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65 Cards in this Set
- Front
- Back
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Systems Development |
Process of creating and maintaining information systems |
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Requirements of System Development |
Establishing system goals, setting up the project, determining requirements, business knowledge and management skill |
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SDLC |
Systems development life cycle: traditional process used to develop information systems. |
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SDLC Phases |
System Definition Requirement Analysis Component Design Implementation Maintenance |
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System Identification |
A process used to identify opportunities for developing systems projects to solve problems (much variation) Finds criteria to enabling the organization's mission, goals, and selection |
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Information Systems Planning (ISP) |
Developing formal plans for creating the information systems project selected. |
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Strategic Alignment |
The extent to which the project is viewed as helping the organization achieve its strategic objectives and long term goals |
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System Definition Criteria |
Strategic Alignment Potential Benefits Potential Costs/Resource Availability Project Size/Duration Technical Difficulty/Risks
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System Definition |
Define system goals and scope in the definition |
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Team Compositions |
Requirements Definition: business and systems analyst Design and implementation: programmers, testers and database designers Integrated testing and conversion: testers and business users |
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Requirements Analysis Phase |
MOST IMPORTANT PHASE Conduct user interviews, evaluate existing systems, determine new pages, identify new features, consider security, create data model Interviews Questionnaires Observations Document Analysis |
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User Requirements |
System Requirements Modeling the systems data (ERD) Modeling organizational process (DFD) |
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Component Design Phase |
Designing the system Determine hardware and software specifications Design the database Design the procedures Design and develop new job descriptions |
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Implementation Phase |
Largest phase, when programs are written and software is developed Build system components Conduct unit test Integrate components Conduct integrated test Convert to new system |
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System documentation |
The collection of materials produced with an information system to support the ongoing operation and development
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User and reference guides |
step by step instructions for using the system features and functions |
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User training tutorials |
manuals and exercises to educate users and build competence. |
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Software programming |
creating the instructions from the programming logic design using a variety of programming languages assisted by language editors |
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Systems Testing |
A series of tests designated to identify errors and validate logic in parallel with programming Developmental Alpha Beta |
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Developmental Testing |
testing the correctness of individual modules and the integration of multiple modules (Programmer running queries)
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Alpha Testing |
Testing of overall system to see whether it meets design requirements (Software tester) |
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Beta Testing |
Testing of the capabilities of the system in the user environment with actual data (Actual Users) |
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Conversion Approaches |
Process of taking information from an old system to the new. Manual or automated approaches Parallel Direct/Plunge Phased Pilot |
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Parallel Conversion |
old and new systems are used at the same time (payroll) |
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Direct/Plunge Conversion |
old system is discontinued one day and the new one is continued the next (banner enrollment system) |
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Phased Conversion |
parts of the new system are implemented over time |
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Pilot Conversion |
Entire system is used in one location |
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Types of system maintenance |
Corrective Adaptive Perfective Preventative |
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Corrective Maintenance |
making changes to an IS to repair flaws in the design, coding, or implementation |
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Adaptive Maintenance |
making changes to an IS to evolve its functionality to accommodate changing business needs or to migrate it to a different operating environment |
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Perfective Maintenance |
making enhancements to improve performance or usability, also just adding bells and whistles |
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Preventative Maintenance |
Making changes to a system to reduce the chance of future system failure |
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Brook's Law |
Adding manpower to a late software project only makes it later. |
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Discouragements to a system developing internally |
limited IS staff limited IS skill set IS staff overworked problem IS performance |
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Alternatives to Internal Development |
External Acquisition: the purchasing from an outside vendor Outsourcing: turning over responsibility for IS development to an outside firm |
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Steps to Proceed External Acquisition |
Business planning process systems definition requirements analysis development for a request proposal (RPF) Proposal evaluation Vendor selection |
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Development for a request proposal |
a report that us used to tell vendors the requirements and how to meet them (hard and software) |
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Competitive Forces |
Competition from: vendors with substitutes, new competitors, and existing rivals |
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Bargaining Power Forces |
Supplier Customer
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Competitive Strategies |
Cost----Differentiation Industry Wide-----Focus
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Value Chain |
a network of value creating activities, primary and support, with linkages between activities |
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Value Chain Activities |
Inbound logistics Operations Outbound Logistics Marketing and Sales Service |
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Support Activities |
Contribute directly to production sale and service as well as intangible costs Firm infrastructure (general management, finance, accounting, IT) Human Resources (Training, recruiting, compensation) Technology (R&D, new techniques, methods, procedures) Procurement (Raw materials) |
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Linkages |
Interactions across value activities that are: sources of efficiencies readily supported by IS often used to reduce costs |
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Product Implementations |
Create a new product or service Enhance products or services Differentiate products or services |
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System Implementations |
Lock in customers and buyers Lock in suppliers (value contracts) Raise barriers to market entry Establish allies (airlines sharing flights) Reduce costs |
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Personal IS Scope |
single user informal procedures isolated problems easy to manage change (drug salesman) |
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Workgroup IS Scope |
10-100 users procedures understood within group problem solution within group somewhat difficult to change (physician partnership) |
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Enterprise IS Scope |
100-1000 users formal procedures problem solutions affect enterprise difficult to change (hospital) |
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Inter-Enterprise IS Scope |
1,000-infinity users formal procedures problem solutions affect multiple organizations difficult to change (Pride System)
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System Categories |
Legacy: information is not shared Enterprise Wide: companies can integrate information across operations within the company Inter-Organizational: communicate across organizational boundaries and the goal is to streamline info from one company to the next |
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Enterprise Systems |
integrate data into one database, revise and improve business processes and solve the problem of departmental silos |
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Business Process Reengineering |
systematic structured improvement approach (dramatic and expensive) |
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Inherent Processes |
prebuilt procedures based upon "industry best practices" saves time and money |
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Hammer and Champy |
Information technology is the enabler for the radical change of the redesign of an organization |
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Supply Chain Management |
a cross functional approach that includes managing in the movement of raw materials into an organization. Also the movement of the goods to the consumer Purpose: improve trust and collaboration among parters to improve velocity to consumers |
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Enterprise Resource Planning |
richly functional systems designed to support many organizational functions (accounting, finance, purchasing, payroll) |
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Qualities of ERP |
Internally focused highly integrated organizational fit packaged applications customization |
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Challanged when implementing Enterprise Systems |
1. Collaborative management using committees and steering groups 2. Identify requirement gaps 3. Transition problems 4. Managing employee resistance via communication, self efficiency, positive incentives |
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Reasons ERPs fail |
(Enterprise Resource Planning) Lack of software fit Unrealistic implementation expectations Lack of executive buy in and support Propensity to customize software rather than use standard functionality Lack of ERP implementation expertise |
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Customer Relationship Management |
applications that help organizations attract new businesses and encourage business repeat sales --sales and service tools CUSTOMER SERVICE |
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Enterprise Application Integration (EAI) |
Links departmental silos Enables communicating and sharing data provides integrated information provides inregrated layer-over top of existing applications enables gradual move to ERP PROBLEM SOLVER |
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Integrated Packages |
richly functional systems designed to support externally focused functions |
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Upstream |
supply chain management
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downstream |
customer relationship management |
