Sad

ELECTRONIC TRANSPARENCIES
D I S K
ELECTRONIC TRANSPARENCIES
DISK 1
MODERN SYSTEMS ANALYSIS AND DESIGN

Jeffrey A. Hoffer Joey F. George Joseph S. Valacich
B
THE BENJAMIN/CUMMINGS PUBLISHING COMPANY, INC.
READING , MASSACHUSETTS M ENLO P ARK, C ALIFORNIA NEW YORK DON MILLS , O NTARIO H ARLOW, U.K. A MSTERDAM BONN P ARIS M ILAN M ADRID SYDNEY S INGAPORE T OKYO SEOUL TAIPEI M EXICO CITY SAN JUAN , PUERTO RICO
Executive Editor: Michael Payne Senior Acquisitions Editor: Maureen Allaire Assistant Editor: Susannah Davidson Marketing Manager: Melissa Baumwald Production Editor: Teresa Thomas Cover Design: Yvo Riezebos Art Supervisor: Karl Miyajima Artist: Mark Konrad Senior Manufacturing Coordinator: Merry Free Osborn Cover art: La belle jardinire, 1939, by Paul Klee, oil and tempura on burlap, Kuntsmuseum Berne, Paul-Klee-Stiftung; 1996 ARS, New York/VG Bild-Kunst, Bonn.
USA Group, Inc., Atkinson Construction, Allison Engine Company, McHenry County, IVI Publishing, Consensys Group, and Albertsons Inc. are not affiliated with The Benjamin/Cummings Publishing Company, Inc. Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or any other media or embodiments now known or hereafter to become known, without the prior written permission of the publisher. Manufactured in the United States of America. Published simultaneously in Canada. ISBN 0805324879
B
The Benjamin/Cummings Publishing Company, Inc. 2725 Sand Hill Road Menlo Park, CA 94025 http://www.aw.com/bc/is/
CONTENTS
Disk 1 Part I Defining the Context for Systems Development
Chapter 1
Figure 1-1 Figure 1-2a Figure 1-2b Figure 1-3 Figure 1-7
The Systems Development Environment

Differences among data, data flow, and processing logic Traditional approach Database approach Three application systems at Pine Valley Furniture The prototyping methodology
Chapter 2
Figure 2-2
A Systems Analysis and Design Project at Pine Valley Furniture

System Service Request for Purchasing Fulfillment System Top-down view of Purchasing Fulfillment System: Context diagram Top-down view of Purchasing Fulfillment System: Data flow diagram Analysis phase review meeting excerpts: Entity-relationship (E-R) diagram Analysis phase review meeting excerpts: System benefits, costs, and risks Analysis phase review meeting excerpts: Financial justification Example dialogue tree Conversion and installation plan Example system flow chart Example program structure chart
Figure 2-4a Figure 2-4b Figure 2-6a Figure 2-6b Figure 2-6c Figure 2-8 Figure 2-10 Figure 2-12 Figure 2-13
Part II Preparing and Organizing for Systems Development

Chapter 3
Figure 3-2 Figure 3-3 Figure 3-5 Figure 3-6 Figure 3-7 Figure 3-9 Figure 3-10 Figure 3-10
Succeeding as a Systems Analyst

A general depiction of a system Special characteristics of interfaces Purposes of decomposition An example of system decomposition A fast food restaurants customer order information system depicted in a data flow diagram Some guidelines for running effective meetings ACM Code of Ethics and Professional Conduct (Part 1) ACM Code of Ethics and Professional Conduct (Part 2)
Chapter 4
Figure 4-2 Figure 4-4
Managing the Information Systems Project

A project manager juggles numerous items during a project The project workbook for the Purchasing Fulfillment System project contains both hard copy and electronic documents Level of detail in a project plan at the start of the project Level of detail in a project plan in the middle of the project Tradeoffs between the quality of the program code versus the speed of programming Graphical diagrams for depicting project plans: Gantt chart Graphical diagrams for depicting project plans: PERT chart Estimated time calculations for the SPTS project Gantt chart for the SPTS project
Figure 4-5a Figure 4-5b Figure 4-7 Figure 4-8a Figure 4-8b Figure 4-11 Figure 4-13
Figure 4-14 Figure 4-15 Figure 4-16 Figure 4-20
PERT chart for the SPTS project PERT chart for the SPTS project showing estimated times for each activity and their earliest and latest expected completion time Activity slack time calculations for the SPTS project Viewing project information as a PERT chart in Microsoft Project for Windows
Chapter 5
Automating Development through CASE

A profile of CASE users: Years of IS experience A profile of CASE users: Number of IS projects Popular uses for CASE The growth of the worldwide CASE market The relationship between CASE tools and the systems development life cycle System development items stored in the CASE repository Common components of a comprehensive CASE repository Data dictionary definition of a repository item from Visible Systems Corporations VAW CASE environment Impact of documentation quality on system maintenance
Figure 5-2a Figure 5-2b Figure 5-3 Figure 5-5 Figure 5-6 Figure 5-12 Figure 5-13 Figure 5-14 Figure 5-16
Part III
Chapter 6
Making the Business Case

Identifying and Selecting Systems Development Projects
Project selection decisions must consider numerous factors and can have numerous outcomes
Figure 6-2
Figure 6-3 Figure 6-7 Figure 6-9 Figure 6-10 Figure 6-11 Figure 6-12 Figure 6-13 Figure 6-14 Figure 6-17
Information systems development projects come from both top-down and bottom-up initiatives Information systems planning is a three-step process Information systems architecture framework Parallel activities of corporate strategic planning and information systems planning Information systems planning information (Pine Valley Furniture) Functional decomposition of information systems planning information (Pine Valley Furniture) Data Entity-to-Function matrix (Pine Valley Furniture) Information System-to-Objective matrix (Pine Valley Furniture) Systems development projects flow from the information systems plan
Chapter 7
Figure 7-2 Figure 7-4 Figure 7-5 Figure 7-6 Figure 7-7
Initiating and Planning Systems Development Projects

Statement of Work for the Customer Tracking System (Pine Valley Furniture) Tangible benefits for Customer Tracking System (Pine Valley Furniture) One-time costs for Customer Tracking System (Pine Valley Furniture) Recurring costs for Customer Tracking System (Pine Valley Furniture) Summary spreadsheet reflecting the present value calculations of all benefits and costs for the Customer Tracking System (Pine Valley Furniture) Break-even analysis for Customer Tracking System (Pine Valley Furniture) Effects of degree of project structure, project size, and familiarity with application area on project implementation risk
Outline of a Baseline Project Plan Statement of project scope (Pine Valley Furniture)
Part IV
Chapter 8
Analysis
Determining System Requirements
Typical interview guide Typical interview guide (continued) Illustration of the typical room layout for a JAD
Figure 8-2a Figure 8-2b Figure 8-6
Chapter 9
Figure 9-2 Figure 9-4 Figure 9-5 Figure 9-6 Figure 9-7 Figure 9-8 Figure 9-9
Structuring System Requirements: Process Modeling

Comparison of DeMarco and Yourdan and Gane & Sarson DFD symbol sets Context diagram of Hoosier Burgers food ordering system Level-0 DFD of Hoosier Burgers food ordering system Incorrect and correct ways to draw data flow diagrams Level-1 diagram showing the decomposition of Process 1.0 from the level-0 diagram for Hoosier Burgers food ordering system Level-1 diagram showing the decomposition of Process 4.0 from the level-0 diagram for Hoosier Burgers food ordering system Level-2 diagram showing the decomposition of Process 4.3 from the level-1 diagram for Process 4.0 for Hoosier Burgers food ordering system An unbalanced set of data flow diagrams: (a) Context diagram; (b) Level-0 diagram Example of data flow splitting: (a) Composite data flow; (b) Disaggregated data flows
Figure 9-12 Figure 9-13a Figure 9-13b Figure 9-15 Figure 9-16 Figure 9-17 Figure 9-18 Figure 9-19 Figure 9-20 Figure 9-21
List of activities involved in Bob Mellankamps inventory control system for Hoosier Burger Hoosier Burgers current physical inventory control system: Context diagram Hoosier Burgers current physical inventory control system: Level-0 data flow diagram Level-0 data flow diagram for Hoosier Burgers current logical inventory control system Level-0 data flow diagram for Hoosier Burgers new logical inventory control system Hoosier Burgers hiring procedures: (a) Data flow diagram; (b) Analysis of completeness report from CASE tool VAW repository entry for a data flow Class registration system (for Problem and Exercise 6) DFD for Problem and Exercise 10 DFD for Problem and Exercise 11
Chapter 10 Structuring System Requirements: Logic Modeling

