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Amirul Shafiq Ahmad Zuperi

This document discusses the core activities involved in building information systems: 1. Systems analysis identifies problems and information requirements through feasibility studies and defining system objectives. 2. Systems design describes system specifications to deliver required functions based on user needs. 3. Programming translates system specifications into software code. 4. Testing ensures the system produces the right results through unit, system, and acceptance testing according to test plans. 5. Conversion changes from the old to new system using strategies like parallel, direct cutover, pilot, or phased approaches.

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Management Information SystemsManagement Information Systems MANAGING THE DIGITAL FIRM, 12TH EDITION BUILDING INFORMATION SYSTEMS Chapter 9
Management Information SystemsManagement Information Systems • How does building new systems produce organizational change? • What are the core activities in the systems development process? • What are the principal methodologies for modeling and designing systems? • What are the alternative methods for building information systems? • What are new approaches for system building in the digital firm era? Learning Objectives CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20112
Management Information SystemsManagement Information Systems • Problem: Financial services provider CIMB group wanted to improve efficiency in business processes, specifically process of opening accounts at branch • Solutions: ARIS BPM tool used to identify 25 areas for improving efficiency. Utilized Malaysia’s government ID smart card to automate inputting customer data, reducing time spent by 50% • Demonstrates the use of information systems to streamline and redesign business processes • Illustrates first key step in building new system − analysis CIMB Group Redesigns Its Account Opening Process CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20113
Management Information SystemsManagement Information Systems • Structural organizational changes enabled by IT 1. Automation • Increases efficiency • Replaces manual tasks 1. Rationalization of procedures • Streamlines standard operating procedures • Often found in programs for making continuous quality improvements • Total quality management (TQM) • Six sigma Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20114
Management Information SystemsManagement Information Systems • Structural organizational changes enabled by IT 3. Business process redesign • Analyze, simplify, and redesign business processes • Reorganize workflow, combine steps, eliminate repetition 4. Paradigm shifts • Rethink nature of business • Define new business model • Change nature of organization Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20115
Management Information SystemsManagement Information Systems Systems as Planned Organizational Change ORGANIZATIONAL CHANGE CARRIES RISKS AND REWARDS The most common forms of organizational change are automation and rationalization. These relatively slow-moving and slow-changing strategies present modest returns but little risk. Faster and more comprehensive change—such as redesign and paradigm shifts—carries high rewards but offers substantial chances of failure. FIGURE 13-1 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20116
Management Information SystemsManagement Information Systems • Business process management (BPM) • Variety of tools, methodologies to analyze, design, optimize processes • Used by firms to manage business process redesign • Steps in BPM 1.Identify processes for change 2.Analyze existing processes 3.Design the new process 4.Implement the new process 5.Continuous measurement Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20117
Management Information SystemsManagement Information Systems Systems as Planned Organizational Change AS-IS BUSINESS PROCESS FOR PURCHASING A BOOK FROM A PHYSICAL BOOKSTORE Purchasing a book from a physical bookstore requires many steps to be performed by both the seller and the customer. FIGURE 13-2 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20118
Management Information SystemsManagement Information Systems Systems as Planned Organizational Change REDESIGNED PROCESS FOR PURCHASING A BOOK ONLINE Using Internet technology makes it possible to redesign the process for purchasing a book so that it requires fewer steps and consumes fewer resources. FIGURE 13-3 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20119
Management Information SystemsManagement Information Systems • Variety of tools for BPM, to • Identify and document existing processes • Identify inefficiencies • Create models of improved processes • Capture and enforce business rules for performing processes • Integrate existing systems to support process improvements • Verify that new processes have improved • Measure impact of process changes on key business performance indicators Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201110
Management Information SystemsManagement Information Systems Read the Interactive Session and discuss the following questions • Why are large companies such as AmerisourceBergen and Diebold good candidates for business process management? • What were the business benefits for each company from redesigning and managing their business processes? • How did BPM change the way these companies ran their businesses? • What might be some of the problems with extending BPM software across a large number of business processes? • What companies stand to gain the most by implementing BPM? Systems as Planned Organizational Change CAN BUSINESS PROCESS MANAGEMENT MAKE A DIFFERENCE? CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201111
