INTRODUCTION

APPLICATIONS DEVLEOPMENT AND EMERGING TECHNOLOGIES

PREPARED BY: MS. MARY GRACE D. ORDONIO
In business, System Analysis and Design
refers to the process of examining a
business situation with the intent of
improving it through better procedures and
methods.
System analysis and design relates to
shaping organizations, improving
performance and achieving objectives for
profitability and growth.
 SYSTEM ANALYSIS AND
DESIGN: WHAT IS IT?

System
A set of detailed methods, procedures and routines
established or formulation to carry out specific activity,
perform a duty or solve a problem.
CHARACTERISTICS OF
A SYSTEM
Components
Interrelated Components
Boundary
Purpose
Environment
Interfaces
Constraints
Input
Output
System
The dissectionAnalysis
of a system into its component pieces to
study how those component pieces interact and work.
System analysis, then, is the process of gathering and
interpreting facts, diagnosing problems, and using the
information to recommend improvements to the system.
This is the job of the systems analyst.
(1) The survey and planning

(2) The study and analysis

(3) The definition

System Design
The process of defining the architecture, components, modules,
interfaces and data for a system to satisfy specified
requirements.
is the process of planning a new business system or one to
replace or complement an existing system.
Need for System Analysis and
Design
 Installing a system without proper planning leads to great user
dissatisfaction and frequently causes the system to fall into
disuse

 Lends structure to the analysis and design of information

systems

 A series of processes systematically undertaken to improve a

business through the use of computerized information systems
SYSTEM
DEVELOPMENT LIFE
CYCLE (SDLC)
is the process of determining how an
information system (IS) can support business
needs, designing the system, building it, and
delivering it to users.
In 2010, an estimated $2.4 trillion was spent by
organizations and governments on IT hardware, software,
and services worldwide. This spending level was projected
to increase by 3.5% in 2011.1
Unfortunately, a study conducted in 2008 found success is
“improbable” in 68% of technology projects. Many of the
systems that aren’t totally abandoned are delivered to the
users significantly late, cost far more than expected, and
have fewer features than originally planned.
A 2009 study attempting to quantify the costs of this
failure rate estimated a toll on the global economy of $6.2
trillion. While this specific outcome has been questioned by
some, the point remains that the cost of IT project
failures is staggering both in terms of the proportion
of projects that fail and the costs of those failures.
Today, both businesses and governments experience embarrassing and costly errors in
their information systems. Here is a sample of just a few notable software glitches that
occurred in 2010:
A software error resulted in Toys R Us double billing some shoppers for purchases made
on Black Friday.
Verizon Wireless had to refund $50 million to customers due to billing system errors.
Chase banking customers were unable to access their online banking accounts for over
24 hours due to a computer glitch.
McAfee’s anti-virus software product caused its users’ computers to lock up. McAfee
offered affected customers a free 2-year subscription and reimbursement for costs
incurred to repair the machines.
A U.S. Navy drone (unmanned aerial vehicle) reportedly flew into restricted air space
near Washington D.C. when operators lost control for about 20 minutes due to a software
issue
The key person in the SDLC is the systems analyst, who
analyzes the business situation, identifies opportunities for
improvements, and designs an information system to
implement the improvements.
Many systems analysts view their profession as one of the
most interesting, exciting, and challenging jobs around. As a
systems analyst, you will work as a team with a variety of
people, including business and technical experts. You will
feel the satisfaction of seeing systems that you designed and
developed make a significant positive business impact, while
knowing that your unique skills helped make that happen.
It is important to remember that the primary objective of the systems analyst
is not to create a wonderful system.
The primary goal is to create value for the organization, which for most
companies means increasing profits.
Many failed systems were abandoned because the analysts tried to build a
wonderful system without clearly understanding how the system would
support the organization’s goals, improve business processes, and integrate
with other information systems to provide value. An investment in an
information system is like any other investment, such as a new machine tool.
The goal is not to acquire the tool, because the tool is simply a means to an
end; the goal is to enable the organization to perform work better so that it
can earn greater profits or serve its constituents more effectively.
 Roles of the System Analyst
 The analyst plays a key role in information systems development
projects.

 Must understand how to apply technology to solve business

problems.

