway. Ideally, the organizational project portfolio consists of both high and low
risk projects, large and small projects, etc.
3. Describe the major elements and issues with waterfall development.
Waterfall development follows the phases of the life cycle in sequence (planning,
analysis, design, and implementation). Each phase is thoroughly documented and
approval is required before proceeding to the subsequent phase. It is difficult, though
not impossible, to go backwards in the SDLC under waterfall development.
2-3
Answer to Concepts in Action 2-F: Trade-Offs
1. In considering the trade-offs among the factors of functionality, time and money,
it’s important to realize that a change in one of these factors affects the other two.
Increasing functionality will most certainly increase the time and money needed
to complete the project. Decreasing time or money will most certainly affect
either the level or quality of the functionality in the finished project.
2. The project was considered successful from a ‘product’ standpoint, in that it met
the business needs for which it was meant. However, once the time frame had
been established, the project manager might have gone back to the clients and
reworked the requirements, or the scope of the project. This would have provided
the development team with realistic goals and perhaps would have produced a
product that could have been used more than once.
Answer to Concepts in Action 2- G: Poor Naming Standards
Student answers will vary depending upon their programming experience, syntax
language, and code comments. This is a great time to reinforce the concept of standards.
Solutions to End of Chapter Questions
1. Describe how projects are selected in organizations.
An organization will base the selection of a project on an evaluation not only of the
project’s costs and expected benefits, but also the technical and organizational risks
that have been identified for the project. Both the systems request and feasibility
analysis can provide that type of information.
2. Describe how project portfolio management is used by IT departments.
Portfolio management is the process of determining the mix of project types that will
maximize benefit to the organization, while minimizing risks and costs to the
organization. Included in portfolio management is the process by which an
organization assesses how potential projects fit into the existing projects currently
underway. Ideally, the organizational project portfolio consists of both high and low
risk projects, large and small projects, etc.
3. Describe the major elements and issues with waterfall development.
Waterfall development follows the phases of the life cycle in sequence (planning,
analysis, design, and implementation). Each phase is thoroughly documented and
approval is required before proceeding to the subsequent phase. It is difficult, though
not impossible, to go backwards in the SDLC under waterfall development.
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Chapter 2 Project Selection and Management
2-4
Waterfall development methodologies have several advantages: requirements are
identified long before programming begins, and requirement changes are limited as
the project progresses. The key disadvantages are that the design must be completely
specified before programming begins, a long time elapses between the completion of
the system proposal in the analysis phase and the delivery of system, and testing may
be treated almost as an afterthought in the implementation phase. In addition, the
deliverables are often a poor communication mechanism, so important requirements
may be overlooked in the volumes of documentation. If the project team misses an
important requirement, expensive post-implementation programming may be needed.
Users may forget the original purpose of the system, since so much time has elapsed
between the original idea and actual implementation.
4. Describe the major elements and issues with parallel development.
Parallel development modifies the SDLC by altering the design and implementation
phases. In parallel development, general design of the whole system is created ; then,
the project is divided into subprojects, each of which is designed in detail and
implemented. Work on the subprojects occurs simultaneously in an effort to reduce
the time between analysis and delivery of the system. After all subprojects are
complete, the pieces are integrated into the final delivered system.
The total time to deliver the system can be reduced using parallel development as
compared to waterfall development. However, there can be significant challenges in
integrating the subprojects since design decisions made in one subproject may affect
other subprojects if they are not completely independent.
5. Describe the major elements and issues with the V-model.
The V-Model of development follows a waterfall approach in that each phase is
completed before the next is begun. The V-Model differs in that during each phase of
development not only are requirements specified and components designed, but the
testing of those components is also defined. This allows for a well-defined testing
plan which can improve the overall quality of the system.
As with waterfall development, the V-Model of development is rigid, and may not be
a good choice for a project that is dynamic in nature.
6. Describe the major elements and issues with iterative development.
Iterative development is characterized by multiple versions of the overall project. The
initial version contains the most important and fundamental requirements. This
version can be accomplished with a mini-waterfall process. Once the version is
complete, feedback is solicited as to the appropriateness of the system. The project
then goes into the next version of the project, incorporating feedback that was
received. The benefit to this is that an abbreviated version is quickly available for
review.