Management Information SystemsManagement Information Systems • Systems development: • Activities that go into producing an information system solution to an organizational problem or opportunity 1.Systems analysis 2.Systems design 3.Programming 4.Testing 5.Conversion 6.Production and maintenance Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201112
Management Information SystemsManagement Information Systems Overview of Systems Development THE SYSTEMS DEVELOPMENT PROCESS Building a system can be broken down into six core activities. FIGURE 13-4 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201113
Management Information SystemsManagement Information Systems • Systems analysis • Analysis of problem to be solved by new system • Defining the problem and identifying causes • Specifying solutions • Systems proposal report identifies and examines alternative solutions • Identifying information requirements • Includes feasibility study • Is solution feasible and good investment? • Is required technology, skill available? Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201114
Management Information SystemsManagement Information Systems • System analysis (cont.) • Establishing information requirements • Who needs what information, where, when, and how • Define objectives of new/modified system • Detail the functions new system must perform • Faulty requirements analysis is leading cause of systems failure and high systems development cost Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201115
Management Information SystemsManagement Information Systems • Systems design • Describes system specifications that will deliver functions identified during systems analysis • Should address all managerial, organizational, and technological components of system solution • Role of end users • User information requirements drive system building • Users must have sufficient control over design process to ensure system reflects their business priorities and information needs • Insufficient user involvement in design effort is major cause of system failure Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201116
Management Information SystemsManagement Information Systems Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201117 OUTPUT Medium Content Timing INPUT Origins Flow Data entry USER INTERFACE Simplicity Efficiency Logic Feedback Errors DATABASE DESIGN Logical data model Volume and speed requirements File organization and design Record specifications PROCESSING Computations Program modules Required reports Timing of outputs MANUAL PROCEDURES What activities Who performs them When How Where CONTROLS Input controls (characters, limit, reasonableness) Processing controls (consistency, record counts) Output controls (totals, samples of output) Procedural controls (passwords, special forms) SECURITY Access controls Catastrophe plans Audit trails DOCUMENTATION Operations documentation Systems documents User documentation CONVERSION Transfer files Initiate new procedures Select testing method Cut over to new system TRAINING Select training techniques Develop training modules Identify training facilities ORGANIZATIONAL CHANGES Task redesign Job redesign Process design Organization structure design Reporting relationships
Management Information SystemsManagement Information Systems • Programming: • System specifications from design stage are translated into software program code • Testing • Ensures system produces right results • Unit testing: Tests each program in system separately • System testing: Test functioning of system as a whole • Acceptance testing: Makes sure system is ready to be used in production setting • Test plan: All preparations for series of tests Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201118
Management Information SystemsManagement Information Systems Overview of Systems Development A SAMPLE TEST PLAN TO TEST A RECORD CHANGE When developing a test plan, it is imperative to include the various conditions to be tested, the requirements for each condition tested, and the expected results. Test plans require input from both end users and information systems specialists. FIGURE 13-5 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201119
Management Information SystemsManagement Information Systems • Conversion • Process of changing from old system to new system • Four main strategies 1. Parallel strategy 2. Direct cutover 3. Pilot study 4. Phased approach • Requires end-user training • Finalization of detailed documentation showing how system works from technical and end-user standpoint Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201120
Management Information SystemsManagement Information Systems • Production and maintenance • System reviewed to determine if revisions needed • May include post-implementation audit document • Maintenance • Changes in hardware, software, documentation, or procedures to a production system to correct errors, meet new requirements, or improve processing efficiency • 20% debugging, emergency work • 20% changes to hardware, software, data, reporting • 60% of work: User enhancements, improving documentation, recoding for greater processing efficiency Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201121
Management Information SystemsManagement Information Systems Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201122 SUMMARY OF SYSTEMS DEVELOPMENT ACTIVITIES CORE ACTIVITY DESCRIPTION Systems analysis Identify problem(s) Specify solutions Establish information requirements Systems design Create design specifications Programming Translate design specifications into code Testing Unit test Systems test Acceptance test Conversion Plan conversion Prepare documentation Train users and technical staff Production and maintenance Operate the system Evaluate the system Modify the system