Figure 10-2 Figure 10-3 Figure 10-4 Figure 10-5 Figure 10-6 Figure 10-7 Figure 10-8
Current logical DFD for Hoosier Burgers inventory control system Structured English representations of the four processes depicted in Figure 10-2 Complete decision table for payroll system example Reduced decision table for payroll system example Complete decision table for Hoosier Burgers inventory reordering Reduced decision table for Hoosier Burgers inventory reordering Generic decision tree
Decision tree representation of the decision logic in the decision tables in Figures 10-4 and 10-5, with only two choices per decision point Decision tree representation of the decision logic in the decision tables in Figures 10-4 and 10-5, with multiple choices per decision point State-transition diagram for a two-state coffee maker State-transition diagram for Hoosier Burgers food-ordering system State-transition table for Hoosier Burgers food-ordering system
Chapter 11 Structuring System Requirements: Conceptual Data Modeling

Figure 11-5 Figure 11-6 Figure 11-7a Figure 11-7b Figure 11-8 Figure 11-9 Figure 11-10 Figure 11-11 Figure 11-12 Figure 11-15 Figure 11-16 Figure 11-17 Figure 11-18 Figure 11-19
Entity-relationship notation Example relationships of different degrees Bill-of-materials unary relationship: Many-to-many Bill-of-materials unary relationship: Two instances Examples of cardinalities in relationships: (a) Mandatory cardinalities; (b) One optional, one mandatory cardinality; (c) Optional cardinalities Example associative entity SHIPMENT entity type (a gerund) Examples of business rules: (a) Simple banking relationship; (b) Typical domain definitions; (c) Typical triggering operation Typical conceptual data model elements in a project dictionary Preliminary E-R diagram for Hoosier Burgers inventory control system Final E-R diagram for Hoosier Burgers inventory control system E-R diagram for Problem and Exercise 8 E-R diagram for Problem and Exercise 11 E-R diagram for Problem and Exercise 16
Chapter 12 Selecting the Best Alternative Design Strategy

The steps in Hoosier Burgers inventory control system Description of three alternative systems that could be developed for Hoosier Burgers inventory system Weighted approach for comparing the three alternative systems for Hoosier Burgers inventory system Hoosier Burgers revised cost-benefit analysis for its Inventory Control System Project Hoosier Burgers revised schedule for its Inventory Control System project
Figure 1-1
Differences among data, data flow, and processing logic
Data Name John Smith Joan Chen Wilma Alvarez Age 25 42 31 Party Democrat Republican Independent Validate Credit Card Sale
Data Flow
Account number and transaction data
Valid account number and transaction data
Processing Logic
Event::Hours-Worked = 0 Event Action:: If Hours-Worked > 40 then Pay = 40 * Pay-Rate + (Hours-Worked - 40) * (1.5 * Pay-Rate) Else Pay = Pay-Rate * Hours-Worked End if
Transactions
Account number and transactions
Prepare Statement
Statement
Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.
Figure 1-2a
Traditional approach
Payroll System
Project Management System
Tax Data
Personnel Data
Personnel Data
Projects Data
Figure 1-2b
Database approach
Payroll System
Project Management System
Tax Data
Personnel Data
Projects Data
Figure 1-3
Three application systems at Pine Valley Furniture
Orders Department
Accounting Department
Payroll Department
Program A
Program B
Program C
Program A
Program B
Program A
Program B
Order Filling System
Invoicing System
Payroll System
Customer Master File
Inventory Master File
Back Order File
Inventory Pricing File
Customer Master File
Employee Master File
(Source: McFadden and Hoffer, 1994)
Figure 1-7
The prototyping methodology
Identify Problem
Initial Requirements
Develop Prototype
Wo
rki
Convert to Operational System
ng
Pr
oto
typ
New Requirements
If Prototype Inefficient Problems
Implement & Use Prototype

Next Version
Revise & Enhance Prototype
(Adapted from Naumann and Jenkins, 1982)
Figure 2-2
System Service Request for Purchasing Fulfillment System
Pine Valley Furniture System Service Request REQUESTED BY DEPARTMENT LOCATION CONTACT TYPE OF REQUEST [ X ] New System [ [ ] ] System Enhancement System Error Correction Juanita Lopez Purchasing, Manufacturing Support Headquarters, 1-322 Tel: 4-3267 FAX: 4-3270 e-mail: jlopez URGENCY [ ] Immediate Operations are impaired or opportunity lost [ ] Problems exist, but can be worked around [ X ] Business losses can be tolerated until new system installed DATE November 1, 1994
PROBLEM STATEMENT Sales growth at PVF has caused greater volume of work for the manufacturing support unit within Purchasing. Further, more concentration on customer service has reduced manufacturing lead times, which puts more pressure on purchasing activities. In addition, cost-cutting measures force Purchasing to be more aggressive in negotiating terms with vendors, improving delivery times, and lowering our investments in inventory. The current modest systems support for manufacturing purchasing is not responsive to these new business conditions. Data are not available, information cannot be summarized, supplier orders cannot be adequately tracked, and commodity buying is not well supported. PVF is spending too much on raw materials and not being responsive to manufacturing needs. SERVICE REQUEST I request a thorough analysis of our current operations with the intent to design and build a completely new information system. This system should handle all purchasing transactions, support display and reporting of critical purchasing data, and assist purchasing agents in commodity buying. IS LIAISON SPONSOR Chris Martin (Tel: 4-6204 FAX: 4-6200 e-mail: cmartin) Sal Divario, Director, Purchasing TO BE COMPLETED BY SYSTEMS PRIORITY BOARD [ [ [ [ ] ] ] ] Request approved Assigned to Start date Recommend revision Suggest user development Reject for reason
Figure 2-4a
Top-down view of Purchasing Fulfillment System: Context diagram
Price & Terms Quotes Shipment
Suppliers
Production Schedules Production Capacities Material Availability
0 Purchasing Fulfillment System
Request for Quotes Order Supplier Material Evaluation Material Specifications
Production Schedulers
Supplier Material Specifications
Engineering
Figure 2-4b
Top-down view of Purchasing Fulfillment System: Data flow diagram
Production Schedulers
Production Capacities Production Schedules
Suppliers 1.0 Forecast Material Needs 2.0 Plan Purchase Agreements
Material Forecasts
Price & Term Quotes
Supplier Material Evaluations Supplier Description
6.0 Order Materials
Preferred Supplier
4.0 Select Preferred Supplier
Engineering
Criteria
Order
Bill of Materials
5.0 Suppliers Produce Bill of Materials
Product Design
3.0 Develop Purchased Goods Specs
Material Specifications
Figure 2-6a
Analysis phase review meeting excerpts: Entity-relationship (E-R) diagram
Legend Entity
Relationships Sends
Supplier
4 Supplies
mandatory 1 mandatory many optional many
Shipment
Receives
Item
Produces
Production Plan
Bill of Materials
Generates
Product
Builds
Master Schedule
Figure 2-6b
Analysis phase review meeting excerpts: System benefits, costs, and risks
TANGIBLE ONE-TIME BENEFITS Write-off of obsolete inventory: Reduction in number of suppliers: TANGIBLE RECURRING ANNUAL BENEFITS Lower inventory carrying costs: Net materials cost savings: Less manufacturing rework: Less manufacturing down-time: Absorb growth with no additional staff: TANGIBLE ONE-TIME COSTS System development: Equipment: Training: Conversion and installation: TANGIBLE RECURRING ANNUAL COSTS Data center charges: INTANGIBLES Foundation for electronic linkage with suppliers in future Improved purchasing and manufacturing staff morale Improved management reporting and decision making
$ 40,000 14,000 _________ $ 54,000 $ 23,000 37,500 13,000 25,000 32,000 _________ $130,500 $138,000 45,000 5,000 23,000 _________ $211,000 $ 39,500
RISKS Possible negative supplier reaction to system changes Poor quality data in current systems may necessitate a costly data cleanup project Potential delays or problems from possible rst use of the Sybase client/server database engine by PVF
Figure 2-6c
Analysis phase review meeting excerpts: Financial justification
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Pine Valley Furniture Economic Feasibility Analysis Purchasing Fulfillment System Project
Year 0 $54,000 1.0000 $54,000
$54,000 ($211,000) $0 1.0000 $0 ($211,000) ($39,500) 0.8929 ($35,268) ($246,268) ($39,500) 0.7972 ($31,489) ($277,757) ($39,500) 0.7118 ($28,115) ($305,872) ($39,500) 0.6355 ($25,103) ($330,975) ($39,500) 0.5674 ($22,416) ($353,389) ($353,389)
Net economic benefit Discount rate (12%) PV of benefits
Year 1 $130,500 0.8929 $116,518

$170,518
Year of Project Year 2 Year 3 $130,500 $130,500 0.7972 0.7118 $104,034 $92,887 $274,552 $367,439
Year 4 $130,500 0.6355 $82,935

