Course Outline

• Tutorial assignments 16%– Eight Assignments of equal weight– Tutorials and Assignments start next week

(after lecture 2)

• Midterm Examination 20%– Twenty Short Answer Questions– focus on Systems Analysis

• Final Examination 30%– Short Answer Questions and a Mini Case Analysis

• the questions focus on Systems Design• The Mini Case is ‘Comprehensive’

Course Outline

• Analysis Project 20%– Due in tutorials Week 9– Write Up an Analysis of an Organization

• Design Project 14%– Design a Web Page for the Organization– Explain Design Criteria– Present in Final Tutorial

These are explained in detail on the course website.

http://bus362.com

The Tutorials

• Start after the lecture next week (Week 2)• Normally performed in your project groups• Run weekly• Focus on techniques and their application• Most of the work is typically done in the

tutorial time• Tutorials are mandatory for completion of this

course

BUS 362 and the MIS Program

Data Mgmt& IS Audit

Web-basedBusiness

BusinessIntelligence

Managing the IT Environment

Analysis and Design of Business IS

ProjectManagement

Intro to Info Systems 100,200 level

300 level

400 level

Investment in IT

BUS 362: Course Overview

• Objectives:– Be Completely Familiar with the Systems

Development Process• For Co-Op Jobs• For Work Assignments• As part of general business ‘literacy’

– Learn Current Techniques Used in Companies and Consulting Firms

BUS 362: Course Overview

– Understand the Quality Assurance Role in the Systems Development Process

– Be comfortable with the linkage between Accounting (particularly the audit and quality control function) and Systems Analysis and Design

A little motivation…

First, A Suggestion• Get involved if you want to know where

everything is going in this area:– Our program has been CIPS Accredited:

http://www.cips.ca • This gets you to 80 points out of the 100 required for the I.S.P.

Designation• CIPS also now supports the international ITCP and IP3P

designations

• Management Information Systems Association at Simon Fraser University

Systems Analysis and Design

A Methodological Approach to Evaluating and Building Management Information Systems

• Define Objectives for Systems

• Define Indicators of Success

• Find Alternatives

• Methodically Select and Implement the Best Strategy

Roles in an IS Project

• Six Types of Analysts1. Project Manager

Experienced. Responsibility includes moving the project forward to be completed on time and on budget.

2. Change Management Analyst Focus on people and management issues. Ensures

adequate training, documentation, and consultation with users and managers.

Roles in an IS Project

3. Business Analyst Focus on business issues. Has business expertise.

Represents users interests in assuring that business processes are targeted for improvement.

4. Infrastructure Analyst Skill set in hardware, software, database and

networks. Responsible to make the infrastructure work. Focus on design phase.

Roles in an IS Project

5. Requirements Analyst Relatively new, critical role. Elicits requirements

from stakeholders. Must communicate clearly with stakeholders and focus on scope, function, and expectations.

6. Systems Analyst Broad scope. Must integrate functions. Focus on

integrating information technology to meet business needs. Involved in planning, analysis and design.

Typical Career Paths

Demand for IT Jobs

• Has been growing recently…

17

http://www.bls.gov/news.release/ecopro.nr0.htm

IT Association of Canada StudyMarch 28, 2011

• From 2011 to 2016, Canada’s ICT industry will need to hire 106,000 ICT workers.– That’s just over 17,000 per year

• Canada’s postsecondary education complement of undergraduates in mathematics, computing science, engineering and information systems combined is…

18

IT 2013 Salary Calculator

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Elicits business requirements then critically evaluates information gathered from multiple sources, reconciles conflicts, decomposes high-level information into details, abstract up from low-level information to a general understanding, and distinguishes user requests from the underlying true needs. Drives and challenges business units on their assumptions of how they will successfully execute their plans. Interprets business needs and translates them into application and operational requirements. Collaborates with developers and subject matter experts to establish the technical vision and analyze tradeoffs between usability and performance needs. Is the liaison between the business units, technology teams and support teams

http://www.itworldcanada.com/salarycalculator

15 IT Certifications that Pay the Big Bucks

• (IT World April 7, 2015)①CCDP: Cisco Certified Design Professional

($107,878)②ITIL (Information Technology Information

Library) Expert Certification (L3) ($107,092)③PMP: Project Management Professional