Management Information SystemsManagement Information Systems • Most prominent methodologies for modeling and designing systems: 1. Structured methodologies 2. Object-oriented development • Structured methodologies • Structured: Techniques are step-by-step, progressive • Process-oriented: Focusing on modeling processes or actions that manipulate data • Separate data from processes Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201123
Management Information SystemsManagement Information Systems • Data flow diagram: • Primary tool for representing system’s component processes and flow of data between them • Offers logical graphic model of information flow • High-level and lower-level diagrams can be used to break processes down into successive layers of detail • Data dictionary: Defines contents of data flows and data stores • Process specifications: Describe transformation occurring within lowest level of data flow diagrams • Structure chart: Top-down chart, showing each level of design, relationship to other levels, and place in overall design structure Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201124
Management Information SystemsManagement Information Systems Overview of Systems Development DATA FLOW DIAGRAM FOR MAIL-IN UNIVERSITY REGISTRATION SYSTEM The system has three processes: Verify availability (1.0), Enroll student (2.0), and Confirm registration (3.0). The name and content of each of the data flows appear adjacent to each arrow. There is one external entity in this system: the student. There are two data stores: the student master file and the course file. FIGURE 13-6 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201125
Management Information SystemsManagement Information Systems Overview of Systems Development HIGH-LEVEL STRUCTURE CHART FOR A PAYROLL SYSTEM This structure chart shows the highest or most abstract level of design for a payroll system, providing an overview of the entire system. FIGURE 13-7 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201126
Management Information SystemsManagement Information Systems • Object-oriented development • Object is basic unit of systems analysis and design • Object: • Combines data and the processes that operate on those data • Data encapsulated in object can be accessed and modified only by operations, or methods, associated with that object • Object-oriented modeling based on concepts of class and inheritance • Objects belong to a certain class and have features of that class • May inherit structures and behaviors of a more general, ancestor class Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201127
Management Information SystemsManagement Information Systems Overview of Systems Development CLASS AND INHERITANCE This figure illustrates how classes inherit the common features of their superclass. FIGURE 13-8 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201128
Management Information SystemsManagement Information Systems • Object-oriented development • More iterative and incremental than traditional structured development • Systems analysis: Interactions between system and users analyzed to identify objects • Design phase: Describes how objects will behave and interact; grouped into classes, subclasses and hierarchies • Implementation: Some classes may be reused from existing library of classes, others created or inherited • Because objects are reusable, object-oriented development can potentially reduce time and cost of development Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201129
Management Information SystemsManagement Information Systems • Computer-aided software engineering (CASE) • Software tools to automate development and reduce repetitive work, including • Graphics facilities for producing charts and diagrams • Screen and report generators, reporting facilities • Analysis and checking tools • Data dictionaries • Code and documentation generators • Support iterative design by automating revisions and changes and providing prototyping facilities • Require organizational discipline to be used effectively Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201130
Management Information SystemsManagement Information Systems •Alternative Systems-Building Methods • Traditional systems life-cycle • Prototyping • End-user development • Application software packages • Outsourcing Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201131
Management Information SystemsManagement Information Systems • Traditional systems lifecycle: • Oldest method for building information systems • Phased approach divides development into formal stages • Follows “waterfall” approach: Tasks in one stage finish before another stage begins • Maintains formal division of labor between end users and information systems specialists • Emphasizes formal specifications and paperwork • Still used for building large complex systems • Can be costly, time-consuming, and inflexible Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201132
Management Information SystemsManagement Information Systems • Prototyping • Building experimental system rapidly and inexpensively for end users to evaluate • Prototype: Working but preliminary version of information system • Approved prototype serves as template for final system • Steps in prototyping 1. Identify user requirements 2. Develop initial prototype 3. Use prototype 4. Revise and enhance prototype Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201133
Management Information SystemsManagement Information Systems Alternative Systems Building Approaches THE PROTOTYPING PROCESS The process of developing a prototype can be broken down into four steps. Because a prototype can be developed quickly and inexpensively, systems builders can go through several iterations, repeating steps 3 and 4, to refine and enhance the prototype before arriving at the final operational one. FIGURE 13-9 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201134