$450,374
Year 5 $130,500 0.5674 $74,049

$524,423
TOTALS
NPV of all BENEFITS One-time COSTS

Recurring Costs Discount rate (12%) PV of Recurring Costs
$524,423
NPV of all COSTS
Overall NPV
$171,035
Overall ROI - (Overall NPV / NPV of all COSTS)
.048
Break-even Analysis Yearly NPV Cash Flow Overall NPV Cash Flow
($157,000) ($157,000)
$81,250 ($75,750)
$72,545 ($3,205)
$64,772 $61,567
$57,832 $119,399
$51,636 $171,035
Project break-even occurs between years 2 and 3 Use first year of positive cash flow to calculate break-even fraction - ((64,772 / 61,567) / 64,772) = .05 Actual break-even occurred at 2.05 years (about 2 years and 1 month) Note: All dollar values have been rounded to the nearest dollar
Figure 2-8
Example dialogue tree
0 Login Screen System 1 Main Menu 0,System
1.1 Find Suppliers For Item 0,1 1.1.1 Supplier Display 1,1.1
1.2 Find Items For Supplier 0,1
1.3 Find Suppliers For Item and Conditions 0,1 1.3.1 Supplier Display 1.3,1
Figure 2-10
Conversion and installation plan
Purchasing Fulfillment System

Conversion Schedule
ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Name Start System Conversion Unload current vendor data files Analyze vendor data for errors Clean vendor data files Begin Wood Materials Conversion Extract data for wood materials Clean data for wood materials Load data for wood materials Disable old programs for wood area Add new data for wood materials Run acceptance test for wood area Install new programs for wood area Monitor wood materials use Begin fastener conversion Extract data for fasteners Clean data for fasteners Load data for fasteners Disable old program for fasteners Add new data for fasteners Run acceptance test for fasteners Install new programs for fasteners Monitor fasteners use Terminate conversion Duration M 0d 1d 2d 2d 0d 1d 1d 1d 1d 1d 2d 1d 5d 0d 1d 1d 1d 1d 1d 1d 1d 3d 0d March 10 T W T F S S M March 17 T W T F S S M March 24 T W T F S S M March 31 T W T F S S M T
Project: Purchasing System Conversion Date: March 15, 1996
Critical Noncritical
Progress Milestone
Summary Rolled Up
Figure 2-12
Example system flow chart
Bill of Materials
Production Schedule
Legend
Online Storage Items to Order
Explode Processing
Requirements
Quotes
Display Output
Rejected Orders
Select Vendor
Vendors
Printed Output
Order Report
Tentative Orders
Order Confirmations
Write Orders
Purchase Orders
Figure 2-13
Example program structure chart
Write Purchase Order

P.O. Number
P.O. Number
P.O. Number
Add New Purchase Order
Change Existing Purchase Order
Delete Pending Purchase Order
Print Purchase Order
Vendor Number
Vendor Status
Order Data
Linenum
Check for New Vendor
Get Basic Purchase Order Data
Get Product Data for Purchase Order

Delivery Date
Legend Module
Product_No
Product Status
Order Quantity
data couple control flag
Read Product Data for Purchase
Get Quantity to Order
Get Delivery Terms for Order
Figure 3-2
A general depiction of a system
Input Components
Environment
Boundary
Interfaces
Interrelationship Output
Figure 3-3
Special characteristics of interfaces
INTERFACE FUNCTIONS Because an interface exists at the point where a system meets its environment, the interface has several special, important functions. An interface provides
Security, protecting the system from undesirable elements that may want
to inltrate it Filtering unwanted data, both for elements leaving the system and entering it Coding and decoding incoming and outgoing messages Detecting and correcting errors in its interaction with the environment Buffering, providing a layer of slack between the system and its environment, so that the system and its environment can work on different cycles and at different speeds Summarizing raw data and transforming them into the level of detail and format needed throughout the system (for an input interface) or in the environment (for an output interface) Because interface functions are critical in communication between system components or a system and its environment, interfaces receive much attention in the design of information systems (see Chapters 13 and 14).
Figure 3-5
Purposes of decomposition
DECOMPOSITION FUNCTIONS Decomposition aids a systems analyst and other systems development project team members by
Breaking a system into smaller, more manageable and understandable
subsystems Facilitating the focusing of attention on one area (subsystem) at a time without interference from other parts Allowing attention to concentrate on the part of the system pertinent to a particular audience, without confusing people with details irrelevant to their interests Permitting different parts of the system to be built at independent times and/or by different people
Figure 3-6
An example of system decomposition
After Decomposition
C D Player System CD Music CD Control settings Control settings
Signal Reading Subsystem Signal Control Subsystem
Signal Amplifying Subsystem Signal Conversion Subsystem
Music
Figure 3-7
A fast food restaurants customer order information system depicted in a data flow diagram
Customer Order
Kitchen Order
Customer
Receipt
Kitchen
1.0 Process Customer Food Order 2.0 Update Goods Sold File
Goods Sold Inventory Data
3.0 Update Inventory File
Formatted Goods Sold Data
Formatted Inventory Data
Goods Sold File

Daily Goods Sold Amount
Inventory File 4.0

Daily Inventory Depletion Amounts
Produce Management Management Reports Reports
Restaurant Manager
Figure 3-9
Some guidelines for running effective meetings
Become comfortable with your role as facilitator by gaining condence
in your ability, being clear about your purpose, and nding a style that is right for you. At the beginning of the meeting, make sure the group understands what is expected of them and of you. Use physical movement to focus on yourself or on the group, depending on which is called for at the time. Reward group member participation with thanks and respect. Ask questions instead of making statements. Be willing to wait patiently for group members to answer the questions you ask them. Be a good listener. Keep the group focused. Encourage group members to feel ownership of the groups goals and of their attempts to reach those goals.
(Adapted from Option Technologies, Inc. [1992])
Figure 3-10
ACM Code of Ethics and Professional Conduct (Part 1)
Association for Computing Machinery Professional Code of Ethics Preamble These statements of intended conduct are expected of every member (voting members, associate members, and student members) of the Association for Computing Machinery (ACM). Section 1.0 consists of fundamental ethical considerations; section 2.0 includes additional considerations of professional conduct; statements in 3.0 pertain to individuals who have a leadership role; and section 4.0 deals with compliance. ACM shall prepare and maintain an additional document for interpreting and following this Code. (1.0) General Moral Imperatives (As an ACM member I will . . .) (1.1) Contribute to society and human well-being. (1.2) Avoid harm to others. (1.3) Be honest and trustworthy. (1.4) Be fair and take action not to discriminate. (1.5) Respect property rights (Honor copyrights and patents; give proper credit; not steal, damage, or copy without permission). (1.6) Respect the privacy of others. (1.7) Honor condentiality. (2.0) Additional Professional Obligations (As an ACM computing professional I will . . .) (2.1) Strive to achieve the highest quality in the processes and products of my work. (2.2) Acquire and maintain professional competence. (2.3) Know and respect existing law pertaining to my professional work. (2.4) Encourage review by peers and all affected parties. (2.5) Give well-grounded evaluations of computer systems, their impacts, and possible risks. (2.6) Honor contracts, agreements, and acknowledged responsibilities. (2.7) Improve public understanding of computing and its consequences.
Revision Draft No. 19 (9/19/91), used with permission
Figure 3-10
ACM Code of Ethics and Professional Conduct (Part 2)
(3.0) Organizational Leadership Imperatives (As an organizational leader I will . . .) (3.1) Articulate social responsibilities of members of the organizational unit and encourage full participation in these responsibilities. (3.2) Shape information systems to enhance the quality of working life. (3.3) Articulate proper and authorized uses of organizational computer technology and enforce those policies. (3.4) Ensure participation of users and other affected parties in system design, development and implementation. (3.5) Support policies that protect the dignity of users and others affected by a computerized system. (3.6) Support opportunities for learning the principles and limitations of computer systems. (4.0) Compliance with Code (4.1) I will uphold and promote the principles of this Code. (4.2) If I observe an apparent violation of this Code, I will take appropriate action leading to a remedy. (4.3) I understand that violation of this Code is inconsistent with continued membership in the ACM.
Revision Draft No. 19 (9/19/91), used with permission
Figure 4-2
A project manager juggles numerous items during a project
Customer and Management Expectations Technological Change
Documentation and Communication
Systems Development Life Cycle
The Art of Project Management
Time and Resource Constraints
Organizational Change and Complexity
Methodologies and Tools
Contractors and Vendors
Managing People
Figure 4-4
The project workbook for the Purchasing Fulfillment System project contains both hard copy and electronic documents
1
Pine Valley Furniture Information Systems Development Group
1. Project overview 2. Initiation plan and SSR 3. Project scope and risks 4. 5. 6. 7. 8. 9. Management procedures Data descriptions Process descriptions Team correspondence Statement of work Project schedule
2 3 4 5
Purchasing Fulfillment System
6 7 8 9
Online copies of data dictionary, diagrams, schedules, reports, etc.
Manager: Chris Martin
PFS Project PFS Project Data Dictionary PFS Project Data Dictionary Diagrams Data Dictionary Diagrams Diagrams
Figure 4-5a
Level of detail in a project plan at the start of the project
Analysis General
Design
Implementation
Planning level
Part of project planned so far
Detailed Start of project
Time
End of project
Current stage of project