 Analyst may serve as change agents who identify the

organizational improvement.
 Qualities of the System Analyst

 Problem solver

 Communicator

 Strong personal and professional ethics

 Self-disciplined and self-motivated

System Analyst Recommend, Design, and
Maintain Many Types of Systems for Users

Strategic A system
Level analyst may be
involved with
any or all of
these systems
Higher
at each
Level
organization
level
Knowledge
Level

Operational
Level
BEING AN ANALYST
BUSINESS ANALYST
role focuses on the business issues surrounding the
system.
This person helps to identify the business value that
the system will create, develops ideas for improving
the business processes, and helps design new business
processes and policies.
The business analyst will have business training and
experience, plus knowledge of analysis and design.
 BEING AN ANALYST
REQUIREMENTS ANALYST
role focuses on eliciting the requirements from the
stakeholders associated with the new system.
As more organizations recognize the critical role that
complete and accurate requirements play in the ultimate
success of the system, this specialty has gradually
evolved.
Requirements analysts understand the business well, are
excellent communicators, and are highly skilled in an
array of requirements elicitation techniques
 BEING AN ANALYST
INFRASTRUCTURE ANALYST
role focuses on technical issues surrounding the ways the system will interact
with the organization’s technical infrastructure (hardware, software, networks, and
databases).
This person ensures that the new information system conforms to organizational
standards and helps to identify infrastructure changes that will be needed to
support the system.
The infrastructure analyst will have significant training and experience in
networking, database administration, and various hardware and software products.
Over time, an experienced infrastructure analyst may assume the role of software
architect, who takes a holistic view of the organization’s entire IT environment
and guides application design decisions within that context.
 BEING AN ANALYST
CHANGE MANAGEMENT ANALYST
role focuses on the people and management issues
surrounding the system installation.
This person ensures that adequate documentation and
support are available to users, provides user training on the
new system, and develops strategies to overcome
resistance to change.
The change management analyst will have significant
training and experience in organizational behavior and
specific expertise in change management.
 BEING AN ANALYST
PROJECT MANAGER
role ensures that the project is completed on time and
within budget and that the system delivers the expected
value to the organization.
The project manager is often a seasoned systems analyst
who, through training and experience, has acquired
specialized project management knowledge and skills.
The roles and the names used to describe them
may vary from organization to organization. In
addition, there is no single typical career path
through these professional roles. 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.
 THE SYSTEMS
DEVELOPMENT LIFE
CYCLE
Building an information system using the SDLC follows
a similar set of four fundamental phases:
Planning
Analysis
Design
Implementation
Each phase is itself composed of a series of steps, which
rely on techniques that produce deliverables
THE SYSTEMS
DEVELOPMENT LIFE
CYCLE (SDLC)
THE SYSTEMS
DEVELOPMENT LIFE
CYCLE (SDLC)
THE SYSTEMS
DEVELOPMENT LIFE
CYCLE (SDLC)
THE SYSTEMS
DEVELOPMENT LIFE
CYCLE (SDLC)
THE SYSTEMS
DEVELOPMENT LIFE
CYCLE (SDLC)
PLANNING PHASE
 It is the fundamental process of understanding why an
information system should be built and determining how the
project team will go about building. It has 2 steps:
1. Project Initiation – The system’s business value to the main
organization is identified
 How will it lower costs or increase revenues? Most ideas for
new systems come from outside the IS area (from the marketing
department, accounting department, etc.) in the form of a system
request.
 System request - presents a brief summary of a business need,
and it explains how a system that supports the need will create
business value.
 PLANNING PHASE
 The IS department works together with the person or department
generating the request (called the project sponsor) to conduct a feasibility
analysis.
 The feasibility analysis examines key aspects of the proposed project:
 The technical feasibility (Can we build it?)
 The economic feasibility (Will it provide business value?)
 The organizational feasibility (If we build it, will it be used?)
The system request and feasibility analysis are presented to an
information systems approval committee (sometimes called a
steering committee), which decides whether the project should be
undertaken.
 Technical Feasibility: can we build it?

 Familiarity with application: less familiarity more risk.

 Familiarity with technology: less familiarity generates more

risk.

 Project size: large projects have more risk.

 Compatibility: the hard it is so integrate the systems with the

company’s existing technology, the higher the risk will be.
Economic Feasibility: should we build it?

 Development Costs.

 Annual operating costs.

 Annual benefits (cost saving and revenues).