2-4
Waterfall development methodologies have several advantages: requirements are
identified long before programming begins, and requirement changes are limited as
the project progresses. The key disadvantages are that the design must be completely
specified before programming begins, a long time elapses between the completion of
the system proposal in the analysis phase and the delivery of system, and testing may
be treated almost as an afterthought in the implementation phase. In addition, the
deliverables are often a poor communication mechanism, so important requirements
may be overlooked in the volumes of documentation. If the project team misses an
important requirement, expensive post-implementation programming may be needed.
Users may forget the original purpose of the system, since so much time has elapsed
between the original idea and actual implementation.
4. Describe the major elements and issues with parallel development.
Parallel development modifies the SDLC by altering the design and implementation
phases. In parallel development, general design of the whole system is created ; then,
the project is divided into subprojects, each of which is designed in detail and
implemented. Work on the subprojects occurs simultaneously in an effort to reduce
the time between analysis and delivery of the system. After all subprojects are
complete, the pieces are integrated into the final delivered system.
The total time to deliver the system can be reduced using parallel development as
compared to waterfall development. However, there can be significant challenges in
integrating the subprojects since design decisions made in one subproject may affect
other subprojects if they are not completely independent.
5. Describe the major elements and issues with the V-model.
The V-Model of development follows a waterfall approach in that each phase is
completed before the next is begun. The V-Model differs in that during each phase of
development not only are requirements specified and components designed, but the
testing of those components is also defined. This allows for a well-defined testing
plan which can improve the overall quality of the system.
As with waterfall development, the V-Model of development is rigid, and may not be
a good choice for a project that is dynamic in nature.
6. Describe the major elements and issues with iterative development.
Iterative development is characterized by multiple versions of the overall project. The
initial version contains the most important and fundamental requirements. This
version can be accomplished with a mini-waterfall process. Once the version is
complete, feedback is solicited as to the appropriateness of the system. The project
then goes into the next version of the project, incorporating feedback that was
received. The benefit to this is that an abbreviated version is quickly available for
review.
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Chapter 2 Project Selection and Management
2-5
The chief disadvantage of iterative development is that users begin to work with a
system that is intentionally incomplete. Users must accept that only the most critical
requirements of the system will be available in the early versions and must be patient
with the repeated introduction of new system versions.
.
7. Describe the major elements and issues with system prototyping.
Prototyping performs analysis, design, and implementation into one phase, and this
phase is cycled through several times until the system meets user needs. A “quick
and dirty” version of the system is developed early and rapidly, and user feedback is
solicited. Based on user comments, the system is modified and refined repeatedly.
Ultimately, the system will be refined to the point where the users accept it and it can
be put into production.
Prototyping does provide rapid delivery of a system to the users. A disadvantage,
however, is the lack of careful, methodical analysis before making designs and
implementation decisions. System prototypes may have some fundamental design
limitations that are a direct result of an inadequate understanding of the system’s true
requirements early in the project.
.
8. Describe the major elements and issues with throwaway prototyping.
Throwaway prototyping includes the development of prototypes, but uses the
prototypes primarily to explore design alternatives rather than as the actual new
system. Once complete, any ambiguous features or challenging design issues may be
addressed using a design prototype. A design prototype is created to enable users to
understand the issues under consideration. Many design prototypes may be built to
minimize the risk associated with the system by confirming that important issues are
understood before the actual system is built.
Throwaway prototyping can result in a longer time frame to delivery due to the fact
that the prototypes are not necessarily used for the final design. However, this
methodology creates an opportunity to address and resolve key issues that arise
before getting to the development stage.
9. Describe the major elements and issues with agile development.
Agile development is a methodology in which the SDLC is streamlined. Much of the
modeling and documentation is eliminated and the emphasis is placed on simple,
iterative development in which each iteration is a small project on its own, complete
with planning, requirements analysis, design, coding, testing, and documentation.
