Professional Documents
Culture Documents
For some, the phrase, Modern Systems Analysis and Design conjures images
of fluorescently-lit cubicles filled with hard-working, albeit pale, programmers writing line
after line of complex code and speaking in technical jargon no one can possibly
software system to a new or upgraded information system strikes fear and anxiety in the
reasoning behind this fear; systems design and implementation projects are among the
most tedious, complex, and expensive ventures a company can undertake. The
planning for the project alone is monumental, not to mention the work hours and
the system. While most systems projects are deemed failures by industry standards,
successfully meeting the constraints of scope, time, budget, and realistic deliverables is
a great start. Assigning tasks to the most capable experts, i.e. choosing the most
recommendations follow in this report, but the reader should keep in mind, total
commitment from all key players, from members of executive management to support
Background
While some would argue all projects in the corporate setting are complex in
nature, none are as tedious, time consuming, and expensive as those related to
changes in business processes that can affect the entire organization, not just a few
1
departments. There are seemingly countless variables to control and plan for with a
new system, many of which cannot be estimated or pre-determined. This is really what
makes information system projects so incredibly hard to nail down. No matter how
much planning, analysis, modeling, and testing, this kind of project is filled with risk and
complexity. Also, if this new system must partially integrate with existing systems, that
opens a whole new set of potential problems. Now, the project team must implement a
new model while striving to maintain the integrity of the existing systems and ensure a
designing and implementing a new system. Management must communicate with the
project manager, the project manager must have open lines of communication with
every member of the project team, and the team must be in contact with end-users and
other key stakeholders. One small break in this chain can lead to confusion on the part
specialized and heightened which can make it difficult for executives and other staff to
fully comprehend. The project manager must have the necessary translation skills to
help end users discern meaning and then facilitate communication of needs back in an
understandable format.
The time and resources involved in the systems design life cycle is tremendous.
The initiation of the project includes surveying stakeholders and end users as to their
needs and expectations. A project team must be created consisting of positive, hard-
working problem-solvers who are willing to accept the challenge of working with a
diverse group, strict schedules, looming deadlines, and inevitable conflict. Then theres
the planning period itself. The scope of the project must be agreed upon as well as
2
resources needed, who will train end-users, who will test prototypes, and how to ensure
the project remains within budget guidelines. Cost estimates are exactly what their
assurance costs will remain low given the complexity of implementing the new system
realism, or maybe lack thereof. Many times, the new system is touted as being the
grand rescuer of all things manual and the problem-solver for the organizations
cumbersome work flows and antiquated methods. Staff sets their expectations so
incredibly high that when the system fails to meet each of their needs, they become
disgruntled. One system cannot possibly meet every individual desire, and
straightforward manner.
Such a large amount of commitment and detailed work is required of so many
key players in the business. Members of top management, the project manager, the
project team, departmental staff, end users, trainers, software developers, and IT staff
are a few. A systems project will consume the time and energy of these people on a
consistent basis for months; keeping in mind they are charged with running the day-to-
day business practices of the organization as well. This process is exhausting to say
Training and assimilation time varies on the learning curve but a good educator knows
training time takes as long as it takes. Failure to teach end users how to properly
navigate the system can lead to project failure no matter how well the team adhered to
budget, controlled quality, or managed time constraints. The end user can wreck even
3
the best-laid plans, and only extensive and consistent training can alleviate this threat.
Students learn at different paces, they are motivated by different things, and they
comprehend via different educational methodologies. Attitudes can have a huge impact
on project success as well. The project team should consider that some end users may
have been using the current system for numerous years and may have taken on the
role of resident expert. A new system levels the playing field which can make people
anxious and uncomfortable. Any change will create a certain level of stress, especially
for those who avoid it at all costs. These attitudes can quickly infiltrate an organization
must visibly and vocally make a commitment to the project. If executives are not fully
supportive of the plan, employees will know, and that lack of commitment can kill morale
and may cause total project failure. Management personnel should be excellent
communicators and leaders of change. This includes explaining to employees the need
for a new or upgraded system and encouraging innovation and automation where
beneficial. Management sets the tone for the project and should positively reinforce
The new system should align with the organizations mission statement and
values, and must strictly adhere to the strategic objectives of the company. Conducting
feasibility studies can help to discern actual needs of the end users, clients, and
4
stakeholders and whether the proposed system can meet these. Feasibility factors
include several categories like economic, operational, and technical viability. What are
the tangible and intangible benefits derived from the new systems implementation? Are
development, training, and operating costs incurred by the new system worth it? What
about the recurring maintenance costs of the system? There will always be a budgetary
need for software upgrades, continued training, and licensing renewals. Basically,
everyone needs to be on the same page when it comes to the realistic deliverables of
the system and the time, effort, and cost to deliver said system. Just because the
system is fast and new, this does not necessarily mean it is capable of meeting the
specific needs of the company. The proposed system should be vetted for its true
benefits not just its sleek features. When buying a new car, the low gas mileage is a
benefit; a heated steering wheel is simply a feature. It may be nice to have on a cold
day, but something this trendy should never be grounds for ultimate selection.
