An Introduction to SystemsAnalysis and

Modelling
158225: Systems Analysis and Modelling: Lecture 1 (Week 1)

Adapted from Dr Arzoo Atiq’s earlier lecture

 Course Agenda How today’s lecture maps with the whole course?
The Information Systems Lecture 1, 2
Development – Project Lecture 3
Construction Management
Requirements
Determination
•Techniques
Construction, •Strategies
Operation and •Concept Maps
Installation •User Stories
System Analysis
Installation and and Modelling
Operations
Business Process and
Design Functional Modelling
Lecture 11
Modelling Analysis
•Use Case diagrams
Physical Architecture •Activity Diagram
Layer Design
Lecture 6 Modelling Lecture 9,
•BPMN (Parts 1 and 2)
Class and Method
Design
10
Lecture 8
Lecture 5
Human Computer
Interaction Layer Bridging Analysis Lecture 7 Structural Modelling
Design and Design •Domain Modelling
Behavioural Modelling
•Class Diagrams
•Interaction Diagrams
•Object Diagrams
Data Management •Sequence Diagrams
Layer Design •Communication
Diagrams
•State Machines

Minor update to weekly allocation from the recordings 2

Staff

• Ms Indu Sofat (Lecturer @ Albany and Overall Course Coordinator)

• [email protected]
• Dr Jyothi Kunchala (Lecturer and Course Coordinator @ Manawatu)
(since not offered at Manawatu, so Jyothi is not teaching but her
lecture recordings from the previous year will be used)

Staff allocation different from the recordings

Lecture 1
• Explain the systems analyst’s role in information
systems development.
• Describe the basic systems development life cycle
and its phases.
• Explain how organisations identify IS
development projects.
• Explain the importance of linking the information
system to business needs.
• Be able to create a system request.
• Describe technical, economic, and organisational
Agenda
feasibility assessment.
What should we know by the end of the
• Be able to perform a feasibility analysis. lecture?

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 4

 Systems Analyst and the Analysis, Modelling and
Design tasks: Part 1
• THE SYSTEMS ANALYST:
• ROLE
• SKILLS

• UNDERSTANDING THE TASKS:

• ANALYSIS
• DESIGN
• ROLE OF MODELLING IN ANALYSIS AND DESIGN

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 5

The System Analyst
The systems
analyst:
translates,
connects
communicates

bridges the gap

between the
users/organisation
and the
technological
details

Lecture 1
What kind of person is involved in Systems Analysis?

• Agents of change
• Identify ways to improve the
organisation
• Motivate & train others Skills needed:
Technical: must understand the technology
• Ability to see both technical and Business: must know the business
user sides of a problem. processes
• Big picture plus detail. Analytical: must be able to solve problems
Communications: technical & non-technical
audiences
Interpersonal: leadership & management
Ethics: deal fairly and protect confidential
information

Lecture 1
Jobs involving SystemsAnalysis
• Interaction with an array of people
• Technical specialists (DBAs, network admins,
programmers)
• Businesspeople (users, managers, steering
committee)
• Others (vendors, consultants)
• Variety of specialised roles
• People-oriented: change management analyst, project
management
• Business-oriented: requirements analyst, business
analyst
• Technically-oriented: infrastructure analyst
• Generalist: systems analyst

Lecture 1
 The System Analyst: Role

• The Systems Analyst is the key role in developing information

systems.
• The analyst plays the following roles:
• Analysing the business situation
• Identifying opportunities for improvements
• Designing an information system to implement the
improvements

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 9

 The Systems Analyst: What motivates them?