Management Information SystemsManagement Information Systems • Advantages of prototyping • Useful if some uncertainty in requirements or design solutions • Often used for end-user interface design • More likely to fulfill end-user requirements • Disadvantages • May gloss over essential steps • May not accommodate large quantities of data or large number of users • May not undergo full testing or documentation Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201135
Management Information SystemsManagement Information Systems • End-user development: • Uses fourth-generation languages to allow end-users to develop systems with little or no help from technical specialists • Fourth generation languages: Less procedural than conventional programming languages • PC software tools • Query languages • Report generators • Graphics languages • Application generators • Application software packages • Very high-level programming languages Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201136
Management Information SystemsManagement Information Systems • End-user development (cont.): • Advantages: • More rapid completion of projects • High-level of user involvement and satisfaction • Disadvantages: • Not designed for processing-intensive applications • Inadequate management and control, testing, documentation • Loss of control over data • Managing end-user development • Require cost-justification of end-user system projects • Establish hardware, software, and quality standards Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201137
Management Information SystemsManagement Information Systems • Application software packages • Save time and money • Many offer customization features: • Software can be modified to meet unique requirements without destroying integrity of package software • Evaluation criteria for systems analysis include: • Functions provided by the package, flexibility, user friendliness, hardware and software resources, database requirements, installation and maintenance efforts, documentation, vendor quality, and cost • Request for Proposal (RFP) • Detailed list of questions submitted to packaged-software vendors • Used to evaluate alternative software packages Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201138
Management Information SystemsManagement Information Systems • Outsourcing • Several types • Cloud and SaaS providers • Subscribing companies use software and computer hardware provided by vendors • External vendors • Hired to design, create software • Domestic outsourcing • Driven by firms need for additional skills, resources, assets • Offshore outsourcing • Driven by cost-savings Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201139
Management Information SystemsManagement Information Systems • Outsourcing (cont.) • Advantages • Allows organization flexibility in IT needs • Disadvantages • Hidden costs, e.g. • Identifying and selecting vendor • Transitioning to vendor • Opening up proprietary business processes to third party Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201140
Management Information SystemsManagement Information Systems Alternative Systems Building Approaches TOTAL COST OF OFFSHORE OUTSOURCING If a firm spends $10 million on offshore outsourcing contracts, that company will actually spend 15.2 percent in extra costs even under the best- case scenario. In the worst-case scenario, where there is a dramatic drop in productivity along with exceptionally high transition and layoff costs, a firm can expect to pay up to 57 percent in extra costs on top of the $10 million outlay for an offshore contract. FIGURE 13-10 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201141
Management Information SystemsManagement Information Systems • Rapid application development (RAD) • Process of creating workable systems in a very short period of time • Utilizes techniques such as: • Visual programming and other tools for building graphical user interfaces • Iterative prototyping of key system elements • Automation of program code generation • Close teamwork among end users and information systems specialists Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201142
Management Information SystemsManagement Information Systems • Joint application design (JAD) • Used to accelerate generation of information requirements and to develop initial systems design • Brings end users and information systems specialists together in interactive session to discuss system’s design • Can significantly speed up design phase and involve users at intense level Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201143
Management Information SystemsManagement Information Systems • Agile development • Focuses on rapid delivery of working software by breaking large project into several small sub-projects • Subprojects • Treated as separate, complete projects • Completed in short periods of time using iteration and continuous feedback • Emphasizes face-to-face communication over written documents, allowing collaboration and faster decision making Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201144
Management Information SystemsManagement Information Systems • Component-based development • Groups of objects that provide software for common functions (e.g., online ordering) and can be combined to create large-scale business applications • Web services • Reusable software components that use XML and open Internet standards (platform independent) • Enable applications to communicate with no custom programming required to share data and services • Can engage other Web services for more complex transactions • Using platform and device-independent standards can result in significant cost-savings and opportunities for collaboration with other companies Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201145

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Chapter 9 MIS

  • 1. Management Information SystemsManagement Information Systems MANAGING THE DIGITAL FIRM, 12TH EDITION BUILDING INFORMATION SYSTEMS Chapter 9