Figure 4-5b
Level of detail in a project plan in the middle of the project
Analysis General
Design
Implementation
Planning level
Part of project planned so far
Detailed Start of project
Time
End of project
Current stage of project

Figure 4-7
Tradeoffs between the quality of the program code versus the speed of programming
High
Quality of Work
Brenda
Adam Carl
Low
Short
(Adapted from Page-Jones, 1985)
Time of Programming a Task
Long
Figure 4.8a
Graphical diagrams for depicting project plans: Gantt chart
Sales Promotion Tracking

April 1996
ID Name
May 1996
June 1996
July 1996
August 1996
September
1 2 3 4 5 6 7 8
Requirements Collection Screen Design Report Design Database Design User Documentation Programming Testing Installation
Critical
Date: 4/1/96 8:00am
Progress Milestone
Summary Rolled Up
Noncritical
Figure 4-8b
Graphical diagrams for depicting project plans: PERT chart

User Documentation 5 5.5w 7/15/96 8/21/96 Screen Design 2 5/20/96 Requirements Collection 1 5w 4/15/96 5/17/96 6w 6/28/96 Database Design 4 7/1/96 2w 7/12/96 Programming 6 7/15/96 5w 8/16/96 Testing 7 8/19/96 3w 9/6/96 Installation 8 9/9/96 1w 9/13/96
Report Design 3 5/20/96 6w 6/28/96
Name
Date: 4/1/96 8:00am
Critical Noncritical
Milestone Summary
Subproject Marked
ID Scheduled Start
Duration Scheduled Finish
Figure 4-11
Estimated time calculations for the SPTS project
ACTIVITY 1. 2. 3. 4. 5. 6. 7. 8. Requirements Collection Screen Design Report Design Database Construction User Documentation Programming Testing Installation
TIME ESTIMATE (in weeks) o r p 1 5 3 1 3 4 1 1 5 6 6 2 6 5 3 1 9 7 9 3 7 6 5 1
EXPECTED TIME (ET) o + 4r + p 6 5 6 6 2 5.5 5 3 1
Figure 4-13
Gantt chart for the SPTS project

April 1996
ID Name
May 1996
June 1996
July 1996
August 1996
September
1 2 3 4 5 6 7 8
Requirements Collection Screen Design Report Design Database Design User Documentation Programming Testing Installation
Critical
Date: 4/1/96 8:00am
Progress Milestone
Summary Rolled Up
Noncritical
Figure 4-14
PERT chart for the SPTS project
Screen Design Requirements Collection
User Documentation Database Construction
Installation
1 3
Report Design
4 6
Programming
7
Testing
Figure 4-15
PERT chart for the SPTS project showing estimated times for each activity and their earliest and latest expected completion time
TE = 11 TL = 11 TE = 5 TL = 5
TE = 18.5 TL = 21 TE = 13 TL = 13
TE = 22 TL = 22
2
ET = 6 TE = 11 TL = 11
5
ET = 5.5 TE = 18 TL = 18
8
ET = 1 TE = 21 TL = 21
1
ET = 5
4
ET = 2
3
ET = 6
6
ET = 5
7
ET = 3
Critical path
Non-critical path
Figure 4-16
Activity slack time calculations for the SPTS project
ACTIVITY 1 2 3 4 5 6 7 8
TE 5 11 11 13 18.5 18 21 22
TL 5 11 11 13 21 18 21 22
SLACK TL TE 0 0 0 0 2.5 0 0 0
ON CRITICAL PATH
Figure 4-20
Viewing project information as a PERT chart in Microsoft Project for Windows
Figure 5-2a
A profile of CASE users: Years of IS experience
11 to 15 29.6%
6 to 10 18.3%
1 to 5 2.8%
More than 15 49.3%
(Source: Jones and Arnett, 1992)
Figure 5-2b
A profile of CASE users: Number of IS projects

(Figures do not add up to 100% due to rounding.)
1 to 10 45.1%
11 to 20 29.6% More than 30 15.5% 21 to 30 10%
Figure 5-3
Popular uses for CASE
Data Dictionary Project Management Documentation
56.3 56.3 54.9 53.5 52.1 47.9 40.8
Feature
Prototyping Graphics Code Generation Cost/Benefit Analysis
10
20
30
40
50
60
Percentage of users who regularly use this feature

Figure 5-5
The growth of the worldwide CASE market
1992 Analysis & Design 0.61 1.67 0.85 2.6 1.1 5 1.8 4.5 0.17 0.65 0 1 2 3 4 5 6 1996
Code & Application
Tool Type
Generators Integrated CASE Editors, Compilers, Debuggers & Testing
Reverse Engineering
Market Size ($ Billion)

(Source: Pfrenzinger, 1992)
Figure 5-6
The relationship between CASE tools and the systems development life cycle
Project Identification & Selection Project Initiation & Planning
Requirements Definition
Analysis Requirements Structuring
Alternative Generation & Selection
Realm of upper CASE tools
Design Logical Design Physical Design
Coding
Implementation Documentation Testing Training
Installation
Realm of lower CASE tools
Maintenance
Figure 5-12
System development items stored in the CASE repository
Diagrams Forms and Reports
Documentation
CASE Repository Project Information
Analysis & Testing Results
Source & Object Code
Standard Libraries
Figure 5-13
Common components of a comprehensive CASE repository
Application Development Environment
Production Environment
CASE Tools
Application Programs
Repository
Data Dictionary
Information Repository Business Information Application Portfolio
Figure 5-14
Data dictionary definition of a repository item from Visible Systems Corporations VAW CASE environment
Figure 5-16
Impact of documentation quality on system maintenance
400 % Change in maintenance effort from norm
400
300
200
200
125 100 75 30 0 Norm 0 15 100 Poor Average Documentation technical quality High 35 80
48
50
(Source: Hanna, 1992)

Figure 6-2
Project selection decisions must consider numerous factors and can have numerous outcomes
Perceived and Real Needs
Existing and Available Resources
Decision Outcome List of Potential and Ongoing Projects Project Selection Decision
Accept Project Reject Project Delay Project Refocus Project End-User Development Proof of Concept
Current Organizational Environment
Evaluation Criteria
Figure 6-3
Information systems development projects come from both top-down and bottom-up initiatives
Sources of Potential Projects
Project Identification and Selection
Project Initiation and Planning
Top Down
Top Management Steering Committee
Schedule of Projects Evaluate, Prioritize, and Schedule Projects Bottom Up

User Departments Development Group 1. ... 2. ... 3. ...
Figure 6-7
Information systems planning is a three-step process
Step 1
Current Situation: listing of manual & automated processes listing of manual & automated data technology inventory human resources inventory
Step 2
Future Situation: blueprints of manual & automated processes blueprints of manual & automated data technology blueprints human resources blueprints
Schedule of Projects:
viend
Step 3
dkfjsk dkksl f kdkj dkj s ak df kdjfdd 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Figure 6-9
Information systems architecture framework
Data 1 Business Scope
Process
Network
List of Entities Important to the Business
List of Functions the Business Performs
List of Locations in which the Business Operates
2 Business Model
Business Entities and their Inter-relationships
Function and Process Decomposition
Communications Links between Business Locations
3 Information Systems Model
Model of the Business Data and its Inter-relationships
Flows between Application Processes
Distribution Network
4 Technology Model
Database Design
Process Specifications
Configuration Design
5 Technology Definition
Database Schema and Subschema Definition
Program Code and Control Blocks
Configuration Definition
6 Information System
Data and Information
Application Programs
System Configuration
(Adapted from Zachman, 1987)
Figure 6-10
Parallel activities of corporate strategic planning and information systems planning
Corporate Strategic Planning
Information Systems Planning Current Situation: listing of manual & automated processes listing of manual & automated data technology inventory human resources inventory
Current Enterprise
Future Enterprise
Future Situation: blueprints of manual & automated processes blueprints of manual & automated data technology blueprints human resources blueprints
Schedule of Projects: Strategic Plan

