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The Systems Development Life Cycle: Jasmin Rose A. Dales

The document discusses the systems development life cycle (SDLC) process. It describes developing a strategic systems plan to assess potential projects' costs and benefits. It discusses using a balanced scorecard to integrate financial and operational measures to translate strategic objectives into performance metrics. The balanced scorecard suggests viewing an organization from learning and growth, internal business processes, customer, and financial perspectives. It also describes the project initiation, systems analysis, and reporting phases of the SDLC. The systems analysis phase involves surveying the current system and analyzing user needs through fact-gathering techniques.

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Jasmin Rose Arriesgado Dales
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26 views

The Systems Development Life Cycle: Jasmin Rose A. Dales

The document discusses the systems development life cycle (SDLC) process. It describes developing a strategic systems plan to assess potential projects' costs and benefits. It discusses using a balanced scorecard to integrate financial and operational measures to translate strategic objectives into performance metrics. The balanced scorecard suggests viewing an organization from learning and growth, internal business processes, customer, and financial perspectives. It also describes the project initiation, systems analysis, and reporting phases of the SDLC. The systems analysis phase involves surveying the current system and analyzing user needs through fact-gathering techniques.

Uploaded by

Jasmin Rose Arriesgado Dales
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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The Systems Development

Life Cycle
Jasmin Rose A. Dales

Develop a Strategic Systems


Plan
This involves assessing each potential
projects benefits, costs, and strategic
implications
to
the
organization.
Development will proceed on proposals
that show the greatest potential for
supporting the organizations business
objectives at the lowest cost.

The vertical dimension shows project priority in terms of organizational


need.
The horizontal plane shows the expected costs of each project.
The size of the circle reflects the projects strategic impact.

Create an Action Plan


The balanced scorecard (BSC) is a
management
system
that
enables
organizations to clarify their vision and
strategy and translate them into action. It
provides feedback from internal business
processes and external outcomes to
continuously
improve
strategic
performance.

Create an Action Plan


Much of the BSCs appeal stems from its ability
to integrate financial and operational measures
into a single comprehensive framework that can
translate a companys strategic objectives into a
coherent set of performance measures.
The BSC can help managers identify
opportunities for improvement in IT and track the
impact of improvement initiatives through a wide
range of performance indicators.

Create an Action Plan


The BSC suggests that we view the organization
from four perspectives. We develop metrics, collect
data, and analyze it relative to each of the following
perspectives:

1. The learning and growth perspective.


2. The internal business process perspective.
3. The customer perspective.
4. The financial perspective.

The Learning and Growth Perspective


This
perspective includes employee
training and corporate cultural attitudes
related to both individual and corporate
self- improvement.
Metrics can be developed to guide
managers in channeling training funds
where they can be of greatest benefit.

The Internal Business Process


Perspective
Metrics based on this perspective allow
managers to know how well their business
is running and whether its products and
services
conform
to
customer
requirements.

The Customer Perspective


Recent management philosophy has shown an
increasing realization of the importance of
customer focus. These are the leading
indicators: if customers are not satisfied, they
will eventually find other suppliers that will
meet their needs.
The customer perspective includes objective
measurements such as customer retention rate,
as well as more subjective criteria such as
market research and customer satisfaction
surveys.

The Financial Perspective


The financial perspective includes
traditional
measurements
such
as
profitability, revenues and sales. An
overemphasis on financial performance,
however,
may
stimulate
short-run
decisions that create an imbalance with
other perspectives.

Project Initiation
Project initiation involves obtaining a
detailed understanding of the user
problem
and
proposing
multiple
alternative solutions. Each of these
proposals is assessed in terms of its
feasibility and cost-benefit characteristics.
Depending upon the nature of the
project and the needs of the organization,
a
system
will
require
in-house
development, a commercial package, or

Systems Analysis
- Is the foundation for the rest of the SDLC
- Is actually a two-step process involving an
initial survey of the current system and
then an analysis of the users needs.

The Survey Step


The analyst often begins the analysis by
determining what elements, if any, of the
current system should be preserved as
part of the new system. This involves a
rather detailed system survey.
When all the relevant facts have been
gathered and analyzed, the analyst arrives
at an assessment of the current system.

Disadvantages of Surveying the


Current System
The most compelling argument against
a current system survey centers on a
phenomenon known as the current
physical tar pit. This is the tendency on
the part of the analyst to be sucked in and
then bogged down by the task of
surveying the current system.

Disadvantages of Surveying the


Current System
Some argue that current system survey
stifle new ideas. By studying and modeling
the old system, the analyst may develop a
constrained notion about how the new
system should function. The result is an
improved old system rather than a
radically new approach

Advantages of Surveying the Current


System

First, it is a way to identify what aspects of


the old system should be kept.

Second,
when
the
new
system
is
implemented, the users must go through a
conversion
process.
The
analyst
must
determine what tasks, procedures, and data will
be phased out and which will continue. To
specify these conversion procedures, the
analyst must know not only what is to be done
by the new system but also what was done by
the old one.

Advantages of Surveying the Current


System

Finally, by surveying the current


system, the analyst may determine
conclusively the cause of the reported
symptoms.

Gathering Facts
The survey of the current system is
essentially a fact-gathering activity. The
facts the analyst gathers are pieces of
data that describe key features, situations,
and relationships of the system. System
facts fall into the following broad classes:

DATA SOURCES

these include external entities as well


as internal sources.

USERS

both managers and operations users

DATA STORES

are the files, databases, accounts and


source documents used in the system

PROCESSES

are manual or computer operations


that represent a decision or an action
that information triggers.

DATA FLOWS.

The movement of documents and


reports between data sources, data
stores, processing tasks, and users
represent data flows.

CONTROLS

These include both accounting and


operational controls and may be
manual procedures or computer
controls

TRANSACTION VOLUMES

The analyst must obtain a measure of


the transaction volumes for a specified
period of time

ERROR RATES

As a system reaches capacity, error


rates increase to an intolerable level.

RESOURCE COSTS

The resources the current system uses


include the costs of labor, computer
time, materials (for example, invoices),
and direct overhead.

BOTTLENECKS AND
REDUNDANT OPERATIONS.

The analyst should note points where


data flows come together to form a
bottleneck. At peak-load periods, these
can result in delays and promote
processing errors. Likewise, delays may
be caused by redundant operations,
such as unnecessary approvals or signoffs.

Fact-Gathering Techniques
OBSERVATION
Observation involves passively watching the
physical procedures of the system.

TASK PARTICIPATION
Participation is an extension of observation,
whereby the analyst takes an active role in
performing the users work.

Fact-Gathering Techniques
PERSONAL INTERVIEW
Interviewing is a method of extracting facts
about the current system and user perception
about the requirements for the new system.

REVIEWING KEY DOCUMENTS


Job descriptions

Performance reports

Accounting records

System flowcharts

Charts of accounts

Source documents

Policy statements

Transaction listings

Descriptions of procedures

Budgets

System Analysis Report


The event that marks the conclusion of
the systems analysis phase is the
preparation of a formal systems analysis
report. This report presents management
or steering committee with the survey
findings, the problems identified with the
current system, the users needs, and the
requirements of the new system.

The
requirements
statement within the
report establishes an
understanding between
systems professionals,
management,
users,
and other stakeholders.
The primary purpose for
conducting
systems
analysis is to identify
user needs and specify
requirements
for the new system.

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