2-5
The chief disadvantage of iterative development is that users begin to work with a
system that is intentionally incomplete. Users must accept that only the most critical
requirements of the system will be available in the early versions and must be patient
with the repeated introduction of new system versions.
.
7. Describe the major elements and issues with system prototyping.
Prototyping performs analysis, design, and implementation into one phase, and this
phase is cycled through several times until the system meets user needs. A “quick
and dirty” version of the system is developed early and rapidly, and user feedback is
solicited. Based on user comments, the system is modified and refined repeatedly.
Ultimately, the system will be refined to the point where the users accept it and it can
be put into production.
Prototyping does provide rapid delivery of a system to the users. A disadvantage,
however, is the lack of careful, methodical analysis before making designs and
implementation decisions. System prototypes may have some fundamental design
limitations that are a direct result of an inadequate understanding of the system’s true
requirements early in the project.
.
8. Describe the major elements and issues with throwaway prototyping.
Throwaway prototyping includes the development of prototypes, but uses the
prototypes primarily to explore design alternatives rather than as the actual new
system. Once complete, any ambiguous features or challenging design issues may be
addressed using a design prototype. A design prototype is created to enable users to
understand the issues under consideration. Many design prototypes may be built to
minimize the risk associated with the system by confirming that important issues are
understood before the actual system is built.
Throwaway prototyping can result in a longer time frame to delivery due to the fact
that the prototypes are not necessarily used for the final design. However, this
methodology creates an opportunity to address and resolve key issues that arise
before getting to the development stage.
9. Describe the major elements and issues with agile development.
Agile development is a methodology in which the SDLC is streamlined. Much of the
modeling and documentation is eliminated and the emphasis is placed on simple,
iterative development in which each iteration is a small project on its own, complete
with planning, requirements analysis, design, coding, testing, and documentation.
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Chapter 2 Project Selection and Management
2-6
Agile development is dependent upon a team that is highly motivated, cohesive,
stable, and experienced. This type of development works best with small projects. If
the project is not small, or the teams do not work well, then the likelihood of success
is reduced.
10. Compare and contrast structured design methodologies in general to rapid
application design (RAD) methodologies in general.
Structured design methodologies are usually fairly formal, step-by-step approaches to
systems development. The project moves through the phases in a systematic way.
The emphasis in most of these methodologies is development of specifications for the
new system prior to implementation. RAD methodologies, on the other hand,
ncorporates special techniques and computer tools to speed up the analysis, design,
and implementation phases in order to get some portion of the system developed
quickly and into the hands of the users for evaluation and feedback.
11. Compare and contrast extreme programming and throwaway prototyping.
Extreme programming uses continuous testing, simple coding performed by teams of
developers, and close interactions with end users. System functionality grows over
time iteratively after a very superficial planning phase. Code is thoroughly tested as
it is added to the system. By practicing discipline and keeping the development team
small and focused, extreme programming can create good results very quickly.
Throwaway prototyping focuses more on experimentation during the design phase.
The prototypes are intended to clarify technical issues before the 'real' system is built.
The prototypes will be discarded and do not become the final system.
12. What are the key factors in selecting a methodology?
How well are user requirements understood?
How familiar are the systems developers with the technology being employed?
How complex is the system?
How essential is system reliability?
How demanding is the time frame/project schedule?
How visible is the project schedule? (see FIGURE 2-9)
13. Why do many projects end up having unreasonable deadlines? How should a project
manager react to unreasonable demands?
Although training and software are available to help project managers, unreasonable
demands set by project sponsors and business managers can make project
management very difficult. Too often, the approach of the holiday season, the chance
at winning a proposal with a low bid, or a funding opportunity pressures project
managers to promise systems long before they are realistically able to deliver them.
2-6
Agile development is dependent upon a team that is highly motivated, cohesive,
stable, and experienced. This type of development works best with small projects. If
the project is not small, or the teams do not work well, then the likelihood of success
is reduced.
10. Compare and contrast structured design methodologies in general to rapid
application design (RAD) methodologies in general.
Structured design methodologies are usually fairly formal, step-by-step approaches to
systems development. The project moves through the phases in a systematic way.