viend dkfjsk dkksl f kdkj dkj s ak df kdjfdd 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Figure 6-11
Information systems planning information (Pine Valley Furniture)
FUNCTIONS: business planning product development marketing and sales production operations nance and accounting human resources
DATA ENTITIES: customer product vendor raw material order invoice equipment
INFORMATION SYSTEMS: payroll processing accounts payable accounts receivable time card processing inventory management
Figure 6-12
Functional decomposition of information systems planning information (Pine Valley Furniture)
Business functions
Supporting functions
Business Planning Market Analysis Sales Forecasting Product Development Concept Analysis Product Design Marketing and Sales Marketing Research Order Fulfillment Distribution Production Operations Production Scheduling Fabrication Assembly Finishing Finance and Accounting Capital Budgeting Accounts Receivable Accounts Payable Human Resources Recruiting Training
Figure 6-13
Data Entity-to-Function matrix (Pine Valley Furniture)
Raw Material
Work Center
Equipment
Employees
Customer
Product
Vendor
Invoice
Order
Business Functions Marketing and Sales Marketing Research Order Fulfillment Distribution Production Operations Production Scheduling Fabrication Assembly Finishing Finance and Accounting Capital Budgeting Accounts Receivable Accounts Payable Human Resources Recruiting Training ...
X X X
X X X
X X X X X X X X X X X
X X X X X
X X X X
X X X X
X X X
X = data entity is used within business function
...
Data Entity Types
Work Order
Figure 6-14
Information System-to-Objective matrix (Pine Valley Furniture)
Innovation
Personnel F C F C C C F F
Information System Transaction Processing Order Tracking Order Processing Plant Scheduling Payroll Accounts Payable Accounts Receivable Cash Management ... Management Information Systems Sales Management Sales Region Analysis Inventory Control Production Scheduling ...
F C F C C C F
F C F
C F
C F C F
F F C F
F F C F
C = objective currently supported by existing systems F = objective is planned to be supported by future system
Diversity F F
Objective Service Profit
Figure 6-17
Systems development projects flow from the information systems plan
Information Systems Plan: I. Organizational Mission II. Informational Inventory III. Mission and Objectives of IS IV. Constraints V. Long-Term Plan VI. Short-Term Plan VII. Conclusions
Project 1 Project 2 Project 3 Project 4 Project 5
Figure 7-2
Statement of Work for the Customer Tracking System (Pine Valley Furniture)
Pine Valley Furniture Statement of Work Project Name: PVF Project Manager: Customer: Project Sponsor:
Prepared: 9/20/95
Customer Tracking Systems Jim Woo Marketing Jackie Judson
Project Start / End (projected): 10/1/952/1/96 PVF Development Staff Estimates (man-months): Programmers: 2.0 Jr. Analysts: 1.5 Sr. Analysts: 0.3 Supervisors: 0.1 Consultants: 0.0 Librarian: 0.1 TOTAL: Project Description Goal This project will implement a customer tracking system for the marketing department. The purpose of this system is to automate the to save employee time, reduce errors, have more timely information, Objective minimize data entry errors provide more timely information Phases of Work The following tasks and deliverables reflect the current understanding of the project: In Analysis, In Design, In Implementation,
4.0
Figure 7-4
Tangible benefits for Customer Tracking System (Pine Valley Furniture)
TANGIBLE BENEFITS WORKSHEET Customer Tracking System Project Year 1 through 5 A. Cost reduction or avoidance B. Error reduction C. Increased exibility D. Increased speed of activity E. Improvement in management planning or control F. Other __________________________________________ TOTAL tangible benets $ 4,500 2,500 7,500 10,500 25,000 0 _______ $50,000
Figure 7-5
One-time costs for Customer Tracking System (Pine Valley Furniture)
ONE-TIME COSTS WORKSHEET Customer Tracking System Project Year 0 A. Development costs B. New hardware C. New (purchased) software, if any 1. Packaged applications software 2. Other _______________________________________ D. User training E. Site preparation F. Other __________________________________________ TOTAL one-time cost
$20,000 15,000 5,000 0 2,500 0 0 _______ $42,500
Figure 7-6
Recurring costs for Customer Tracking System (Pine Valley Furniture)
RECURRING COSTS WORKSHEET Customer Tracking System Project Year 1 through 5 A. Application software maintenance B. Incremental data storage required: 20 MB X $50. (estimated cost/MB = $50) C. Incremental communications (lines, messages, . . .) D. New software or hardware leases E. Supplies F. Other ___________________________________________ TOTAL recurring costs $25,000 1,000 2,000 0 500 0 _______ $28,500
Figure 7-7
Summary spreadsheet reflecting the present value calculations of all benefits and costs for the Customer Tracking System (Pine Valley Furniture)
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Pine Valley Furniture Economic Feasibility Analysis Customer Tracking System Project
Year 0
Net economic benefit Discount rate (12%) PV of benefits $0 1.0000 $0 $0 ($42,500) $0 1.0000 $0 ($42,500) ($28,500) 0.8929 ($25,446) ($67,946) ($28,500) 0.7972 ($22,720) ($90,666) ($28,500) 0.7118 ($20,286) ($110,952) ($28,500) 0.6355 ($18,112) ($129,064) ($28,500) 0.5674 ($16,172) ($145,236) ($145,236)
Year 1 $50,000 0.8929 $44,643

$44,643
Year 2 $50,000 0.7972 $39,860

$84,503
Year of Project Year 3 $50,000 0.7118 $35,589 $120,092
Year 4 $50,000 0.6355 $31,776

$151,867
Year 5 $50,000 0.5674 $28,371

$180,239
TOTALS
NPV of all BENEFITS One-time COSTS

Recurring Costs Discount rate (12%) PV of Recurring Costs
$180,239
NPV of all COSTS
Overall NPV
$35,003
0.24
Break-even Analysis Yearly NPV Cash Flow Overall NPV Cash Flow
($42,500) ($42,500)
$19,196 ($23,304)
$17,140 ($6,164)
$15,303 $9,139
$13,664 $22,803
$12,200 $35,003
Project break-even occurs between years 2 and 3 Use first year of positive cash flow to calculate break-even fraction - ((15303 - 9139) / 15303) = .403 Actual break-even occurred at 2.4 years Note: All dollar values have been rounded to the nearest dollar
Figure 7-8
Break-even analysis for Customer Tracking System (Pine Valley Furniture)
200
150 Dollars ($ thousands) Project break-even point 100
50 Benefits Costs 0 0 1 2 Year

Figure 7-9
Effects of degree of project structure, project size, and familiarity with application area on project implementation risk
Large Project High Familiarity with Technology or Application Area Small Project
Low Structure (1) Low risk (very susceptible to mismanagement) (3) Very low risk (very susceptible to mismanagement) (5) Very high risk
High Structure (2) Low risk
(4) Very low risk
Large Project Low Familiarity with Technology or Application Area Small Project
(Adapted from: Cash et al., 1992)
(6) Medium risk
(7) High risk
(8) Medium-low risk
Figure 7-10
Outline of a Baseline Project Plan
BASELINE PROJECT PLAN REPORT 1.0 Introduction A. Project OverviewProvides an executive summary that specifies the projects scope, feasibility, justification, resource requirements, and schedules. Additionally, a brief statement of the problem, the environment in which the system is to be implemented, and constraints that affect the project are provided. B. RecommendationProvides a summary of important findings from the planning process and recommendations for subsequent activities. 2.0 System Description A. AlternativesProvides a brief presentation of alternative system configurations. B. System DescriptionProvides a description of the selected configuration and a narrative of input information, tasks performed, and resultant information. 3.0 Feasibility Assessment A. Economic AnalysisProvides an economic justification for the system using cost-benefit analysis. B. Technical AnalysisProvides a discussion of relevant technical risk factors and an overall risk rating of the project. C. Operational AnalysisProvides an analysis of how the proposed system solves business problems or takes advantage of business opportunities in addition to an assessment of how current day-to-day activities will be changed by the system. D. Legal and Contractual AnalysisProvides a description of any legal or contractual risks related to the project (e.g., copyright or nondisclosure issues, data capture or transferring, and so on). E. Political AnalysisProvides a description of how key stakeholders within the organization view the proposed system. F. Schedules, Timeline, and Resource AnalysisProvides a description of potential timeframe and completion date scenarios using various resource allocation schemes. 4.0 Management Issues A. Team Configuration and ManagementProvides a description of the team member roles and reporting relationships. B. Communication PlanProvides a description of the communication procedures to be followed by management, team members, and the customer. C. Project Standards and ProceduresProvides a description of how deliverables will be evaluated and accepted by the customer. D. Other Project-Specific TopicsProvides a description of any other relevant issues related to the project uncovered during planning.
Figure 7-11
Statement of project scope (Pine Valley Furniture)
Pine Valley Furniture Statement of Project Scope General Project Information Project Name: Sponsor: Project Manager:
Prepared by: Jim Woo Date: September 18, 1995
Customer Tracking System Jackie Judson, VP Marketing Jim Woo
Problem/Opportunity Statement: Sales growth has out-paced the marketing departments ability to accurately track and forecast customer buying trends. An improved method for performing this process must be found in order to reach company objectives. Project Objectives: To enable the marketing department to accurately track and forecast customer buying patterns in order to better serve customers with the best mix of products. This will also enable PVF to identify the proper application of production and material resources. Project Description: A new information system will be constructed that will collect all customer purchasing activity, support display and reporting of sales information, aggregate data and show trends in order to assist marketing personnel in understanding dynamic market conditions. The project will follow PVFs systems development life cycle. Business Benefits: Improved understanding of customer buying patterns Improved utilizaton of marketing and sales personnel Improved utilization of production and materials Project Deliverables: Customer tracking system analysis and design Customer tracking system programs Customer tracking documentation Training procedures Estimated Project Duration: 5 months
Figure 8-2a
Typical interview guide
Interview Outline Interviewee: Name of person being interviewed Location/Medium: Office, conference room, or phone number Objectives: What data to collect On what to gain agreement What areas to explore Agenda: Introduction Background on Project Overview of Interview Topics To Be Covered Permission to Tape Record Topic 1 Questions Topic 2 Questions Summary of Major Points Questions from Interviewee Closing General Observations: Interviewer: Name of person leading interview Appointment Date: Start Time: End Time: Reminders: Background/experience of interviewee Known opinions of interviewee Approximate Time: 1 minute 2 minutes 1 minute 5 minutes 7 minutes 2 minutes 5 minutes 1 minute
Interviewee seemed busy probably need to call in a few days for follow-up questions since he gave only short answers. PC was turned off probably not a regular PC user.
Unresolved Issues, Topics not Covered:
He needs to look up sales figures from 1992. He raised the issue of how to handle returned goods, but we did not have time to discuss.
Figure 8-2b
Typical interview guide (continued)
Interviewee: Questions: When to ask question, if conditional Question number: 1
Date: Notes: Answer
Have you used the current sales tracking system? If so, how often?
Yes, I ask for a report on my product line weekly

