CHAPTER 1

INTRODUCTION TO SYSTEM ANALYSIS AND

DESIGN

1
LEARNING OUTCOME
At the end of this lecture, student should be able to :-
1.1 Discuss Information System 1.3 Understand Project Management
1.1.1 Define information and information system. ◼ Explain activities in project management
1.1.2 Describe information system components. ◼ Describe Work breakdown structures, task
1.1.3 Identify various types of information system. patterns, and critical path analysis.
◼ Explain techniques for estimating task
1.2 Discuss system development approach
completion times and costs.
1.2.1 System development method ◼ Explain Leadership and project manager
1.2.2 SDLC activities
1.2.3 Types of life cycle models
I.1NFORMATION SYSTEM

◼ Information technology (IT) refers to the combination of hardware, software,

and services that people use to manage, communicate, and share information
◼ Information Systems refers to the interaction between algorithmic processes and
technology.
◼ Components of IS consists of : people process
hardwar
data e

software

3
INFORMATION SYSTEM COMPONENTS

1. PEOPLE
• People who have an interest in an information system are called stakeholders.

• Stakeholders include the management group responsible for the system, the
users (sometimes called end users) inside and outside the company who will
interact with the system, and IT staff members, such as systems analysts,
programmers, and network administrators who develop and support the
system.
INFORMATION SYSTEM COMPONENTS
2. PROCESSES
• Processes describe the tasks and business functions that users, managers, and
IT staff members perform to achieve specific results.
• Processes are the building blocks of an information system because they
represent actual day-to-day business operations.
• To build a successful information system, analysts must understand business
processes and document them carefully.
INFORMATION SYSTEM COMPONENTS

3. DATA

• Data is the unprocessed data (raw data) that an information system transforms
into useful information.

• An information system can store data in various locations, called tables.

INFORMATION SYSTEM COMPONENTS
4. SOFTWARE
• Software refers to the programs that control the hardware and produce the
desired information or results.

• Software consists of system software and application software.

System software manages the hardware Application software consists of programs

components, which can include a single that support day-to-day business functions
workstation or a global network with many and provide users with the information they
thousands of clients. require.
INFORMATION SYSTEM COMPONENTS
5. HARDWARE

• Hardware consists of everything in the physical layer of the information system.

• For example, hardware can include servers, workstations, networks,

telecommunications equipment, fiber-optic cables, mobile devices, scanners,
digital capture devices, and other technology-based infrastructure.
INFORMATION SYSTEM
◼ Five types of Information Systems:
◼ Transaction Processing Systems (TPS)
◼ Decision Support Systems (DSS)
◼ Executive Information Systems (EIS)
◼ Management Information Systems (MIS)
◼ Office Automation Systems (OAS)

9
 Transaction Processing System (TPS)

Designed to process routine transactions efficiently and accurately.(day-to-day activities of an organization)

supports the operational level of the business
provides data which is summarized into information by systems used by higher levels of management to make
decisions(e.g. MIS, EIS)
is often tied to other systems such as the inventory system which tracks stock supplies and triggers reordering when
stocks get low

10
Example Of TPS

◼ Sales and Marketing systems: Systems that support the sales and marketing function by facilitating the
movement of goods and services from producers to customers.
Manufacturing and production systems: Systems that supply data to operate, monitor and control the
production process. e.g. purchasing, receiving, shipping, process control, robotics, inventory systems, scheduling,
engineering, operations, quality control, resource management etc.
Finance & Accounting Systems: Systems that maintain records concerning the flow of funds in the firm and
produce financial statements, such as balance sheets and income statements. e.g. for Budgeting; General Ledger;
Billing: Cost Accounting, Accounts Receivable / Payable; Funds Management Systems, Payroll. They were among
the earliest systems to be computerised.
Human Resources System: Systems that deal with recruitment, placement, performance evaluation,
compensation, and career development of the firm's employees.