• System Analysts would like following about their work:

• Challenge
• Technology
• Variety
• Constant Change
• Problem Solving

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 10

 • What Do System Analysts Dislike About Their Work?
• Management’s lack of communication/recognition
• End-user mistakes and demands
• Stress/pressure/burnout
• Ever-changing business technology
• Unrealistic deadlines

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 11

 Preparing forYour Career as a Systems Analyst

• To be Prepared for a Career as a Systems Analyst

you will need:
• Working knowledge of information technology
• Computer programming experience & expertise
• General business knowledge
• Problem-solving skills
• Interpersonal communication skills
• Flexibility and adaptability
• Character and ethics
• Systems analysis & design skills

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 12

 Preparing forYour Career as a Systems Analyst

Copyright ©2018 John Wiley & Sons, Inc. Fig 1-1 Lecture 1 13
Systems Analysis and
Modelling
Systems analysis and modelling is a process of :

• identifying the problem that needs to be solved

• analysing the current situation
• identifying requirements for the new system
• modelling those requirements in a systematic way
• creating a clear specification of what the system
must do

Lecture 1 14
 Systems Analysis and
Modelling
When we talk about specifying what the system must do,
specifically this can include:

• What data is needed?

• The rules that govern that data
• The rules for how that data will be processed
• The layout of user interfaces, reports, etc.
• Rules about access constraints
• Expectations about the performance of the
system

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What is the difference between analysis, modelling and design?
• Analysis is problem focussed - aims at understanding the existing processes and
challenges
• Design is solution focussed - aims at realising the new (often computer-based)
solution
• But one morphs into the other through the process.
• The tools we use for analysis are also used for design.
• We model the existing process (analysis), and then we model our design of the
new process.
• We can sometimes use this to generate code…

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System Analysis: when and where?
When? Where?
• Right at the beginning! • The systems analyst needs to spend
• When the project idea is first formed, time with the users.
some systems analysis activities are • Needs to observe and understand the
appropriate. current situation, systems and
• Can continue throughout, depending on environment.
SDLC methodology. • This is the foundation for a good system
specification.

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Different Levels of Modelling
Conceptual
Sketches out broad Can work with users to
High level
concepts define high level concepts

Logical
Increasing levels of detail
Much more detailed Independent of implementation

Physical
Moves from logical design into design on Some tools are available to generate
a particular operating system, hardware, some parts of the physical design from
software the logical design models

Lecture 1
Diagram illustrating relationship between models from requirements to analysis to design

Lecture 1
Systems Development Life Cycle
(SDLC): Part 2

THE OVERALL PROCESS OF SYSTEMS DEVELOPMENT

Lecture 1 20
How Do Systems Get Built?
Systems Development LifeCycle (SDLC) phases: Planning, Analysis, Design and Implementation

Waterfall Model of the SDLC

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 How Do Systems Get Built?
The process consists of four phases:
• Each phase consists of a series of steps
• Each phase is documented (deliverables)
• Phases are executed sequentially, incrementally,
iteratively or in some other pattern

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Key Questions to be Answered for each phase
• Planning phase
• Why should we build this system?
• What value does it provide?
• How long will it take to build?
• Analysis phase
• Who will use it? Increasing
levels of detail
• What should the system do for us?
• Where & when will it be used?
• Design phase
• How should we build it?

Lecture 1
SDLC: The Planning Phase

1. Project Initiation
• Prepare system request
• Perform feasibility analysis

2. Project Management Deliverable(s):

• Develop the work plan System request
• Staff the project with feasibilty
study
• Monitor & control the project
Work plan and
staffing plan

Lecture 1
SDLC: The Analysis Phase

1. Develop Analysis Strategy

• Study the existing system and its problems
2. Gather and Analyse Requirements
• Develop a new system concept
• Describe new system with analysis models Deliverable(s):
System Proposal
3. Prepare and Present System Proposal (Analysis and
High-Level
• Summarise results of the Analysis Phase Design)
• Go/No Go decision made by sponsor and steering
committee

Lecture 1
SDLC: The Design Phase
1. Determine Design Strategy
• Build / Buy / Outsource
2. Design system components
• Architecture, interface, database, programs
• Assemble design elements into System Specification
3. Present to steering committee
Deliverable(s):
• Go /No Go decision before entering final phase Detailed Design
Specification

Lecture 1
Implementation Phase
• System Construction
• Programming and testing
• System Installation
• Training
• Conversion to new system
• On-going system support
• Support plan
• Change request
Deliverable(s):
System with
detailed
documentation

Lecture 1 27
 Projects: Part 3

Project Initiation
HOW PROJECTS GET STARTED?