The emphasis in most of these methodologies is development of specifications for the
new system prior to implementation. RAD methodologies, on the other hand,
ncorporates special techniques and computer tools to speed up the analysis, design,
and implementation phases in order to get some portion of the system developed
quickly and into the hands of the users for evaluation and feedback.
11. Compare and contrast extreme programming and throwaway prototyping.
Extreme programming uses continuous testing, simple coding performed by teams of
developers, and close interactions with end users. System functionality grows over
time iteratively after a very superficial planning phase. Code is thoroughly tested as
it is added to the system. By practicing discipline and keeping the development team
small and focused, extreme programming can create good results very quickly.
Throwaway prototyping focuses more on experimentation during the design phase.
The prototypes are intended to clarify technical issues before the 'real' system is built.
The prototypes will be discarded and do not become the final system.
12. What are the key factors in selecting a methodology?
How well are user requirements understood?
How familiar are the systems developers with the technology being employed?
How complex is the system?
How essential is system reliability?
How demanding is the time frame/project schedule?
How visible is the project schedule? (see FIGURE 2-9)
13. Why do many projects end up having unreasonable deadlines? How should a project
manager react to unreasonable demands?
Although training and software are available to help project managers, unreasonable
demands set by project sponsors and business managers can make project
management very difficult. Too often, the approach of the holiday season, the chance
at winning a proposal with a low bid, or a funding opportunity pressures project
managers to promise systems long before they are realistically able to deliver them.
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Chapter 2 Project Selection and Management
2-7
Th ese overly optimistic timetables are thought to be one of the biggest problems that
projects face; instead of pushing a project forward faster, they result in delays.
Thus, a critical success factor for project management is to start with a realistic
assessment of the work that needs to be accomplished and then manage the project
according to the plan. This can be accomplished by carefully following the basic steps
of project management as outlined in this chapter.
14. Name two ways to identify the tasks that need to be accomplished over the course of a
project.
One way to identify tasks is to follow a top-down approach, defining high level tasks
first, and then breaking those tasks down into subtasks. A second way is to follow a
methodology, which will provide a standard list of tasks for the SDLC. This standard
task list can be modified as needed for the specific project.
15. What is the difference between a methodology and a work plan? How are the two
terms related?
A methodology provides a standard, formalized list of steps and deliverables for the
SDLC. Work plans include the specific steps, tasks, and deliverables that will be
needed for a specific project. To create a work plan, the project manager identifies
the tasks that need to be accomplished and determines how long each one will take.
Then the tasks are organized within a work breakdown structure.
16. Some companies hire consulting firms to develop the initial project plans and manage
the project, but use their own analysts and programmers to develop the system. Why
do you think some companies do this?
It is possible that a company does not have skilled project managers available on its
in-house staff. Project management requires a unique set of skills, and consulting
firms may develop project management capabilities because of the many projects
undertaken In some cases, methodologies are obtained from consulting firms for their
clients to follow; provided by the vendor of the software to be installed; or mandated
as a part of projects involving government agencies.
17. Describe the differences between a technical lead and a functional lead? How are
they similar?
Typically, a project will have one project manager who oversees the overall progress
of the development effort, with the core of the team composed of the various types of
analysts. A functional lead usually is assigned to manage a group of analysts, and a
2-7
Th ese overly optimistic timetables are thought to be one of the biggest problems that
projects face; instead of pushing a project forward faster, they result in delays.
Thus, a critical success factor for project management is to start with a realistic
assessment of the work that needs to be accomplished and then manage the project
according to the plan. This can be accomplished by carefully following the basic steps
of project management as outlined in this chapter.
14. Name two ways to identify the tasks that need to be accomplished over the course of a
project.
One way to identify tasks is to follow a top-down approach, defining high level tasks
first, and then breaking those tasks down into subtasks. A second way is to follow a
methodology, which will provide a standard list of tasks for the SDLC. This standard
task list can be modified as needed for the specific project.
15. What is the difference between a methodology and a work plan? How are the two
terms related?
A methodology provides a standard, formalized list of steps and deliverables for the
SDLC. Work plans include the specific steps, tasks, and deliverables that will be
needed for a specific project. To create a work plan, the project manager identifies
the tasks that need to be accomplished and determines how long each one will take.