11
12
 Decision Support System (DSS)

Helps strategic management staff (often senior managers) make decisions by providing information, models, or
analysis tools. For support of semi-structured and unstructured decisions (structured decisions can be
automated). Used for analytical work, rather than general office support.
They are flexible, adaptable and quick. The user controls inputs and outputs. They support the decision process
and often are sophisticated modelling tools so managers can make simulations and predictions.
Their inputs are aggregate data, and they produce projections. An example job for a DSS would be a 5 year
operating plan.

13
14
 Management Information System (MIS)

◼ Summarizes and converts TPS data into information for monitoring performance and managing an organization.
◼ Transactions recorded in a TPS are analyzed and reported by an MIS.
◼ They have large quantities of input data and they produce summary reports as output. Used by middle managers.
An example is an annual budgeting system

15
16
 Executive Information System (EIS)

it provides executives information in a readily accessible, interactive format. They are a form of MIS intended for
top-level executive use. An EIS/ESS usually allows summary over the entire organization and also allows drilling
down to specific levels of detail. They also use data produced by the ground-level TPS so the executives can gain
an overview of the entire organization.
Used by top level (strategic) management. They are designed to the individual. They let the CEO of an
organization tie in to all levels of the organization. They are very expensive to run and require extensive staff
support to operate.

17
EIS EXAMPLE

18
 Office Automation System (OAS)

◼ OAS provides individuals effective ways to process personal and organizational data, perform calculations, and
create documents. e.g. word processing, spreadsheets, file managers, personal calendars, presentation packages

19
 LETS REMEMBER !
TPS – Transaction Processing System
TPS Information system applications which captures and process data about (or for) business
transactions. They are sometimes called data processing systems.

DSS - Decision Support System

DSS Information system application that provides its users with decision-oriented information whenever
decision-making situations arise. When applied to executive managers, these systems are
sometimes called executive information systems.
 
MIS
MIS – Management Information System
Information system application which provides management-oriented reporting, usually in a
predetermined, fixed format.
EIS  
EIS – Executive Information System
Used by top level (strategic) management. They are designed to the individual. They let the CEO
of an organization tie in to all levels of the organization. They are very expensive to run and require
OAS extensive staff support to operate.
 
OAS – Office Automation System
Information System which facilitates everyday communication and data processing tasks in offices20
and business organizations.
1.2 SYSTEM DEVELOPMENT APPROACH
◼ System development method • Types of life cycle models
a. Structured Analysis- SDLC a. Waterfall model
b. Object Oriented Analysis b. Spiral Model
c. Agile/Adaptive Method c. Iterative and incremental development
d. Agile Model
e. Prototyping model
◼ SDLC activities
f. Rapid Application Development (RAD)
a. Planning g. Joint Application Development (JAD)
b. Analyze h. Extreme Programming (XP)
c. Design
d. Implementation
◼ Development
◼ Testing
e. Maintenance and Support
21
 A. STRUCTURED ANALYSIS

◼ is a traditional systems development technique that is time-tested and easy to understand.

◼ uses a series of phases, called the Systems Development Life Cycle (SDLC); to plan, analyze, design, implement,
and support an information system.
◼ predictive approach because it is based on an overall plan
◼ a process-centered technique
◼ treats processes and data as separate components

22
 B. O O ANALYSIS

◼ combines data and the processes that act on the data into things called objects
◼ Systems analysts use O-O to model real-world business processes and operations.
◼ An object is a member of a class, which is a collection of similar objects.
◼ Objects possess characteristics called properties, which the object inherits from its class or possesses on its own.

23
 C. AGILE APPROACH

◼ agile methods are the newest development

◼ attempt to develop a system incrementally, by building a series of prototypes and constantly adjusting them to
user requirements.
◼ Emphasizes continuous feedback, and each incremental step is affected by what was learned in the prior steps
◼ typically use a spiral model, which represents a series of iterations, or revisions, based on user feedback