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 28

 Where do IS Projects Come From?

• IS projects come from requirements to fulfill a

business need such as:
• Enable a business initiative or strategy
• Support a merger/acquisition
• Fix a “point of pain”
• Utilise a new technology
• Outgrowth of Business Process Management (B P M)

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 29

 What is BPM? (1 of 2)

• Business Process Management (BPM): A methodology used by organisations to

continuously improve end-to-end business processes
• Internal and cross-organisational processes
• Benefits include:
• Enhanced process agility
• Process alignment with industry “best practices”
• Increased process efficiencies

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 30

 What is BPM? (2 of 2)

• Four-step continuous cycle:

• Define and map the steps in a business process,
• Create ways to improve on steps in the process that add value,
• Find ways to eliminate or consolidate steps in the process that
don’t add value,
• Create or adjust electronic workflows to match the improved
process maps.

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 31

BPM Identifies Business Needs
• Business Process Automation
• “Create or adjust electronic workflows to match the improved process
maps”
• Business Process Improvement
• Study the business processes
• Create new, redesign processes to improve the process workflows, and/or
• Utilise new technologies enabling new process structures
• Business Process Reengineering
• Total overhaul of work processes

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 32

Do We Have a ProjectYet?

• Strong business need leads to a person or group stepping up as the

Project Sponsor
• Driving force behind project
• Specifies overall business requirements
• Determines business value
• Formally requests a project via the System Request

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 33

 The Systems Request: Part 4

THE BUSINESS REASONS FOR THE NEW SYSTEM

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 34

 System Request
• Describes business reasons for project
• Defines system’s expected value
• Force the sponsor to formalise his/her ideas
• Provide a framework for collecting initial project information
• Standardise information to be used by steering (approval) committee
• Lists project’s key elements

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 35

 Elements of the Systems Request (1 of 3)

• Project Sponsor
• Business Need
• Business Requirements
• Business Value
• Special Issues or Constraints

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 36

 Elements of the Systems Request (2 of 3)
Element Description Examples
Project Sponsor The person who initiates the Several members of the finance department
project and who serves as Vice president of marketing
the primary point of contact CIO
for the project on the CEO
business side
Business Need The business-related reason Reach a new market segment Offer a capability to keep up
for initiating the system with competitors
Improve access to information
Decrease product defects
Streamline supply acquisition processes
Business The new or enhanced Provide onIine access to information
Requirements business Capture customer demographic information
capabilities that the system Include product search capabilities
will provide Produce performance reports
Enhance online user support

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 37

 Elements of the Systems Request (3 of 3)

Element Description Examples

Business Value The benefits that the 3% increase in sales
system will create for the 1% increase in market share
organization Reduction in headcount by 5 FTEs
$200,000 cost savings from decreased supply costs
$150,000 savings from removal of outdated
technology

Special Issues or Issues that pertain to the Government-mandated deadline for May 30 System
Constraints approval committee’s needed in time for the Christmas holiday season
decision Top-level security clearance needed by project team
to work with data

Copyright ©2019 John Wiley & Sons, Inc. (Fig 1-4) Lecture 1 38
 Systems Request Example
DrōnTeqClient Services System (1 of 2)
System Request—Client Services Project
Project Sponsor: Carmella Herrera, General Manager, Client Services Business Unit
Business Need: This project has been initiated to create the capability of clients requesting drone
flight service and data analysis through the company website. The capability is an essential
element in the business model of the newly formed Client Services business unit.
Business Requirements: Using this system from our company website, clients will be able to
request specific drone flight services and data analysis. A request will be offered to any
contracted DrōnTeq drone pilots in the vicinity, who can submit bids during the bidding window.
Once the bidding window closes, the pilot with the “winning“ bid will be assigned the request.
Business Value: The Client Services business unit has been formed to enable clients who do not
have a need for actual drone ownership to receive drone flight service and data analysis promptly
and cost effectively. As a new business unit, we must estimate additional revenue from two
streams: additional drone pilots who contract with DrōnTeq and lease a drone; and clients who
contract for specific drone flight service and data analysis.