Then the tasks are organized within a work breakdown structure.
16. Some companies hire consulting firms to develop the initial project plans and manage
the project, but use their own analysts and programmers to develop the system. Why
do you think some companies do this?
It is possible that a company does not have skilled project managers available on its
in-house staff. Project management requires a unique set of skills, and consulting
firms may develop project management capabilities because of the many projects
undertaken In some cases, methodologies are obtained from consulting firms for their
clients to follow; provided by the vendor of the software to be installed; or mandated
as a part of projects involving government agencies.
17. Describe the differences between a technical lead and a functional lead? How are
they similar?
Typically, a project will have one project manager who oversees the overall progress
of the development effort, with the core of the team composed of the various types of
analysts. A functional lead usually is assigned to manage a group of analysts, and a
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Chapter 2 Project Selection and Management
2-8
technical lead oversees the progress of a group of programmers and more technical
staff members.
18. Describe three technical skills and three interpersonal skills that would be very
important to have on any project.
Specific answers will vary. Desirable technical skills might include programming
experience in the chosen programming language, experience in configuring the
hardware and communications technology platform correctly, and experience in
utilizing the file/database environment effectively. There are many interpersonal and
communication skills needed on a project. A number of desirable interpersonal skills
might be listed by the student, including interviewing skills, negotiation skills, and
conflict resolution skills.
19. What are the best ways to motivate a team? What are the worst ways?
Research has shown that technically-oriented people are motivated by recognition,
achievement, the work itself, responsibility, advancement, and the chance to learn
new skills. The worst ways to motivate technical staff include setting unrealistic
deadlines, failing to recognize good effort, accepting low quality output, rewarding all
team members monetarily regardless of work quality, failing to include team
members in important project decisions, and providing poor working conditions.
20. List three techniques to reduce conflict.
Clearly define the roles on the project, hold team members accountable for their
assigned tasks, develop detailed operating procedures and make sure the team
members understand them, have each team member commit to the project charter.
21. What is the difference between upper CASE and lower CASE?
Some CASE software packages are primarily used during the analysis phase to create
integrated diagrams of the system and to store information regarding the system
components (often called upper CASE ), whereas others are design-phase tools that
create the diagrams and then generate code for database tables and system
functionality (often called lower CASE ).
22. Describe three types of standards, and provide examples of each.
Coding standards include a header that lists the programmer, last date of update, and a
short description of the purpose of the code. An example might be that all programs
are to be written following structured programming outlines. Procedural standards
define processes that are to be followed by all team members. An example would be
that all changes to a requirements document must be approved by the project
manager. . User interface design standards create a common understanding of the
2-8
technical lead oversees the progress of a group of programmers and more technical
staff members.
18. Describe three technical skills and three interpersonal skills that would be very
important to have on any project.
Specific answers will vary. Desirable technical skills might include programming
experience in the chosen programming language, experience in configuring the
hardware and communications technology platform correctly, and experience in
utilizing the file/database environment effectively. There are many interpersonal and
communication skills needed on a project. A number of desirable interpersonal skills
might be listed by the student, including interviewing skills, negotiation skills, and
conflict resolution skills.
19. What are the best ways to motivate a team? What are the worst ways?
Research has shown that technically-oriented people are motivated by recognition,
achievement, the work itself, responsibility, advancement, and the chance to learn
new skills. The worst ways to motivate technical staff include setting unrealistic
deadlines, failing to recognize good effort, accepting low quality output, rewarding all
team members monetarily regardless of work quality, failing to include team
members in important project decisions, and providing poor working conditions.
20. List three techniques to reduce conflict.
Clearly define the roles on the project, hold team members accountable for their
assigned tasks, develop detailed operating procedures and make sure the team
members understand them, have each team member commit to the project charter.
21. What is the difference between upper CASE and lower CASE?
Some CASE software packages are primarily used during the analysis phase to create
integrated diagrams of the system and to store information regarding the system
components (often called upper CASE ), whereas others are design-phase tools that
create the diagrams and then generate code for database tables and system
functionality (often called lower CASE ).