24
SYSTEM DEVELOPMENT METHOD
STRUCTURED ANALYSIS
Represents the system in terms of
data and the processes that act upon
that data. System development is
organized into, phases, with
deliverables and milestones to
measure progress. The SDLC
waterfall model typically consists of
five phases. Iteration is possible
among the phases.
OBJECT-ORIENTED ANALYSIS
Views the system in terms of objects
that combine data and processes.
The objects represent actual people,
things, transactions, and events.
Compared to structured analysis,
O-O phases tend to be more
interactive. Can use the waterfall
model or the model that stresses
greater iteration.
AGILE/ADAPTIVE ANALYSIS
Stresses intense team-based effort,
breaks development process down
into cycles, or iterations that add
functionality. Each
iteration is designed, built and tested
in an ongoing process.
25
SYSTEM DEVELOPMENT LIFE CYCLE

◼ The information that users need often change over time. This may due to change within the organization or management.
◼ The development of the system is broken down into phases, referred as System Development Life Cycle (SDLC).
◼ SDLC is a model of the process of systems development. It is used by organizations to describe their approach to
produce computer systems. Traditionally this has been a staged (or phased) approach, known as the System Life Cycle or
System Development Life Cycle (SDLC).
◼ According to Kendall, Kenneth E. SDLC is a sequence of phase approach to analysis and design. It holds that systems are
best developed through the use of specific cycle of analyst and user activities.
◼ Whitten, Jeffrey L. said that SDLC is a systematic and orderly approach to solve business problems, develop and supporting
information system. It is sometimes called an application development life cycle.

26
 Book 3, pg 12

SYSTEMS DEVELOPMENT LIFE CYCLE PHASES

Phase Step Technique Deliverable
Planning Identify opportunity Analyze Project identification System request
Focus: Why build feasibility Technical feasibility Feasibility study
this system? Develop work plan Economic feasibility
How to structure the project? Staff project Organizational feasibility Project plan
Primary outputs: Control and direct project Time estimation — work plan
— System Request with Task identification
feasibility study Work breakdown structure — Staffing plan
— Project plan PERT chart — Standards list
Gantt chart — Risk assessment
Scope management
Project staffing
CASE repository
Standards Documentation
Time-boxing
Risk management
Analysis Develop analysis strategy Business process automation Business System proposal
Focus: Who, what, Determine business process improvement — Requirements definition
where, and when for Requirements Business process reengineering
27
this system? Create use cases Interview
Primary output Model processes JAD session
— System proposal Model data
 Book 3, pg 12

SYSTEMS DEVELOPMENT LIFE CYCLE PHASES

Phase Step Technique Deliverable

Design Design physical system Design strategy Alternative matrix
Focus: How will this Design architecture Architecture design System specification
system work? Hardware & software selection
Primary output: — Architecture report
— System specification — Hardware & software
specification

Implementation Construct system Programming Test plan

Focus: delivery and support of Install system Software testing Programs
completed system Maintain system Performance testing Documentation
Primary output: Post-implementation Training Problem report
— Installed system System maintenance
Project assessment

28
WATERFALL MODEL
The waterfall model is a sequential design process, often used
in software development processes, in which progress is seen as
flowing steadily downwards (like a waterfall) through the phases
of Conception, Initiation, Analysis, Design, Construction, Testing,
Production/Implementation and Maintenance.

29
 SPIRAL MODEL
∙ Focus is on risk assessment and on minimizing project risk by breaking a project into smaller segments and providing
more ease-of-change during the development process, as well as providing the opportunity to evaluate risks and weigh
consideration of project continuation throughout the life cycle.
∙ Each cycle involves a progression through the same sequence of steps, for each part of the product and for each of its
levels of elaboration, from an overall concept-of-operation document down to the coding of each individual program.
∙ Begin each cycle with an identification of stakeholders and their win conditions, and end each cycle with review and
commitment.

Types of project that suitable

Database development, stand-alone application, web-based application 30

SPIRAL MODEL

31
ITERATIVE AND INCREMENTAL DEVELOPMENT
Iterative and Incremental development is at the
heart of a cyclic software development process
developed in response to the weaknesses of the
waterfall model.
It starts with an initial planning and ends with
deployment with the cyclic interactions in
between

Types of project that suitable

Database development, stand-alone application, web-based application 32
AGILE MODEL
Agile Software Development is a group of software
development methodologies based on iterative and
incremental development, where requirements and solutions
develop through collaboration between self-organizing,
cross-functional teams.