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 39

 Feasibility Analysis: Part 5

IS THIS PROJECT REALLY WORTH DOING…?

CAN WE DO THIS PROJECT…?
WILL THE ORGANISATION ACCEPT THIS IF WE GO AHEAD…?

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 40

 Feasibility Analysis
• Detailed business case for the project
• Technical feasibility
• Economic feasibility (cost-benefit analysis)
• Organisational feasibility
• Compiled into a feasibility study
• Critically important to reassess feasibility throughout the project

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 41

 Technical Feasibility: Can We Build It?

• Sources of Technical Risk:

• Users’ and analysts’ lack of familiarity with the business
application area
• Lack of familiarity with technology
• Have we used it before? How new is it?
• Project size
• Number of people, time frame, distinct features
• Compatibility with existing systems
• Degree of integration required

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 42

 Economic Feasibility : Should We Build It?

• Identify costs and benefits

• Assign values to costs and benefits
• Determine cash flow
• Assess financial viability:
• Return on investment
• Break even point
• Net present value

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 43

 Organisational Feasibility: If We Build It, WillThey Come? (1 of 2)

• Strategic alignment
• Are project goals aligned with business strategy?
• Evaluate effect on various stakeholder groups
• Strong and influential project champion?
• Strong and widespread organisational management support?
• Receptive / resistant system users?

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 44

 Organisational Feasibility: If We Build It, WillThey Come? (2 of 2)

• Strategic alignment
• Close alignment with strategy increases the likelihood of success
• Stakeholder groups can be influenced
• Presentations describing and promoting benefits
• Emphasizing personal benefits as well as organizational benefits
• Prototypes help prove the system concept
• Real user involvement throughout project

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 45

Feasibility Assessment: Summing It Up (1 of 2)
• All projects have feasibility risks
• Our goal is to know the risks we face and the significance of those risks
• Project Sponsor, Project Manager, other team members need this awareness
• Once risks are known, steps can be taken to mitigate the risks
• For example, if unfamiliar with a new technology
• Provide enough budget for training
• Provide enough budget to hire consultants with expertise
• Allow more schedule time to move up the learning curve
• Use a methodology that incorporates experimentation

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 46

Feasibility Assessment: Summing It Up (2 of 2)

• Essential to continuously review and revise the feasibility assessment

• How well are we managing the risks we previously identified? Are
adjustments needed?
• Risk is being managed
• Risk is not well managed and needs further attention
• Are there any new risks that have appeared?
• If so, what are the actions needed to address those risks?
• Budgetary and schedule effect?

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 47

 After reading and studying this chapter, you should be able to: (1 of 2)

• Explain the role of the systems analyst in the process of developing IS.
• Discuss the skills needed to be a successful systems analyst.
• List and explain the four primary phases of the S D L C.
• Explain the ways that projects are identified and initiated.
• Explain why it is important to ensure that a proposed IS will add value
to the organisation.
• Describe the purpose of the systems request and explain the contents
of its four main sections.

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 48

 After reading and studying this chapter, you should be able to: (2 of 2)

• Be able to create a systems request for a proposed project.

• Discuss the purpose of the feasibility study.
• Describe the issues that are considered when evaluating a project’s
technical feasibility.
• Understand and evaluate the organisational feasibility of a project.

Copyright ©2019 John Wiley & Sons, Inc. Lecture 1 49

 ThankYou
Indu Sofat

[email protected]

Resources: Mainly Chapter 1

(Text book)
Lecture 1 50