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System Analysis & Design

Presenter: PhD. Tran Thi Minh Khoa

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 Agenda
Planning Phase Design Phase
1. The Systems Analyst & Information Systems Development 7. Moving Into Design
2. Project Selection & Management 8. Architecture Design
9. User Interface Design
10. Program Design
11. Data Storage Design

Analysis Phase Implementation Phase

3. Requirement Determination 12. Moving Into Implementation
4. Use Case Analysis 13. Transition To The New System
5. Process Modeling 14. The Movement To Object
6. Data Modeling

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System Development
Life Cycle (SDLC)

The Planning Phase is the fundamental The Design phase decides how the system
two-step process of understanding why will operate. This collection of deliverables
an information system should be is the system specification that is handed to
developed and creating a plan for how the programming team or implementation.
the project team will develop it.

The final phase in the SDLC

The Analysis phase answers the questions is the Implementation
of who will use the system, what the phase, during which the
system will do, and where and when it will system is actually built (or
be used. purchased, in the case of a
packaged software design)

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Chapter 1:
THE SYSTEMS ANALYST
AND
INFORMATION SYSTEMS
DEVELOPMENT

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THE SYSTEMS ANALYST

The systems analyst plays a key role in information systems development projects

Systems Analyst Skills Systems Analyst Roles

6 major categories: The systems analyst role

technical, business, analytical, The business analyst role
interpersonal, management, ethical. The requirements analyst role
The infrastructure analyst role
The change management analyst role
The project manager role

*The roles and the names used to describe them may vary from
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organization to organization.

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 Some people may enter the
field as a more technically-
oriented programmer/analyst.
Others may enter as a
business-oriented functional
specialist with an interest in
applying IT to solve business
problems.

Career Paths for System Developers

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THE SYSTEMS DEVELOPMENT LIFE CYCLE

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 PROJECT IDENTIFICATION AND INITIATION

Where do project ideas come from?

 A project is identified when someone in the organization identifies a
business need to build a system.

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• BPM (Business Process Management) is a methodology used by

organizations to continuously improve end-to-end business processes.
• BPM generally follows a continuous cycle of systematically creating,
assessing, and altering business processes.
• Benefits by applying BPM:
• Enhanced process agility
• Improved process alignment with industry “best practices”
• Increase process efficiencies
Project sponsor is recognized
Including: marketing, accounting, or finance, or also members of the IT area
 A system request is a document that describes the business reasons
for building a system and the value that the system is expected to
provide
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 FEASIBILITY ANALYSIS

Feasibility analysis
- guides the organization in determining
whether to proceed with the project.
- identifies the important risks
associated with the project that must be
managed if the project is approved
Include techniques to assess three
areas: technical feasibility, economic
feasibility, and organizational feasibility

Feasibility Analysis Assessment Factors

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Technical Feasibility: Technical feasibility analysis is, in essence, a technical

risk analysis that strives to answer the question: “Can we build it?”
- Familiarity with the technology
- Project size
- The compatibility of the new system with the technology that already exists in
the organization

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 Economic Feasibility: also called a
cost–benefit analysis, to answer the
question “Should we build the system?”
- determined by identifying costs and
benefits associated with the system,
- assigning values to them,
- calculating future
pa cash flows, and
- measuring the financial worthiness of
the project.
Result: the financial opportunities and
risks of the project can be understood
Page 25-32
Steps to Conduct an Economic Feasibility Analysis

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Organizational Feasibility: how well the system ultimately will be accepted by its
users and incorporated into the ongoing operations of the organization, to answer
the question “If we build it, will they come?”

22 Important Stakeholders for Organizational Feasibility

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 Case study:
Appying the Concepts at Tune
Source company

System Request for Tune Source

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 Feasibility Analysis Executive
Summary for Tune Source

Figure 1-15 presents the executive summary page of

the feasibility study: The report itself was about 10
pages long, and it provided additional detail and
supporting documentation

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Questions & Exercises

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 Chapter 2:
PROJECT SELECTION
& MANAGEMENT

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Project Selection

Ways to Classify Projects

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 Creating the Project Plan
Once the project is launched by being selected by the approval committee, it is time to carefully plan the project

Project Methodology Options

• Waterfall Development, 2 variants
• Parallel development method (evolved to address the lengthy time frame of waterfall development)
• V-model (pays more explicit attention to testing)
• Rapid Application Development (RAD), 3 variants
• Iterative development
• System prototyping
• Throwaway prototyping
• Agile Development
• Extreme programming

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Selecting the Appropriate Development Methodology

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 Estimating the Project Time Frame

• Estimation is the process of assigning projected values

for time and effort.
• Estimation can be performed manually or with the Estimating Project Time Using Industry Standards
help of an estimation software package like Construx
Estimate,TM Costar,TM or KnowledgePLAN® —
there are over 50 available on the market
• There are two basic ways to estimate the time required
to build a system.
• The simplest method uses the amount of time
spent in the planning phase to predict the time
required for the entire project
• A more precise approach to estimation is called
the function point approach

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Task Information

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Developing the Work Plan

To create a work plan, the project manager identifies the tasks that need to be
accomplished and determines how long each one will take. Then the tasks are
organized within a work breakdown structure.
• Identify Tasks * (Fig. 2-12)
• The project work plan (Fig. 2-13)

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 Staffing the Project
Staffing the project includes determining how many people should be assigned to the project,
matching people’s skills with the needs of the project, motivating them to meet the project’s
objectives, and minimizing project team conflict that will occur over time

Staffing Plan
1. The first step to staffing is determining the average number of staff needed for the
project
2. Motivation : project managers need to motivate the people to make the project a
success
3. Handling Conflict : The third component of staffing is organizing the project to
minimize conflict among group members

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Coordinating Project Activities

1. CASE (Computer-aided software engineering) Tools

2. Standards
3. Documentation

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 Managing and Controlling the Project

1. Refining Estimates
2. Managing Scope
3. Timeboxing
4. Management Risk

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