  • 2. Management Information SystemsManagement Information Systems • How does building new systems produce organizational change? • What are the core activities in the systems development process? • What are the principal methodologies for modeling and designing systems? • What are the alternative methods for building information systems? • What are new approaches for system building in the digital firm era? Learning Objectives CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20112
  • 3. Management Information SystemsManagement Information Systems • Problem: Financial services provider CIMB group wanted to improve efficiency in business processes, specifically process of opening accounts at branch • Solutions: ARIS BPM tool used to identify 25 areas for improving efficiency. Utilized Malaysia’s government ID smart card to automate inputting customer data, reducing time spent by 50% • Demonstrates the use of information systems to streamline and redesign business processes • Illustrates first key step in building new system − analysis CIMB Group Redesigns Its Account Opening Process CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20113
  • 4. Management Information SystemsManagement Information Systems • Structural organizational changes enabled by IT 1. Automation • Increases efficiency • Replaces manual tasks 1. Rationalization of procedures • Streamlines standard operating procedures • Often found in programs for making continuous quality improvements • Total quality management (TQM) • Six sigma Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20114
  • 5. Management Information SystemsManagement Information Systems • Structural organizational changes enabled by IT 3. Business process redesign • Analyze, simplify, and redesign business processes • Reorganize workflow, combine steps, eliminate repetition 4. Paradigm shifts • Rethink nature of business • Define new business model • Change nature of organization Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20115
  • 6. Management Information SystemsManagement Information Systems Systems as Planned Organizational Change ORGANIZATIONAL CHANGE CARRIES RISKS AND REWARDS The most common forms of organizational change are automation and rationalization. These relatively slow-moving and slow-changing strategies present modest returns but little risk. Faster and more comprehensive change—such as redesign and paradigm shifts—carries high rewards but offers substantial chances of failure. FIGURE 13-1 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20116
  • 7. Management Information SystemsManagement Information Systems • Business process management (BPM) • Variety of tools, methodologies to analyze, design, optimize processes • Used by firms to manage business process redesign • Steps in BPM 1.Identify processes for change 2.Analyze existing processes 3.Design the new process 4.Implement the new process 5.Continuous measurement Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20117
  • 8. Management Information SystemsManagement Information Systems Systems as Planned Organizational Change AS-IS BUSINESS PROCESS FOR PURCHASING A BOOK FROM A PHYSICAL BOOKSTORE Purchasing a book from a physical bookstore requires many steps to be performed by both the seller and the customer. FIGURE 13-2 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20118
  • 9. Management Information SystemsManagement Information Systems Systems as Planned Organizational Change REDESIGNED PROCESS FOR PURCHASING A BOOK ONLINE Using Internet technology makes it possible to redesign the process for purchasing a book so that it requires fewer steps and consumes fewer resources. FIGURE 13-3 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 20119
  • 10. Management Information SystemsManagement Information Systems • Variety of tools for BPM, to • Identify and document existing processes • Identify inefficiencies • Create models of improved processes • Capture and enforce business rules for performing processes • Integrate existing systems to support process improvements • Verify that new processes have improved • Measure impact of process changes on key business performance indicators Systems as Planned Organizational Change CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201110
  • 11. Management Information SystemsManagement Information Systems Read the Interactive Session and discuss the following questions • Why are large companies such as AmerisourceBergen and Diebold good candidates for business process management? • What were the business benefits for each company from redesigning and managing their business processes? • How did BPM change the way these companies ran their businesses? • What might be some of the problems with extending BPM software across a large number of business processes? • What companies stand to gain the most by implementing BPM? Systems as Planned Organizational Change CAN BUSINESS PROCESS MANAGEMENT MAKE A DIFFERENCE? CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201111
  • 12. Management Information SystemsManagement Information Systems • Systems development: • Activities that go into producing an information system solution to an organizational problem or opportunity 1.Systems analysis 2.Systems design 3.Programming 4.Testing 5.Conversion 6.Production and maintenance Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201112
  • 13. Management Information SystemsManagement Information Systems Overview of Systems Development THE SYSTEMS DEVELOPMENT PROCESS Building a system can be broken down into six core activities. FIGURE 13-4 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201113
  • 14. Management Information SystemsManagement Information Systems • Systems analysis • Analysis of problem to be solved by new system • Defining the problem and identifying causes • Specifying solutions • Systems proposal report identifies and examines alternative solutions • Identifying information requirements • Includes feasibility study • Is solution feasible and good investment? • Is required technology, skill available? Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201114
