Unit 2 Planning_a System Development Projects_Identificatioin and Selection.pdf

Chapter 4 Copyright © 2017 Pearson Education, Ltd. 4-1
Identifying and Selecting
Systems Development Projects
Modern Systems Analysis
and Design
Eighth Edition, Global Edition
Joseph S. Valacich
Joey F. George

Learning Objectives
 Describe the project identification and selection
process.
 Describe corporate strategic planning and
information systems planning process.
 Describe the three classes of Internet electronic
commerce applications: business-to-consumer,
business-to-employee, and business-to-
business.

Identifying and Selecting Systems
Development Projects
FIGURE 4-1
Systems development life cycle with
project identification and selection
highlighted
Three main steps:
1. Identifying potential development
projects
2. Classifying and ranking IS development
projects
3. Selecting IS development projects

The Process of Identifying and Selecting IS
Development Projects
1. Identifying potential development projects
 Identification from a stakeholder group
 Each stakeholder group brings their own
perspective and motivation to the IS decision.

Development Projects (Cont.)
 Top-down source are projects identified
by top management or by a diverse
steering committee.
 Bottom-up source are project initiatives
stemming from managers, business units,
or the development group.
 The process varies substantially across
organizations.

The Process of Identifying and Selecting
IS Development Projects (Cont.)

2. Classifying and ranking IS development
projects
 Using value chain analysis or other evaluation
criteria
 Value chain analysis: Analyzing an organization’s
activities to determine where value is added to
products and/or services and the costs incurred for
doing so; usually also includes a comparison with the
activities, added value, and costs of other
organizations for the purpose of making
improvements in the organization’s operations and
performance

The Process of Identifying and Selecting
IS Development Projects (Cont.)
FIGURE 4-2
Organizations can be thought of as a
value chain, transforming raw materials
into products for customers

3. Selecting IS development projects
 Based on various factors
 Both short- and long-term projects
considered
 Most likely to achieve business objectives
selected
 A very important and ongoing activity

FIGURE 4-3
Project selection decisions must
consider numerous factors and can
have numerous outcomes

 One method for deciding among different
projects or alternative designs:
 For each requirement or constraint:
Score = weight X rating
 Each alternative: sum scores across
requirements/constraints
 Alternative with highest score wins

FIGURE 4-4
Alternative
projects and
system design
decisions can be
assisted using
weighted
multicriteria
analysis

Deliverables and Outcomes
 Primary deliverable from the first part of the
planning phase is a schedule of specific IS
development projects.
 Outcome of the next part of the planning
phase—project initiation and planning—is the
assurance that careful consideration was given
to project selection and each project can help
the organization reach its goals.

(Cont.)
 Incremental commitment: a strategy in
systems analysis and design in which the
project is reviewed after each phase and
continuation of the project is rejustified

(Cont.)
Figure 4-5
Information systems development projects come from
both top-down and bottom-up initiatives.

Corporate and Information Systems
Planning
 To benefit from a planning-based
approach for identifying and selecting
projects, an organization must:
 Analyze its information needs thoroughly.
 Plan its projects carefully.

Reasons for Importance of
Improved Planning
 Increasing cost of information systems (40% of
organizational expense)
 Lack of cross-organizational applications and
systems
 Systems don’t address critical strategic
problems
 Too much data redundancy, lack of data quality
 High system maintenance costs
 Long application backlogs

Corporate Strategic Planning
 Ongoing process that
defines mission, objectives,
and strategies of an
organization
 Corporate strategy involves:
Mission statement
Objective statements
Description of competitive
strategy
Figure 4-6
Corporate strategic
planning is a three step
Process.

(Cont.)
 Mission statement: a statement that makes
it clear what business a company is in
Figure 4-7
Mission statement (Pine Valley
Furniture)

(Cont.)
 Objective statement: a series of
statements that express an organization’s
qualitative and quantitative goals for
reaching a desired future position
 Sometimes called “critical success factors”

(Cont.)
FIGURE 4-8
Statement of
Corporate
Objectives
(Pine Valley
Furniture)

(Cont.)
 Competitive strategy: the method by
which an organization attempts to achieve
its mission and objectives
 Main types:
Low-cost producer
Product differentiation
Product focus or niche

(Cont.)