33
 PROTOTYPING MODEL
The process of prototyping involves the following steps

a. Identify basic requirements

Determine basic requirements including the input and output information desired. Details, such as security, can typically be ignored.

b. Develop Initial Prototype

The initial prototype is developed that includes only user interfaces.

c. Review
The customers, including end-users, examine the prototype and provide feedback on additions or changes.

d. Revise and Enhance the Prototype

Using the feedback both the specifications and the prototype can be improved. Negotiation about what is within the scope of the
contract/product may be necessary. If changes are introduced then a repeat of steps #3 and #4 may be needed.

34
PROTOTYPING MODEL
Allows developers to create
portions of the solution to
demonstrate functionality
and make needed
refinements before
developing the final solution.
It is an activity that can occur
in software development and
is comparable to prototyping
as known from other fields,
such as mechanical
engineering or manufacturing

35
RAPID APPLICATION DEVELOPMENT (RAD)
Rapid application development (RAD) is a software
development methodology that uses minimal planning in
favor of rapid prototyping. The "planning" of software
developed using RAD is interleaved with writing the
software itself. The lack of extensive pre-planning
generally allows software to be written much faster, and
makes it easier to change requirements.

Types of project that suitable

Database development, stand-alone application, web-based application 36
JOINT APPLICATION DEVELOPMENT (JAD)
is a process that accelerates the design of information
technology solutions.
JAD uses customer involvement and group dynamics to
accurately depict the user's view of the business need and to
jointly develop a solution.
Before the advent of JAD, requirements were identified by
interviewing stakeholders individually. The ineffectiveness of
this interviewing technique, which focused on individual
input rather than group consensus, led to the development
of the JAD approach.

37
EXTREME PROGRAMMING (XP)
Extreme Programming (XP) is a software development
methodology which is intended to improve software quality and
responsiveness to changing customer requirements. As a type of
agile software development, it advocates frequent "releases" in
short development cycles (timeboxing), which is intended to
improve productivity and introduce checkpoints where new
customer requirements can be adopted

Types of project that suitable

38

Stand alone application project

5 BASIC GUIDELINES FOR SYSTEMS DEVELOPMENT

39
1.3PROJECT MANAGEMENT
◼ Project management for IT professionals includes activities :
1. Planning
2. Scheduling
3. Monitoring
4. Reporting on information system development

40
PLANNING
Steps in project planning:
◼ • Create a work breakdown structure.
◼ • Identify task patterns.
◼ • Calculate the critical path.

41
WORK BREAKDOWN STRUCTURE(WBS)

▪ A work breakdown structure (WBS) involves breaking a project down into a series of smaller tasks.
▪ A work breakdown structure must clearly identify each task and include an estimated duration.
▪ Examples of tasks include conducting interviews, designing a report, selecting software, waiting for the delivery
of
equipment, or training users.

42
 ESTIMATING TASK DURATION
◼ “The duration of a project is the elapsed time in business working days, not including weekends, holidays, or
other non-work days. (Wysocki 2012)
◼ Task duration can be hours, days, or weeks — depending on the project.
◼ Project managers often use a weighted formula for estimating the duration of each task. The project manager
first makes three time estimates for each task: an optimistic, or best-case estimate (B), a probable-case
estimate (P), and a pessimistic, or worst-case estimate (W). The manager then assigns a weight, which is
an importance value, to each estimate. The weight can vary, but a common approach is to use a ratio of B = 1, P
= 4, and W = 1. The expected task duration is calculated as follows:
ESTIMATING TASK DURATION

◼ For example, a project manager might estimate that a file-conversion task could be completed in as few as 20
days or could take as many as 34 days, but most likely will require 24 days. Using the formula, the expected task
duration is 25 days, calculated as follows:

Factors Affecting Duration When developing duration estimates, project managers consider four factors:

• Project size
• Human resources
• Experience with similar projects
• Constraints
44
TASK PATTERNS
IDENTIFY TASK PATTERNS
◼ Tasks in a work breakdown structure must be arranged in a logical sequence called a task pattern.

What Are Task Patterns?