  • 15. Management Information SystemsManagement Information Systems • System analysis (cont.) • Establishing information requirements • Who needs what information, where, when, and how • Define objectives of new/modified system • Detail the functions new system must perform • Faulty requirements analysis is leading cause of systems failure and high systems development cost Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201115
  • 16. Management Information SystemsManagement Information Systems • Systems design • Describes system specifications that will deliver functions identified during systems analysis • Should address all managerial, organizational, and technological components of system solution • Role of end users • User information requirements drive system building • Users must have sufficient control over design process to ensure system reflects their business priorities and information needs • Insufficient user involvement in design effort is major cause of system failure Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201116
  • 17. Management Information SystemsManagement Information Systems Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201117 OUTPUT Medium Content Timing INPUT Origins Flow Data entry USER INTERFACE Simplicity Efficiency Logic Feedback Errors DATABASE DESIGN Logical data model Volume and speed requirements File organization and design Record specifications PROCESSING Computations Program modules Required reports Timing of outputs MANUAL PROCEDURES What activities Who performs them When How Where CONTROLS Input controls (characters, limit, reasonableness) Processing controls (consistency, record counts) Output controls (totals, samples of output) Procedural controls (passwords, special forms) SECURITY Access controls Catastrophe plans Audit trails DOCUMENTATION Operations documentation Systems documents User documentation CONVERSION Transfer files Initiate new procedures Select testing method Cut over to new system TRAINING Select training techniques Develop training modules Identify training facilities ORGANIZATIONAL CHANGES Task redesign Job redesign Process design Organization structure design Reporting relationships
  • 18. Management Information SystemsManagement Information Systems • Programming: • System specifications from design stage are translated into software program code • Testing • Ensures system produces right results • Unit testing: Tests each program in system separately • System testing: Test functioning of system as a whole • Acceptance testing: Makes sure system is ready to be used in production setting • Test plan: All preparations for series of tests Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201118
  • 19. Management Information SystemsManagement Information Systems Overview of Systems Development A SAMPLE TEST PLAN TO TEST A RECORD CHANGE When developing a test plan, it is imperative to include the various conditions to be tested, the requirements for each condition tested, and the expected results. Test plans require input from both end users and information systems specialists. FIGURE 13-5 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201119
  • 20. Management Information SystemsManagement Information Systems • Conversion • Process of changing from old system to new system • Four main strategies 1. Parallel strategy 2. Direct cutover 3. Pilot study 4. Phased approach • Requires end-user training • Finalization of detailed documentation showing how system works from technical and end-user standpoint Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201120
  • 21. Management Information SystemsManagement Information Systems • Production and maintenance • System reviewed to determine if revisions needed • May include post-implementation audit document • Maintenance • Changes in hardware, software, documentation, or procedures to a production system to correct errors, meet new requirements, or improve processing efficiency • 20% debugging, emergency work • 20% changes to hardware, software, data, reporting • 60% of work: User enhancements, improving documentation, recoding for greater processing efficiency Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201121
  • 22. Management Information SystemsManagement Information Systems Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201122 SUMMARY OF SYSTEMS DEVELOPMENT ACTIVITIES CORE ACTIVITY DESCRIPTION Systems analysis Identify problem(s) Specify solutions Establish information requirements Systems design Create design specifications Programming Translate design specifications into code Testing Unit test Systems test Acceptance test Conversion Plan conversion Prepare documentation Train users and technical staff Production and maintenance Operate the system Evaluate the system Modify the system
  • 23. Management Information SystemsManagement Information Systems • Most prominent methodologies for modeling and designing systems: 1. Structured methodologies 2. Object-oriented development • Structured methodologies • Structured: Techniques are step-by-step, progressive • Process-oriented: Focusing on modeling processes or actions that manipulate data • Separate data from processes Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201123
  • 24. Management Information SystemsManagement Information Systems • Data flow diagram: • Primary tool for representing system’s component processes and flow of data between them • Offers logical graphic model of information flow • High-level and lower-level diagrams can be used to break processes down into successive layers of detail • Data dictionary: Defines contents of data flows and data stores • Process specifications: Describe transformation occurring within lowest level of data flow diagrams • Structure chart: Top-down chart, showing each level of design, relationship to other levels, and place in overall design structure Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201124