Observations
Seemed anxious may be overestimating usage frequency
If yes, go to Question 2 Question: 2 Answer
What do you like least about this system?
Sales are shown in units, not dollars

Observations
System can show sales in dollars, but user does not know this.
Figure 8-6
Illustration of the typical room layout for a JAD
Scanner
Order Processing Overview
Agenda
1. 2. 3. 4. 5. 6. 7. 8. 9. Overview ... ... ... ... ... ... ...
Flip Chart Magnetic Board

Open Issues
Screen for Overheads
Flip Chart Sheets
Printer
Overhead Projector
Name Tents
(Adapted from Wood and Silver, 1989)

Figure 9-2
Comparison of DeMarco and Yourdan and Gane & Sarson DFD symbol sets
process
data store
source/sink
data flow DeMarco & Yourdon symbols Gane & Sarson symbols
Figure 9-4
Context diagram of Hoosier Burgers food ordering system
CUSTOMER 0
Customer Order Receipt
KITCHEN
Food Ordering System

Management Reports
Food Order
RESTAURANT MANAGER
Figure 9-5
Level-0 DFD of Hoosier Burgers food ordering system
CUSTOMER 1.0 Receive and Transform Customer Food Order

Food Order
KITCHEN
Customer Order Receipt
2.0 Update Goods Sold File

Goods Sold Inventory Data
3.0 Update Inventory File
Formatted Goods Sold Data
Formatted Inventory Data
Goods Sold D2 File

Daily Goods Sold Amounts
Inventory D1 File 4.0 Produce Management Reports

Daily Inventory Depletion Amounts Management Reports
RESTAURANT MANAGER
Figure 9-6
Incorrect and correct ways to draw data flow diagrams
Rule
Incorrect
Correct
A.
B.
D.
E.
F.
H.
J.
A K. B
A A
L. B
A A
A M. A A C A
Figure 9-7
Level-1 diagram showing the decomposition of Process 1.0 from the level-0 diagram for Hoosier Burgers food ordering system
1.1
Customer Order
1.3
Customer Order
Receive Customer Order
Transform Order to Kitchen Format
Food Order
1.5
Customer Order Customer Order Customer Order
Generate Inventory Decrements 1.4
Inventory Data
1.2 Generate Customer Receipt

Receipt
Generate Goods Sold Increments
Goods Sold Data
Figure 9-8
Level-1 diagram showing the decomposition of Process 4.0 from the level-0 diagram for Hoosier Burgers food ordering system
Daily Inventory Depletion Amounts
Daily Goods Sold Amounts
4.1 Access Goods Sold Goods Sold Data and Inventory Data
Inventory Data
4.2 Aggregate Goods Sold and Inventory Data
Aggregated Data
4.3 Prepare Management Reports

Management Reports
Figure 9-9
Level-2 diagram showing the decomposition of Process 4.3 from the level-1 diagram for Process 4.0 for Hoosier Burgers food ordering system
4.3.1
Aggregated Data
4.3.2
Formatted Data
Format Management Reports
Print Management Reports
Management Reports
Figure 9-10
An unbalanced set of data flow diagrams
(a) Context diagram

0
A B
SOURCE
SINK
(b) Level-0 diagram

1.0 SOURCE ONE
A
Formatted A
Formatted C
2.0 SOURCE TWO

C B
SINK
Figure 9-11
Example of data flow splitting
(a) Composite data flow
X.0
Payment and Coupon
Write Software
(b) Disaggregated data flows
X.1
Payment
X.2
Coupon
Figure 9-12
List of activities involved in Bob Mellankamps inventory control system for Hoosier Burger
1. Meet delivery trucks before opening restaurant. 2. Unload and store deliveries. 3. Log invoices and le in accordion le. 4. Manually add amounts received to stock logs. 5. After closing, print inventory report. 6. Count physical inventory amounts. 7. Compare inventory report totals to physical count totals. 8. Compare physical count totals to minimum order quantities; if the amount is less, make order; if not, do nothing. 9. Pay bills that are due and record them as paid.
Figure 9-13a Hoosier Burgers current physical inventory control system: Context diagram
Invoice
Usage Count
0 Inventory System
INVENTORY REPORTS
SUPPLIER
Payment Order
STOCK-ON-HAND
On-hand Count
Figure 9-13b Hoosier Burgers current physical inventory control system: Level-0 data flow diagram
SUPPLIER
Invoice
1.0 Bob Logs Invoice

Logged Invoice
INVENTORY REPORTS 3.0 2.0
Payment
Invoice Data Invoice Paid
ACCORDION D1 FILE
Invoices
Bob Compares Physical Count to Report Count
Usage Count On-hand Count
6.0 Bob Pays Bills Due
INVOICE D2 LOG SHEET

Invoices
2.0 Bob Logs Amounts Received STOCK ON-HAND

Inventory Amounts
Orders
Amounts Received Minimum Order Quantities
5.0 Bob Places New Orders
2.0 4.0 STOCK D3 LOGS Bob Records Inventory Amounts Used Amounts
Quantity On-hand
Figure 9-15
Level-0 data flow diagram for Hoosier Burgers current logical inventory control system
SUPPLIER
Invoices
Counts
STOCK-ON-HAND
1.0 Update Inventory Added
2.0 Update Inventory Used
Payments
Invoices
Amounts Added Orders
D1 INVENTORY
Amounts Used
4.0 Generate Payments
3.0 Generate Orders

Inventory Levels Minimum Order Quantities
Figure 9-16
Level-0 data flow diagram for Hoosier Burgers new logical inventory control system
Invoices
Counts
SUPPLIER 1.0 Update Inventory Added 2.0 Update Inventory Used
STOCK-ON-HAND
Payments
Invoices
Orders
Amounts Added
Amounts Used
D1 INVENTORY 3.0 Generate Orders 4.0 Generate Payments

Inventory Levels Inventory Levels Query
5.0 Query Inventory Levels

Query Result
Minimum Order Quantities
Request
MANAGER
Figure 9-17
Hoosier Burgers hiring procedures
(a) Data flow diagram
APPLICANT
Application
Notice to Applicant
1 Receive and Review Application

Data to Schedule Interview
Request for Reference
Application
REFERENCE
2 Interview Applicant
Application
APPLICANT D1 FILE 3
Reference Data
4
Application Full Applicant Data
Receive References & Prepare Summary
Decide If Hire
(b) Analysis of completeness report from CASE tool

DFD Analysis Errors [Project 'S330'] Error: Process labeled 'Interview Applicant' is an input only Process. Error: Process labeled 'Receive References & Prepare Summary' is an input only Process. Error: Process labeled 'Decide If Hire' is an output only Process.
Figure 9-18
VAW repository entry for a data flow
Date: Time:
5/15/94 2:06 PM
Project: S330 Single Entry Listing Data Flow Diagrams
Page: 1
Request for Reference Description:
Data Flow
A letter sent by Hoosier Burger to individuals or companies listed as references on employee applications. Alias: Reference Letter Composition: Applicant name Date of application Position applied for Qualifications sought Notes: This is a personal letter that Bob Mellankamp writes himself. A standard part of the letter is a requested date by which the reference is to be returned, and this date is two weeks from the date on which Bobs letter is sent. Location: applicant (0) Source: Dest: Receive and Review Application (Process) REFERENCE (External Entity)
Date Last Altered:
5/15/94
Date Created: 5/15/94
Figure 9-19
Class registration system (for Problem and Exercise 6)
Context Diagram
Class Schedule
Student 0
Course Request List of Courses
Class Registration System
Possible Classes
Department
Scheduled Classes
Roster D1 of Classes
Level-O Diagram 1 Receive Course Request