 Intangible costs and benefits.

 Organizational Feasibility:
if we build it, will they come?
 Project champion(s).

 Senior management.

 Users.

 Other stakeholders.

 Is the project strategically aligned with the business.

 ANALYSIS PHASE
The analysis phase answers the questions of:
 Who will use the system?
 What the system will do?
 and where and when it will be used?
 ANALYSIS PHASE
During this phase, the project team investigates any
current system(s), identifies improvement opportunities,
and develops a concept for the new system. This phase has
three steps:
1. Analysis Strategy
2. Requirements Gathering
3. System Proposal
ANALYSIS STRATEGY
 is developed to guide the project team’s
efforts.
 Such a strategy usually includes a study of the
current system (called the as-is system) and its
problems, and envisioning ways to design a new
system (called the to-be system).
 REQUIREMENTS
GATHERING
 through interviews, group workshops, or
questionnaires.
The analysis of this information—in conjunction with
input from the project sponsor and many other people—
leads to the development of a concept for a new system.
The system concept is then used as a basis to develop a
set of business analysis models that describes how the
business will operate if the new system were developed.
The set typically includes models that represent the data
and processes necessary to support the underlying
 SYSTEM PROPOSAL
The analyses, system concept, and models are combined into a
document called the system proposal, which is presented to the
project sponsor and other key decision makers (e.g., members of
the approval committee) who will decide whether the project
should continue to move forward.
The system proposal is the initial deliverable that describes what
business requirements the new system should meet. Because it is
really the first step in the design of the new system, some experts
argue that it is inappropriate to use the term analysis as the name
for this phase; some argue a better name would be analysis and
initial design.
 DESIGN PHASE
 decides how the system will operate in terms of the hardware, software,
and network infrastructure that will be in place; the user interface, forms,
and reports that will be used; and the specific programs, databases, and
files that will be needed.
Although most of the strategic decisions about the system are made in
the development of the system concept during the analysis phase, the
steps in the design phase determine exactly how the system will operate.
The design phase has four steps:
1. Design Strategy
2. Architecture Design and Interface Design
3. Database and File Specifications
4. Program Design
 DESIGN STRATEGY
 The design strategy must be determined.
This clarifies whether the system will be developed by
the company’s own programmers, whether its
development will be outsourced to another firm (usually
a consulting firm), or whether the company will buy an
existing software package.
ARCHITECTURE
DESIGN
describes the hardware, software, and
network infrastructure that will be used. In
most cases, the system will add to or change
the infrastructure that already exists in the
organization.
 INTERFACE DESIGN
specifies how the users will move through
the system (e.g., by navigation methods
such as menus and on-screen buttons) and
the forms and reports that the system will
use.
 DATABASE AND FILE
SPECIFICATION
The database and file specifications are
developed. These define exactly what data will be
stored and where they will be stored.
 PROGRAM DESIGN
The analyst team develops the program design,
which defines the programs that need to be
written and exactly what each program will do.
This collection of deliverables (architecture design,
interface design, database and file specifications, and
program design) is the system specification that is used by
the programming team for implementation.
At the end of the design phase, the feasibility analysis
and project plan are reexamined and revised, and another
decision is made by the project sponsor and approval
committee about whether to terminate the project or
continue.
 IMPLEMENTATION
 the final phase in SDLC
The phase which the system is actually built (or purchased, in the case of
a packaged software design and installed)
This is the phase that usually gets the most attention, because for most
systems it is the longest and most expensive single part of the
development process.
This phase has three steps:
1. System Construction
2. Installation
3. Support Plan
 SYSTEM
CONSTRUCTION
The system is built and tested to ensure that it
performs as designed. Since the cost of fixing
bugs can be immense, testing is one of the most
critical steps in implementation.
Most organizations spend more time and
attention on testing than on writing the programs
in the first place.
 INSTALLATION
 is the process by which the old system is turned off and
the new one is turned on.
 There are several approaches that may be used to
convert from the old to the new system.
One of the most important aspects of conversion is the
training plan, used to teach users how to use the new
system and help manage the changes caused by the new
system.
 SUPPORT PLAN
The analyst team establishes a support plan
for the system.
This plan usually includes a formal or
informal post-implementation review, as
well as a systematic way for identifying
major and minor changes needed for the
system.