  • 25. Management Information SystemsManagement Information Systems Overview of Systems Development DATA FLOW DIAGRAM FOR MAIL-IN UNIVERSITY REGISTRATION SYSTEM The system has three processes: Verify availability (1.0), Enroll student (2.0), and Confirm registration (3.0). The name and content of each of the data flows appear adjacent to each arrow. There is one external entity in this system: the student. There are two data stores: the student master file and the course file. FIGURE 13-6 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201125
  • 26. Management Information SystemsManagement Information Systems Overview of Systems Development HIGH-LEVEL STRUCTURE CHART FOR A PAYROLL SYSTEM This structure chart shows the highest or most abstract level of design for a payroll system, providing an overview of the entire system. FIGURE 13-7 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201126
  • 27. Management Information SystemsManagement Information Systems • Object-oriented development • Object is basic unit of systems analysis and design • Object: • Combines data and the processes that operate on those data • Data encapsulated in object can be accessed and modified only by operations, or methods, associated with that object • Object-oriented modeling based on concepts of class and inheritance • Objects belong to a certain class and have features of that class • May inherit structures and behaviors of a more general, ancestor class Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201127
  • 28. Management Information SystemsManagement Information Systems Overview of Systems Development CLASS AND INHERITANCE This figure illustrates how classes inherit the common features of their superclass. FIGURE 13-8 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201128
  • 29. Management Information SystemsManagement Information Systems • Object-oriented development • More iterative and incremental than traditional structured development • Systems analysis: Interactions between system and users analyzed to identify objects • Design phase: Describes how objects will behave and interact; grouped into classes, subclasses and hierarchies • Implementation: Some classes may be reused from existing library of classes, others created or inherited • Because objects are reusable, object-oriented development can potentially reduce time and cost of development Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201129
  • 30. Management Information SystemsManagement Information Systems • Computer-aided software engineering (CASE) • Software tools to automate development and reduce repetitive work, including • Graphics facilities for producing charts and diagrams • Screen and report generators, reporting facilities • Analysis and checking tools • Data dictionaries • Code and documentation generators • Support iterative design by automating revisions and changes and providing prototyping facilities • Require organizational discipline to be used effectively Overview of Systems Development CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201130
  • 31. Management Information SystemsManagement Information Systems •Alternative Systems-Building Methods • Traditional systems life-cycle • Prototyping • End-user development • Application software packages • Outsourcing Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201131
  • 32. Management Information SystemsManagement Information Systems • Traditional systems lifecycle: • Oldest method for building information systems • Phased approach divides development into formal stages • Follows “waterfall” approach: Tasks in one stage finish before another stage begins • Maintains formal division of labor between end users and information systems specialists • Emphasizes formal specifications and paperwork • Still used for building large complex systems • Can be costly, time-consuming, and inflexible Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201132
  • 33. Management Information SystemsManagement Information Systems • Prototyping • Building experimental system rapidly and inexpensively for end users to evaluate • Prototype: Working but preliminary version of information system • Approved prototype serves as template for final system • Steps in prototyping 1. Identify user requirements 2. Develop initial prototype 3. Use prototype 4. Revise and enhance prototype Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201133
  • 34. Management Information SystemsManagement Information Systems Alternative Systems Building Approaches THE PROTOTYPING PROCESS The process of developing a prototype can be broken down into four steps. Because a prototype can be developed quickly and inexpensively, systems builders can go through several iterations, repeating steps 3 and 4, to refine and enhance the prototype before arriving at the final operational one. FIGURE 13-9 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201134
  • 35. Management Information SystemsManagement Information Systems • Advantages of prototyping • Useful if some uncertainty in requirements or design solutions • Often used for end-user interface design • More likely to fulfill end-user requirements • Disadvantages • May gloss over essential steps • May not accommodate large quantities of data or large number of users • May not undergo full testing or documentation Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201135
  • 36. Management Information SystemsManagement Information Systems • End-user development: • Uses fourth-generation languages to allow end-users to develop systems with little or no help from technical specialists • Fourth generation languages: Less procedural than conventional programming languages • PC software tools • Query languages • Report generators • Graphics languages • Application generators • Application software packages • Very high-level programming languages Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201136