Course Request Scheduled Classes
From Student
Course Request
3 Check for Availability
Class Schedule
To student
Possible Classes
2
From Department List of Courses
Receive Course Lists
Class D2 Roster
Figure 9-20
DFD for Problem and Exercise 10
1.0
DF2
E1
DF5
P2
DF1
DS1
DF6
DF3
DF4 DF2
2.0 P1
E2
Figure 9-21
DFD for Problem and Exercise 11
Level 0 DS2
DF6
E1
DF1
P1
DF2
DF4
P2
E2
DF3
DS1
DF5 DF3
P3
Level 1 DS2
DF6
DF1
DF9
DF2
P1.1
DF7
P1.2
P1.4
P1.3
DF8
Level 2
DF11 DF12
P1.4.2
DF9 DF8
P1.4.1
DF10
P1.4.3
DF2
Figure 10-2
Current logical DFD for Hoosier Burgers inventory control system
Invoices
SUPPLIER 1.0 Update Inventory Added 2.0
Counts
STOCK-ON-HAND
Update Inventory Used
Payments
Invoices
Amounts Added
Amounts Used
D1 INVENTORY
Orders
4.0 Generate Payments
3.0 Generate Orders

Inventory Levels Minimum Order Quantities
Figure 10-3
Structured English representations of the four processes depicted in Figure 10-2
Process 1.0: Update Inventory Added DO READ next Invoice-item-record FIND matching Inventory-record ADD Quantity-added from Invoice-item-record to Quantity-in-stock on Inventory-record UNTIL End-of-file Process 2.0: Update Inventory Used DO READ next Stock-item-record FIND matching Inventory-record SUBTRACT Quantity-used on Stock-item-record from Quantity-in-stock on Inventory-record UNTIL End-of-file Process 3.0: Generate Orders DO READ next Inventory-record BEGIN IF IF Quantity-in-stock is less than Minimum-order-quantity THEN GENERATE Order END IF UNTIL End-of-file Process 4.0: Generate Payments READ Today's-date DO SORT Invoice-records by Date READ next Invoice-record BEGIN IF IF Date is 30 days or greater than Today's-date THEN GENERATE Payments END IF UNTIL End-of-file
Figure 10-4
Complete decision table for payroll system example
Condition Stubs
Conditions/ Courses of Action Employee type Hours worked Pay base salary Calculate hourly wage Calculate overtime Produce Absence Report
Rules 1 S <40 X X X 2 H <40 3 S 40 X X 4 H 40 5 S >40 X X X 6 H >40
Action Stubs
Figure 10-5
Reduced decision table for payroll system example
Conditions/ Courses of Action Employee type Hours worked Pay base salary Calculate hourly wage Calculate overtime Produce Absence Report
Rules 1 S X X X X X X 2 H <40 3 H 40 4 H >40
Figure 10-6
Complete decision table for Hoosier Burgers inventory reordering
Conditions/ Courses of Action Type of item Time of week Season of year
Rules 1 2 3 4 P N P N D D W W A A A A 5 6 7 8 P N P N D D W W S S S S X X X X X Time of week: D = weekday W = weekend X X Season of year: A = academic year S = summer H = holiday X X X X X 9 P D H X X X 10 N D H 11 P W H 12 N W H
X Standing daily order Standing weekend order Minimum order quantity Holiday reduction Summer reduction Type of item: P = perishable N = non-perishable
Figure 10-7
Reduced decision table for Hoosier Burgers inventory reordering
Conditions/ Courses of Action Type of item Time of week Season of year
Rules 1 2 3 4 5 6 7 P P P P P P N D W D W D W A A S S H H X X X X X X X X X X
X Standing daily order Standing weekend order Minimum order quantity Holiday reduction Summer reduction
Figure 10-8
Generic decision tree
Sleep two more hours Sunday Weekday Yes
2
Saturday
Time to get up
1
No Legend: 1) Sun up? 2) What day is it?
Sleep one more hour
Go back to sleep
Figure 10-9
Decision tree representation of the decision logic in the decision tables in Figures 10-4 and 10-5, with only two choices per decision point
Yes No Yes
Pay base salary Pay hourly wage; Absence report
2
No Legend: 1) Salaried? 2) Hours worked < 40? 3) Hours worked = 40?
Yes No
Pay hourly wage
Pay hourly wage; Pay overtime wage
Figure 10-10 Decision tree representation of the decision logic in the decision tables in Figures 10-4 and 10-5, with
multiple choices per decision point
Salaried Hourly < 40
Pay base salary Pay hourly wage; Absence report Pay hourly wage
= 40 > 40
Legend: 1) Type of employee 2) Hours worked Pay hourly wage; Pay overtime wage
Figure 10-11 State-transition diagram for a two-state coffee maker
C1: Switch button to on turn on light turn on burner draw water through systems until none remains
1. Idle
2. Making coffee
turn off light turn off burner C2: Switch button to off
Figure 10-12 State-transition diagram for Hoosier Burgers food-ordering system
R2: Clear pushed R1: Menu item button pushed
2. Opening Order
Accept menu item input
R3: Void pushed
4. Voiding Order
Clear screen Display order voided message
R4: Total pushed R2: Clear pushed R1: Menu item button pushed R5: Unexpected button pushed R5: Unexpected button pushed
R3: Void pushed
R5: Unexpected button pushed
1. Idle
Clear screen Wait for input
R2: Clear pushed
3. Error State
Display error message
5. Closing Order
Total amount for menu items ordered Send order to kitchen Display amount due Display item totals next to item buttons
R6: Payment due pushed R2: Clear pushed R7: Close cash drawer
7. Recording Order
Print receipt Send goods sold data Send inventory data
6. Cash Drawer Open

Display amount of change due
Figure 10-13 State-transition table for Hoosier Burgers food-ordering system
States 1. Idle 2. Opening Order 3. Error State 4. Voiding Order 5. Closing Order 6. Cash Drawer Open 7. Recording Order
R1: Menu item pushed 2 2 event ignored event ignored event ignored event ignored event ignored
R2: Clear pushed event ignored 1 1 1 event ignored event ignored 1
R3: Void pushed event ignored 4 event ignored event ignored 4 event ignored event ignored
R4: Total pushed event ignored 5 event ignored event ignored event ignored event ignored event ignored
R5: Odd button pushed event ignored 3 3 event ignored 3 event ignored event ignored
R6: Payment due pushed event ignored event ignored event ignored event ignored 6 event ignored event ignored
R7: Cash drawer closed cant happen cant happen cant happen cant happen cant happen 7 cant happen
Note: In the R7 column, the event Close Cash Drawer cant happen because the cash drawer is already closed for all states except State 6, Cash Drawer Open.
Figure 11-5
Entity-relationship notation
Basic symbols
Entity
Relationship
Primary key
Attribute
Multivalued attribute
Gerund (Associative entity)
Relationship degree
Unary
Binary Ternary Relationship cardinality Mandatory 1 cardinality
Many (M) cardinality (1, 2, ..., many) (n is a number for an upper limit, if one exists) Optional 0 or 1 cardinality
Optional zero-many cardinality (0, 1, 2, ..., many) n
Class-subclass relationship
Exclusive relationship
IS-A
(see Appendix C)
(see Appendix C)
Figure 11-6
Example relationships of different degrees
Unary relationship
PERSON
Is Married to
EMPLOYEE
Manages
One-to-one Binary relationship Is Assigned PARKING PLACE
One-to-many Ternary relationship
EMPLOYEE
PART
One-to-one
PRODUCT LINE
Contains
PRODUCT
VENDOR
Ships
WAREHOUSE
One-to-many QUANTITY STUDENT Registers for Many-to-many COURSE
Figure 11-7a Bill-of-materials unary relationship: Many-to-many
ITEM
Has Components
QUANTITY
Figure 11-7b Bill-of-materials unary relationship: Two instances
(1)
(1)
(2)
(2)
(1)
(1)
(3)
(2)
(3)
(2)
(1)
(2)
Figure 11-8
Examples of cardinalities in relationships
(a) Mandatory cardinalities
PATIENT
Has
PATIENT HISTORY
(b) One optional, one mandatory cardinality
EMPLOYEE
Is Assigned to
PROJECT
(c) Optional cardinalities
PERSON
Is Married to
Figure 11-9
Example associative entity
DATE COMPLETED
EMPLOYEE
COMPLETES
COURSE
Figure 11-10 SHIPMENT entity type (a gerund)
VENDOR
Quotes Price
PART
QUANTITY
PRICE
VENDOR
PART
SHIPMENT NO.
SHIPMENT
QUANTITY
WAREHOUSE
Figure 11-11 Examples of business rules
(a) Simple banking relationship
ACCT. NO.
BALANCE
AMOUNT
DATE
ACCOUNT
Is for
WITHDRAWAL
TIME
(b) Typical domain definitions

Name: ACCT NO. Meaning: Customer account number in bank Data type: Character Format: nnn-nnnn Uniqueness: Must be unique Null support: Non-null Name: AMOUNT Meaning: Dollar amount of transaction Data type: Numeric Format: 2 decimal places Range: 010,000 Uniqueness: Nonunique Null support: Non-null
(c) Typical triggering operation