Information Systems Planning
(ISP)
 An orderly means of assessing the
information needs of an organization and
defining the systems, databases, and
technologies that will best meet those
needs
 ISP must be done in accordance with the
organization’s mission, objectives, and
competitive strategy.

(Cont.)
FIGURE 4-10
Parallel activities
of corporate
strategic planning
and information
systems planning

(Cont.)
 Top-down planning attempts to gain a
broad understanding of information system
needs of the entire organization and
offers:
Broader perspective.
Improved integration.
Improved management support.
Better understanding.

(Cont.)
 Bottom-up planning identifies IS
development projects based on solving
specific operational business problems or
taking advantage of specific opportunities.
Can be faster and less costly, so may be
beneficial in certain circumstances.

FIGURE 4-11
Information systems planning information
(Pine Valley Furniture)
(Cont.)

 Functional Decomposition: breaking
high-level abstract information into smaller
units for more detailed planning
(Cont.)

FIGURE 4-12
Functional
decomposition of
information
systems planning
information (Pine
Valley Furniture)
(Source:
Microsoft
Corporation.)
(Cont.)

 IS planning matrices describe
relationships between pairs of
organizational elements (location, function,
business unit, objective, process, data,
information system).
(Cont.)

Types of Planning Matrices
 Location-to-Function
 Location-to-Unit
 Unit-to-Function
 Function-to-Objective
 Function-to-Process
 Function-to-Data
Entity
 Process-to-Data
Entity
 Process-to-
Information System
 Data Entity-to-
Information System
 Information System-
to-Objective

FIGURE 4-13
Data Entity-to-Function matrix (Pine Valley Furniture)
(Cont.)

Making Sense of the Matrices
 IS planning takes place prior to project
identification and selection
 “Behind the scenes” analysis
 Matrices: as-is (current) and to-be (future, target)
 CASE tools help via:
 Managing information
 Matrix construction
 Matrix analysis (affinity clustering)

Affinity Clustering
 Arranging planning matrix information so that clusters of
information with a predetermined level or type of affinity
are placed next to each other on a matrix report
 Affinity – the extent to which information holds things in
common
 Example: Function – to – Data entity matrix
 Functions using similar data entities placed in adjacent rows
 Data entities used in common by processes in adjacent columns

Information Systems (IS) Plan
FIGURE 4-16
Systems development projects flow from the information systems plan.

IS Plan Components
 Organizational Mission, Objectives,
and Strategy
Brief description of mission, objectives, and
strategy of the organization
 Information Inventory
Summary of processes, functions, data
entities, and information needs of the
enterprise

IS Plan Components (Cont.)
 Mission and Objectives of IS
Primary role IS will play in the organization to
transform enterprise from current to future
state
 Constraints on IS Development
Limitations imposed by technology and
current levels of financial, technical, and
personnel resources

 Systems Needs and IS Strategy
Summarize overall information systems needs
in the company and set long-term (2-5 year)
strategies for filling the needs
 Short Term Plan
Detailed inventory of present projects and
systems and detailed plan for the current year

 Conclusions
Unknown but likely events that can affect the
plan, presently known business change
elements and their impact on the plan

Electronic Commerce:
Identifying and Selecting Projects
Figure 4-17
Three possible modes of electronic
commerce

Electronic Commerce Applications
and Internet Basics (Cont.)
 Business-to-consumer (B2C): electronic
commerce between businesses and consumers
 Business-to-business (B2B): electronic
commerce between business partners, such as
suppliers and intermediaries
 Business-to-employee (B2E): electronic
commerce between businesses and their
employees

and Internet Basics
 Internet: a large worldwide network of networks
that use a common protocol to communicate
with each other
 Electronic Commerce (EC): Internet-based
communication to support day-to-day business
activities
 Electronic data interchange (EDI): the use of
telecommunications technologies to directly
transfer business documents between
organizations

and Internet Basics (Cont.)

Summary
 In this chapter you learned how to:
 Describe the project identification and
selection process.
 Describe corporate strategic planning and
information systems planning process.
 Describe the three classes of Internet
electronic commerce applications: business-
to-consumer, business-to-employee, and
business-to-business.

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