Limited user involvement throughout the development of the systems project can
really spell disaster. Then end-user is a wealth of knowledge since they understand,
arguably more than anyone, what the system should deliver. Some methodologies in
system development involve the user during the initial stages of planning but then
ignore them until implementation. The specifications they deem imperative can fall by
the wayside and the end-product can become unrecognizable. It only makes good
business sense to include staff in all phases of development since they can provide
feedback as to what the new system should accomplish to make their jobs more
efficient and streamlined. When end users are included in the testing and evaluation
5
phases, they can uncover issues with the new system quicker than most. They are true
power users of the system and they know what should be delivered. End users should
have a say as to the design of the system, and should be given an active role within the
budgetary guidelines, employ the most innovative systems analysts and IT staff, yet still
end up with a project nightmare. A project team is only as good as the person in
charge, hence, an effective project manager, or PM, is imperative for success. There
act as liaisons from executives to staff and vice-versa. They should be able to speak to
upper-level management in terms of strategic corporate initiatives and how this new
system will reach those goals. Then, they should be able to speak technically so they
may translate this business jargon into actual deliverables for the IT and support staff.
They should also be managers in their own right since they will need to act as a
problem-solver, encourager, risk mitigator, and negotiator. PMs will also define and rank
activities for members of the project team while establishing expectations and assigning
resources needed.
PMs should also be able to alleviate conflict within the ranks of their team and
should elicit respect from their peers. They should be motivational in nature, but also
strict when it comes to timelines, budget adherence, and scheduling capacities. While
they may not perform the technical work of the project, they must have a working
knowledge of new system since they are ultimately responsible for identifying risks and
6
resolving issues, hopefully before they arise. PMs must also be well-versed in data
analysis and should have good auditing skills to ensure the project is progressing as
planned and know what to do when the critical path is not being followed. The balls a
project manager must juggle are numerous and their job is daunting to say the very
is not possible. The most important part of planning is to first identify the scope of the
project, list and define project objectives, divide proposed outcomes into manageable
and determine project procedures and standards. As the project progresses, risks are
communicated to everyone, especially management, so no one feels left of out the loop.
The biggest reason planning is such an imperative stage is that this initial blueprint will
serve as a resource tool throughout the life of the current project, and may even be
used as a template for future projects. If the plan is not thorough and accurate, the
quality of work suffers which then creates a decrease in team morale. If false
assumptions are made, bad numbers are included in preliminary budgets, or a lack of
perpetuating these incorrect practices. The project plan will need to be revised and
tweaked along the way, but the core of the plan must be sound. A well-developed
7
and the project charter can help the team stay on-track and can help future teams
While a project manager can use a myriad of methods for communicating the
project plan and implantation strategy to their team, graphical reports like Gantt charts
and network diagrams show a different interpretation of the schedules and objectives at
hand. While the Gantt chart really does not show the importance of one task over
another, it does show when a task should be started and when it should be completed.
These charts also show overlaps in time of some tasks and help the PM identify if it is
possible to perform a task parallel to another. Slack time in a project is easily seen with
in completion times for each task. Also, these diagrams help to illuminate the critical
path, or the shortest time in which the project can be completed. Those tasks that fall
onto the critical path are the ones that directly affect the resources, time, and costs of
the overall project itself. Also, visual representations of the project plan can help the
project team gain a different perspective as to what is needed and when; when
Risk is inherent in any project, much less those as complex, expensive, and time
project helps to keep everyone ongoingly involved in the success of the project. If there
are warning signs, these issues no matter how seemingly small, must be attended. The
8
smallest delay can lead to major overspending, misallocation of resources, wasting
valuable time of staff and subject matter experts, and can pull the entire project plan off
track. Red flags like variances in the budget, activities that have been completed but
overtime are leaks that must be plugged before they result in a flood. Also, a decline in
team morale can lead to serious issues amongst members. If conflict arises and is not
properly alleviated, work satisfaction and proficiency may come to a grinding halt.
Another sign of critical failure begins with the sacrifice of quality and/or service
testing, and risk avoidance, the result will be a shoddy and flawed software system. An
ineffectual system, albeit one that is on time and under budget, does not constitute a
Employing the use of phased implementation and prototyping is really what most
systems analysts call beta testing. After interviewing and directly observing the
workflows of end-users, rudimentary versions of the information system are built and
tested. Each version is tweaked and honed until the best version exists. Prototyping is
beneficial for several reasons. Each iteration of the information system becomes more
and more meaningful and functional. This is because the end-users are the ones
providing the feedback. They are actively testing the mock designs and helping to
correct anything that may lead to system failure. Each evolutionary model should use
actual customer data to create the most realistic end-user experience, which will, in
9
turn, help to uncover missing functionality more quickly. While it is true that end user
opinions and ideas may result in several re-designs, by the time the implementation
takes place, the system is known to them. This saves considerable end-user training
time and in system adoption rates since users are not seeing the end-product for the
first time.
implementation of a new information system is wasted if the end user of the system is
not adequately trained. When a user is not privy to all the capabilities the system offers,
they will unwittingly enter information into incorrect fields, circumvent critical processes,
omit necessary inputs due to ignorance, and basically undermine the integrity of the
entire system. Many companies make the grave mistake of improperly planning the
education portion of the new system. This leaves the end users distrustful of
disenchanted with this expensive new system that promised to make their job duties
easier, but has proven any even worse than the system they used prior to conversion.
Even the most innovative technology is only as valuable as the end-user and their
operational expertise. The quickest way to empower a companys most valuable assets
Maintenance is the last step in the systems development life cycle but it certainly
should not be an afterthought. Some companies allocate time and money toward the
planning and implementation budget for a project but there should also be a substantial
10
commitment to an operating budget. Depending on how well the project was planned,
designed, implemented, and trained, the operating budget may not be used for much
licensing when adding end-users. However, if there are design flaws that become
apparent after implementation, they must be remedied quickly to maintain the integrity
of the system. Also, properly trained support staff must be available to troubleshoot the
system and to monitor any problems with the system and its programming. Simply
implementing a project and thinking there is an expiration date associated with systems
development is a misconception. The system will require routine maintenance and its
Conclusion
11