User rule: WITHDRAWAL AMOUNT may not exceed ACCOUNT BALANCE Event: Insert Entity Name: WITHDRAWAL Condition: WITHDRAWAL AMOUNT> ACCOUNT BALANCE Action: Reject the insert transaction
Figure 11-12 Typical conceptual data model elements in a project dictionary
Entity (major category of data) Name A short and a long name that uniquely label the entity Description Explanation so that it is clear what objects are covered by this entity Alias Alternative names used for this entity (that is, synonyms) Primary key Name(s) of attribute(s) that form the unique identier for each instance of this entity Attributes List of attributes associated with this entity and the number of instances of each and repetition attribute for each entity instance Abstraction Indication of any superclasses or subclasses or composition of entity types involving this entity Attribute (entity characteristic) Name A short and a long name that uniquely label the attribute Description Explanation of the attribute so that its meaning is clearly different from all other attributes Alias Alternative names used for this attribute (that is, synonyms) Domain The permitted values that this attribute may assume Computation If this is not raw data, the formula or method to calculate the attributes value Aggregation Indication of any groupings of attributes involving this attribute (e.g., a month attribute as part of a date attribute) Relationship (association between entity instances) Name A short and a long name that uniquely label the relationship Description Explanation of the relationship so that its meaning is clearly different from all other relationships Degree Names of entities involved in the relationship Cardinality The potential number of instances of each entity involved in the relationship Insertion rules Business rules that control the inclusion of entity instances in this relationship Deletion rules Business rules that control the elimination of entity instances from this relationship
Figure 11-15 Preliminary E-R diagram for Hoosier Burgers inventory control system
SALE
Sells Is Sold on
INVOICE
Includes Is Included on
ITEM SALE
Orders Is Ordered on
INVOICE ITEM
Is Received for Received on
PRODUCT
RECIPE
INVENTORY ITEM
Figure 11-16 Final E-R diagram for Hoosier Burgers inventory control system
Receipt No.
Sale Date
Vendor No.
Invoice No. Invoice Date
SALE
Sells Is Sold on
INVOICE Paid?
Includes Is Included on
ITEM SALE
Orders Is Ordered on
Quantity Sold Quantity Used
Quantity Added
INVOICE ITEM
Is Received for
Item No.
Received on
Product No.
PRODUCT Product Description
RECIPE
INVENTORY ITEM
Item Description Quantity in Stock
Minimum Order Quantity
Type of Item
Figure 11-17 E-R diagram for Problem and Exercise 8
PROJ #
EMPL #
PROJECT
Works on
EMPLOYEE
Includes SKILL
TOOL
Used on
TASK
Done at
CITY
TIME
TASK ID
CUSTOMER
Places
ORDER
Generates
BACKORDER
Includes
PRODUCT
Comprised of
COMPONENT
Supplied by
VENDOR
AGENT #
CONSIGNMENT #
$ VALUE
CONTAINER #
DESTINATION
SIZE
AGENT
Is Responsible for
CONSIGNMENT
May Contain
CONTAINER
Holds
Transports
VESSEL
Goes on
VOYAGE
VESSEL ID
COUNTRY OF REGISTRY
VOYAGE ID
TONNAGE
Figure 12-4
The steps in Hoosier Burgers inventory control system
1. 2. 3. 4. 5. 6. 7.
Meet delivery trucks before opening restaurant Unload and store deliveries Log invoices and le in accordion le Manually add amounts received to stock logs After closing, print inventory report Count physical inventory amounts Compare inventory reports totals to physical count totals 8. Compare physical count totals to minimum order quantities; if the amount is less, make order; if not, do nothing 9. Pay bills that are due and record them as paid
Figure 12-5
Description of three alternative systems that could be developed for Hoosier Burgers inventory system
CRITERIA Requirements 1. Easy real-time entry of new shipment data 2. Automatic re-order decisions 3. Real-time data on inventory levels Constraints 1. Cost to develop 2. Cost of hardware 3. Time to operation 4. Ease of training
ALTERNATIVE A Yes For some items Not available
ALTERNATIVE B Yes For all items Available for some items only $50,000 $50,000 Six months Two weeks of training
ALTERNATIVE C Yes For all items Fully available
$25,000 $25,000 Three months One week of training
$65,000 $50,000 Nine months One week of training
Figure 12-6
Weighted approach for comparing the three alternative systems for Hoosier Burgers inventory system
Criteria Requirements Real-time data entry Auto re-order Real-time data query Constraints Development costs Hardware costs Time to operation Ease of training
Weight
Alternative A Rating Score 5 3 1 90 54 14 158 100 75 50 25 250 408
Alternative B Rating Score 5 5 3 90 90 42 222 80 60 40 15 195 417
Alternative C Rating Score 5 5 5 90 90 70 250 60 60 30 25 175 425
18 18 14 50 20 15 10 5 50 100
5 5 5 5
4 4 4 3
3 4 3 5
Total
Figure 12-9
Hoosier Burgers revised cost-benefit analysis for its Inventory Control System Project
Hoosier Burger Economic Feasibility Analysis Inventory Control System

Year 0 Net economic benefit Discount rate (12%) PV of benefits NPV of all BENEFITS One-time COSTS Recurring Costs Discount rate (12%) PV of Recurring Costs NPV of all COSTS $0 1 $0 $0 ($115,000) $0 1 $0 ($115,000) ($2,000) 0.8928571 ($1,786) ($116,786) ($2,000) 0.7971939 ($1,594) ($118,380) ($2,000) 0.7117802 ($1,424) ($119,804) ($2,000) 0.6355181 ($1,271) ($121,075) ($2,000 ) 0.5674269 ($1,135 ) ($122,210 ) ($122,210 ) Year 1 $39,000 0.8928571 $34,821 $34,821 Year of Product Year 2 Year 3 $39,000 $39,000 0.7117802 0.7971939 $27,759 $31,091 $65,912 $93,671 Year 4 $39,000 0.6355181 $24,785 $118,457 Year 5 $39,000 0.5674269 $22,130 $140,586 TOTALS
$140,586
Overall NPV
$18,377
0.15
Figure 12-11 Hoosier Burgers revised schedule for its Inventory Control System project
Design Intervals 3 8 weeks 7
Testing 5 weeks
10/6/97 11/28/97
2/9/98 3/13/98
Logical design 1 6 weeks
Interface design 2 8 weeks
Physical database design 4 5 weeks 6
Coding 10 weeks
Documentation 8 2 weeks
Conversion 10 2 weeks
6/30/97 8/8/97
8/11/97 10/3/97
12/1/97 2/6/98
3/16/98 3/27/98
Data conversion 5 4 weeks 9
Training 1 week

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ELECTRONIC TRANSPARENCIES

MODERN SYSTEMS ANALYSIS AND DESIGN

The Systems Development Environment

A Systems Analysis and Design Project at Pine Valley Furniture

Part II Preparing and Organizing for Systems Development

Succeeding as a Systems Analyst

Managing the Information Systems Project

Figure 4-14 Figure 4-15 Figure 4-16 Figure 4-20

Automating Development through CASE

Making the Business Case

Initiating and Planning Systems Development Projects

Figure 7-8 Figure 7-9

Figure 7-10 Figure 7-11

Figure 8-2a Figure 8-2b Figure 8-6

Structuring System Requirements: Process Modeling

Figure 9-10 Figure 9-11

Chapter 10 Structuring System Requirements: Logic Modeling

Chapter 11 Structuring System Requirements: Conceptual Data Modeling

Chapter 12 Selecting the Best Alternative Design Strategy

Differences among data, data flow, and processing logic

Valid account number and transaction data

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

Project Management System

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

Project Management System

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

Three application systems at Pine Valley Furniture

Order Filling System

Customer Master File

Inventory Master File

Back Order File

Inventory Pricing File

Customer Master File

Employee Master File

(Source: McFadden and Hoffer, 1994)

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

The prototyping methodology

Convert to Operational System

If Prototype Inefficient Problems

Implement & Use Prototype

Revise & Enhance Prototype

(Adapted from Naumann and Jenkins, 1982)

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

System Service Request for Purchasing Fulfillment System

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

Top-down view of Purchasing Fulfillment System: Context diagram

Price & Terms Quotes Shipment

Production Schedules Production Capacities Material Availability

0 Purchasing Fulfillment System

Request for Quotes Order Supplier Material Evaluation Material Specifications

Supplier Material Specifications

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

Top-down view of Purchasing Fulfillment System: Data flow diagram

Suppliers 1.0 Forecast Material Needs 2.0 Plan Purchase Agreements

Price & Term Quotes

Supplier Material Evaluations Supplier Description

6.0 Order Materials

4.0 Select Preferred Supplier

5.0 Suppliers Produce Bill of Materials

3.0 Develop Purchased Goods Specs

Copyright 1996 by The Benjamin/Cummings Publishing Company, Inc.

Analysis phase review meeting excerpts: Entity-relationship (E-R) diagram

mandatory 1 mandatory many optional many