  • 37. Management Information SystemsManagement Information Systems • End-user development (cont.): • Advantages: • More rapid completion of projects • High-level of user involvement and satisfaction • Disadvantages: • Not designed for processing-intensive applications • Inadequate management and control, testing, documentation • Loss of control over data • Managing end-user development • Require cost-justification of end-user system projects • Establish hardware, software, and quality standards Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201137
  • 38. Management Information SystemsManagement Information Systems • Application software packages • Save time and money • Many offer customization features: • Software can be modified to meet unique requirements without destroying integrity of package software • Evaluation criteria for systems analysis include: • Functions provided by the package, flexibility, user friendliness, hardware and software resources, database requirements, installation and maintenance efforts, documentation, vendor quality, and cost • Request for Proposal (RFP) • Detailed list of questions submitted to packaged-software vendors • Used to evaluate alternative software packages Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201138
  • 39. Management Information SystemsManagement Information Systems • Outsourcing • Several types • Cloud and SaaS providers • Subscribing companies use software and computer hardware provided by vendors • External vendors • Hired to design, create software • Domestic outsourcing • Driven by firms need for additional skills, resources, assets • Offshore outsourcing • Driven by cost-savings Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201139
  • 40. Management Information SystemsManagement Information Systems • Outsourcing (cont.) • Advantages • Allows organization flexibility in IT needs • Disadvantages • Hidden costs, e.g. • Identifying and selecting vendor • Transitioning to vendor • Opening up proprietary business processes to third party Alternative Systems Building Approaches CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201140
  • 41. Management Information SystemsManagement Information Systems Alternative Systems Building Approaches TOTAL COST OF OFFSHORE OUTSOURCING If a firm spends $10 million on offshore outsourcing contracts, that company will actually spend 15.2 percent in extra costs even under the best- case scenario. In the worst-case scenario, where there is a dramatic drop in productivity along with exceptionally high transition and layoff costs, a firm can expect to pay up to 57 percent in extra costs on top of the $10 million outlay for an offshore contract. FIGURE 13-10 CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201141
  • 42. Management Information SystemsManagement Information Systems • Rapid application development (RAD) • Process of creating workable systems in a very short period of time • Utilizes techniques such as: • Visual programming and other tools for building graphical user interfaces • Iterative prototyping of key system elements • Automation of program code generation • Close teamwork among end users and information systems specialists Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201142
  • 43. Management Information SystemsManagement Information Systems • Joint application design (JAD) • Used to accelerate generation of information requirements and to develop initial systems design • Brings end users and information systems specialists together in interactive session to discuss system’s design • Can significantly speed up design phase and involve users at intense level Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201143
  • 44. Management Information SystemsManagement Information Systems • Agile development • Focuses on rapid delivery of working software by breaking large project into several small sub-projects • Subprojects • Treated as separate, complete projects • Completed in short periods of time using iteration and continuous feedback • Emphasizes face-to-face communication over written documents, allowing collaboration and faster decision making Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201144
  • 45. Management Information SystemsManagement Information Systems • Component-based development • Groups of objects that provide software for common functions (e.g., online ordering) and can be combined to create large-scale business applications • Web services • Reusable software components that use XML and open Internet standards (platform independent) • Enable applications to communicate with no custom programming required to share data and services • Can engage other Web services for more complex transactions • Using platform and device-independent standards can result in significant cost-savings and opportunities for collaboration with other companies Application Development for the Digital Firm CHAPTER 9: BUILDING INFORMATION SYSTEMS © Prentice Hall 201145

Editor's Notes

  • #9: This slide’s graphic illustrates the process of purchasing a book prior to reengineering, including the steps if a book is not available. It emphasizes the sequential nature of the task. Besides the time taken for this process, what are other disadvantages of this traditional business process?
  • #10: This graphic illustrates the book purchasing process after reengineering as an online process. The new process and technology has reduced numerous stages to four or five. What are the elements that have allowed these steps to occur? Which of the four types of organizational change described earlier does this redesigned process most closely resemble – automation, rationalization, redesign, paradigm shift?