22. Describe three types of standards, and provide examples of each.
Coding standards include a header that lists the programmer, last date of update, and a
short description of the purpose of the code. An example might be that all programs
are to be written following structured programming outlines. Procedural standards
define processes that are to be followed by all team members. An example would be
that all changes to a requirements document must be approved by the project
manager. . User interface design standards create a common understanding of the
Loading page 30...
Chapter 2 Project Selection and Management
2-9
appearance and functioning of the screens the end users see. An example would be to
create a standard group of icons that are used consistently on all screens.
23. What belongs in the electronic project binder? How is the electronic project binder
organized?
All project deliverables, all internal communication, and all project documentation
should be placed in the electronic project binder (binder). A simple way to set up
your documentation is to create a folder hierarchy and use subfolders to separate
content according to the major phases of the project.
24. What are the trade-offs that project managers must manage?
The project manager must trade off system size, development time, and project cost.
A larger project will require more time and money; while a short time frame may
require more money or reduced project size. Since most projects have time and/or
money constraints, the project manager must strike a balance between size, time, and
cost in order to define an achievable project.
25. What is scope creep, and how can it be managed?
The most common reason for schedule and cost overruns occurs after the project is underway is scope
creep. Scope creep happens when new requirements are added to the project after the original project
scope was defined. It can happen for many reasons. The project manager must actively work to keep the
project tight and focused. The key is to identify the requirements as well as possible in the beginning of
the project and to apply analysis techniques effectively.
26. What is timeboxing, and why is it used?
Timeboxing is a technique that is used to organize a project when time is a critical
issue. With timeboxing, a fixed deadline is established, and the project team
prioritizes the functionality of the system so that the essential features are delivered
within the set deadline. If some features must be omitted given that time frame, they
are postponed to a later version of the system. With this technique, the users are
assured of getting a system with essential functionality by the project deadline, and
other, less essential features and refinements are added in later system versions.
27. Create a list of potential risks that could affect the outcome of a project.
Weak personnel, scope creep, poor design decisions, overly optimistic project
estimates.
28. Describe the factors a project manager must evaluate when a project falls behind
schedule.
Typically a project falls behind schedule when one of the risk factors listed above are
realized. At that point the manger should determine which of those risk factors, or
2-9
appearance and functioning of the screens the end users see. An example would be to
create a standard group of icons that are used consistently on all screens.
23. What belongs in the electronic project binder? How is the electronic project binder
organized?
All project deliverables, all internal communication, and all project documentation
should be placed in the electronic project binder (binder). A simple way to set up
your documentation is to create a folder hierarchy and use subfolders to separate
content according to the major phases of the project.
24. What are the trade-offs that project managers must manage?
The project manager must trade off system size, development time, and project cost.
A larger project will require more time and money; while a short time frame may
require more money or reduced project size. Since most projects have time and/or
money constraints, the project manager must strike a balance between size, time, and
cost in order to define an achievable project.
25. What is scope creep, and how can it be managed?
The most common reason for schedule and cost overruns occurs after the project is underway is scope
creep. Scope creep happens when new requirements are added to the project after the original project
scope was defined. It can happen for many reasons. The project manager must actively work to keep the
project tight and focused. The key is to identify the requirements as well as possible in the beginning of
the project and to apply analysis techniques effectively.
26. What is timeboxing, and why is it used?
Timeboxing is a technique that is used to organize a project when time is a critical
issue. With timeboxing, a fixed deadline is established, and the project team
prioritizes the functionality of the system so that the essential features are delivered
within the set deadline. If some features must be omitted given that time frame, they
are postponed to a later version of the system. With this technique, the users are
assured of getting a system with essential functionality by the project deadline, and
other, less essential features and refinements are added in later system versions.
27. Create a list of potential risks that could affect the outcome of a project.
Weak personnel, scope creep, poor design decisions, overly optimistic project
estimates.
28. Describe the factors a project manager must evaluate when a project falls behind
schedule.
Typically a project falls behind schedule when one of the risk factors listed above are
realized. At that point the manger should determine which of those risk factors, or
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Information Technology