◼ In any project, large or small, tasks depend on each other and must be performed
in a sequence, not unlike the commands in a software program.
◼ Task patterns can involve dependent tasks, multiple successor tasks, and multiple
predecessor tasks. In larger projects, these patterns can be very complex, and
an analyst must study the logical flow carefully.

45
 SCHEDULING(TECHNIQUES FOR ESTIMATING TASK
COMPLETION TIMES AND COSTS) Page 107

◼ There are four steps in developing project schedule:

◼ Identify all individual task for each activity using the SDLC standard as a guide
◼ Estimate the size of the task – the number of human resources, the person- days required, the calendar time required and other
special resources that may be needed.
◼ Determine the sequence of identified tasks
◼ Schedule the task themselves

◼ Two types of charts used to build project schedule

◼ A PERT / CPM (Project Evaluation & Review Technique / Critical Path Method)
◼ Gantt chart which was introduced by Henry L. Gantt

◼ Both these charts are used in scheduling project and as an evaluation tool in measuring development
progress. 46
◼ Key Points
◼ Gantt charts are useful for planning and scheduling projects. They help you assess how long a project should
take, determine the resources needed, and plan the order in which you'll complete tasks. They're also helpful for
managing the dependencies between tasks.
◼ Gantt charts are useful for monitoring a project's progress once it's underway, too. You can immediately see
what should have been achieved by a certain date and, if the project is behind schedule, you can take action to
bring it back on course.

47
 SCHEDULING TOOLS : PERT/CPM CHARTS.
◼ Program Evaluation Review Technique (PERT) was developed by the U.S. Navy to manage very complex
projects, such as the construction of nuclear submarines.
◼ At approximately the same time, the Critical Path Method (CPM) was developed by private industry to meet
similar project management needs.
◼ bottom-up technique, because it analyzes a large, complex project as a series of individual tasks.
◼ To create a PERT chart, you first identify all the project tasks and estimate how much time each task will take to
perform. Next, you must determine the logical order in which the tasks must be performed. For example, some tasks
cannot start until other tasks have been completed. In other situations, several tasks can be performed at the same
time.
◼ Once you know the tasks, their durations, and the order in which they must be performed, you can calculate the time
that it will take to complete the project.

48

Page 105
EXAMPLE : PERT / CPM

VIDEO Create a PERT/ CPM chart

ACTIVITIES Activity Predecessor Duration (days)

A - 3
B A 4
C A 2
D B 5
E C 1
F C 2
G D,E 4 49
H F,G 3
SCHEDULING TOOLS : GANTT CHART
◼ is a horizontal bar chart that represents a set of tasks
◼ Figure 3-6 displays five tasks in a vertical array, with time shown on the horizontal axis. The position of the
bar shows the planned starting and ending time of each task, and the length of the bar indicates its duration.
◼ On the horizontal axis, time can be shown as elapsed time from a fixed starting point, or as actual calendar
dates. A Gantt chart also can simplify a complex project by combining several activities into a task group

50

Page 105
EXAMPLE OF GANTT CHART

51
EXAMPLE : GANTT CHART

VIDEO Using Microsoft Project to create Gantt Chart

52
53
54
EXAMPLE OF TANGIBLE COST
TANGIBLE BENEFITS WORKSHEET

Sport Utilities Inventory System Project

A. Cost reduction or avoidance RM1,500

B. Error reduction RM 1,000

C. Increased flexibility RM 2,000

D. Increase speed of activities RM 3,000

E. Improvement in management planning and control RM 10,000

F. Others RM 0

55
Total tangible benefits RM 17,500
56
PROJECT MANAGER
◼ Project managers typically perform four activities, or functions: planning, scheduling, monitoring, and
reporting

Project scheduling : Project monitoring :

Project planning :
involves the creation of a
identifying all project specific timetable, usually in
tasks and estimating
the form of charts that show
the completion tasks, task dependencies, and
critical tasks that might delay
time and cost of each.
the project.
guiding, supervising, and
coordinating the project team’s
workload.
monitor the progress, evaluate the
results, and take corrective action
when necessary to control the
project .
Project reporting :
includes regular progress
reports to management,
users, and the project team
itself

57

Book1, pg 103