($103,570)④CISSP: Certified Information Systems Security

Professional ($100,735)

15 IT Certifications that Pay the Big Bucks

⑤CCDA: Cisco Certified Design Associate ($97,995)

⑥CCNP: Cisco Certified Network Professional ($97,296)

⑦ITIL v2 Foundation & ITIL v3 Foundation (L1)($96,128 & $93,250)

⑧CCNA: Cisco Certified Network Associate Voice ($92,837)

15 IT Certifications that Pay the Big Bucks

⑨HP AIS: Hewlett-Packard Accelerated Integration Specialist Storage Works ($91,158)

⑩AIS: HP ProLiant ML/DL/SL Servers ($87,332)⑪VCP: VMware Certified Professional ($87,151)⑫CompTIA Project+ ($87,057)⑬APS: HP Blade System Solutions ($86,554)⑭CEH: Certified Ethical Hacker ($86,053)⑮MCDBA: Microsoft Certified Database

Administrator ($84,683)

Your job

A systems analyst shall be responsible for studying the problems and needs of an organization and for determining how people, methods, and information technology can best be combined to bring about improvements in the organization. A systems analyst helps system users and other business managers define their requirements for new or enhanced information services. As such a systems analyst is an agent of change and innovation.

Systems Analyst Skills

Technical – Must understand the technical environment, technical foundation, and technical solution.

Business – Must understand how IT can be applied to business situations.

Analytical – Must be problem solvers. Interpersonal – Need to communicate effectively. Management – Need to manage people and to manage

pressure and risks. Ethical - Must deal fairly, honestly, and ethically with

other project members, managers, and systems users.

SDLC: systems development life cycle

• The SDLC usually incorporates the following general purpose problem solving steps: Planning – identify the scope and boundary of the problem

and plan the development goals and strategy Analysis – study and analyze the problems, causes, and

effects. Then identify and analyze the requirements that must be fulfilled by any successful solution

Design – design and construct or purchase the solution Implementation – implement the solution Support – analyze the implemented solution, refine the

design, and implement improvements to the solution. This may lead to cycling back to previous steps.

Planning – “why build the system”

• Identify business value• Analyze technical,

economic and organizational feasibility

• Identify tasks and estimate time required

• Staff the project• Control and direct the

project

• System request• Feasibility study

• Work Plan

• Staffing Plan• Gantt charts, CASE tools,

risk assessment

Analysis – “who, what, where, when”

• Analyze the problem, perform benchmarking, reengineering

• Gather business requirements – interviews, questionnaires, etc.

• Specify the requirements – use cases

• Model the processes – data flow diagrams

• Model the data – entity relationship diagrams

• Deliverable: the system proposal

Design – “how will the system work”

• Decide who will do the construction

• Architecture design

• Interface design

• Database and file design

• Program design

• Deliverable: System specification

Implementation – system delivery

• Construction – Programming– Testing

• Installation – Conversion (direct, parallel, phased)– Training– Change management– Support

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Large Scale Project Small Scale Project

The Feasibility of a New System

An important starting point Is there a technical solution that will work? Should we build it? Does it make economic

sense? Will we be able to use it?

Technical Feasibility

• Familiarity with the application• Familiarity with the technology• Project size

Can it be built and function as envisioned using appropriate technology?

Economic Feasibility:Expected Value

• Costs– usually come first– easier to quantify at outset of project

• Benefits– look carefully for tangible, monetary items

• convertible– space, productivity, risk of loss

• nonconvertible– morale, ‘showcase’

Organizational Feasibility

• Can the organization handle the new system?– Stakeholders

• winners and losers

– Champions• operational, functional, financial

– Objectives• what is possible?• what is expected?

Feasibility Analysis

• A dynamic document – should be revisited and updated regularly

• In addition to technical, economic, and organizational feasibility, might also consider schedule feasibility, etc.

• Establishing benchmarks for costs and benefits is important - you can’t manage what you can’t measure

For Next Week

• Prepare to come to the tutorials after the lecture– We’ll set up teams for assignments then

• Read Chapters 1 and 2• Try to find the most interesting and/or important

development in Information Technology in the week– try Surfing a bit: CNN MSNBC etc...