Modern Systems Analysis and Design Fifth Edition Chapter 4 Identifying

Modern Systems Analysis and Design Fifth Edition Chapter 4 Identifying and Selecting Systems Development Projects 4.1 4.1 Cis339

Learning Objectives Describe the project identification and selection process Describe the corporate strategic planning and information systems planning process Explain the relationship between corporate strategic planning and information systems planning 4.2 4.2 Cis339

Learning Objectives Describe how information systems planning can be used to assist in identifying and selecting systems development projects Analyze information systems planning matrices to determine affinity between information systems and IS projects and to forecast the impact of IS projects on business objectives Describe the three classes of Internet electronic commerce applications: Internet, Intranets and Extranets 4.3 4.3 Cis339

Identifying and Selecting Systems Development Projects Cis339

Identifying and Selecting IS Development Projects Identifying potential development projects. Identification from a stakeholder group. Each stakeholder group brings their own perspective and motivation to the IS decision The Process activities of identifying and selecting IS a identifying potential project, classifying, and selecting the project. Sources of projects (who?) Management and business units Managers who want to make a system more efficient or less costly Formal planning groups 4.5 4.5 Cis339

Identifying and Selecting IS Development Projects Projects are identified by Top management Steering committee User departments Development group or senior IS staff Bottom-up Identification Business unit or IS group Don’t reflect overall goals of the organization Top-Down Identification Senior management or steering committee Focus is on global needs of organization 4.6 4.6 Cis339

The Process of Identifying and Selecting IS Development Projects Cis339

Identifying and Selecting IS Development Projects Classifying and Ranking IS Development Projects Performed by top management, steering committee, business units of IS development group Value chain analysis is often used Method to analyze an organization’s activities to determine where value is added and costs are incurred Some criteria should be considered when classifying and ranking projects are: - Value chain analysis. - Strategic alignment (how much the project help the organization in achieving its strategies). 4.8 4.8 Potential benefits. Resource availability. Project size and duration. Technical difficulties and risks. Cis339

Identifying and Selecting IS Development Projects Selecting IS Development Projects Based on various factors. Consider both short- and long-term projects. Select those most likely to achieve business objectives. Is a very important and ongoing activity. Projects most likely to achieve business objectives are selected Decision requires consideration of: 4.9 4.9 Perceived and real needs Potential and ongoing projects Current organizational environment Existing and available resources Evaluation criteria Cis339

The Process of Identifying and Selecting IS Development Projects Cis339

Identifying and Selecting IS Development Projects Selecting IS Development Projects decision outcomes: Project Acceptance Project Rejection Delay Refocus End-User Development Proof of Concept 4.11 4.11 Cis339

The Process of Identifying and Selecting IS Development Projects Cis339

The Process of Identifying and Selecting IS Development Projects Cis339

Identifying and Selecting IS Development Projects Incremental commitment, is a strategy in system analysis in which the project is reviewed after each phase and continuation of the project is re-justified. Deliverables and Outcomes 4.14 4.14 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. Clear understanding of project’s relation to organizational objectives and the project role of achieving these objectives. Cis339

Identifying and Selecting IS Development Projects Knowledge of overall organizational business strategy will: 4.15 4.15 Improves project selection and identification process Provides sound guidance throughout the systems development life cycle Cis339

Corporate and Information Systems Planning Traditional Project Identification and Selection 4.16 4.16 Planning-Based Approach to Project Identification and Selection Solves isolated problems Focuses on business processes Does not easily allow for organizational change Cis339 Focuses on present and future information needs Information needs change slower than business processes

Corporate and Information Systems Planning Need for planning 4.17 4.17 Improperly planned projects result in systems that cannot be shared across an organization As business processes change, lack of integration will hamper strategy and business process changes Cis339

Corporate and Information Systems Planning Corporate Strategic Planning An ongoing Process of developing and refining models of the current and future enterprise as well as a transition strategy CSP results in several outcomes Mission Statement Objective Statement Competitive Strategy 4.18 4.18 Cis339

Corporate and Information Systems Planning Corporate Strategic Planning Mission Statement A statement that makes it clear what business a company is in (see fig 5-6, next slide) Statement of Objectives A series of statements that express an organization’s qualitative and quantitative goals for reaching a desired future position Objectives are critical success factors 4.19 4.19 Cis339

Pine valley Furniture

Statement of Objective

Corporate and Information Systems Planning Corporate Strategic Planning Competitive Strategy The method by which an organization attempts to achieve its mission and objectives(such as lower cost producer, product differentiation, or product focus) 4.22 4.22 Cis339

Corporate and Information Systems Planning 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 satisfy those needs Three key activities: Describe the Current Situation Describe the Target (or Future) Situation Develop a Transition Plan and Strategy 4.23 4.23

Corporate Strategic Planning Cis339

Corporate and Information Systems Planning Information Systems Planning 1. Describing the Current Situation Top-down Planning Generic methodology that attempts to gain a broad understanding of the information system needs of the entire organization, advantages of this approach are broader perspective, improved integration, improved management support, and better understanding. Bottom-up Planning Generic methodology that identifies and defines IS development projects based upon solving operational business problems or taking advantage of some business opportunities 4.25 4.25 Cis339

Information Systems Planning Cis339

Corporate and Information Systems Planning Describing the Current Situation Planning team is chartered to model existing situation Identification of Organizational: 4.27 4.27 (Continued) Locations Units Functions Processes Data Information Systems Cis339

Corporate and Information Systems Planning Describing the Current Situation Matrices are developed to cross-reference units 4.28 4.28 (Continued) 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 Cis339

Corporate and Information Systems Planning 2. Describing the Target Situation 4.29 4.29 Update list of organizational locations, functions, etc. to reflect desired locations, functions, etc. Matrices are updated to reflect future states Planners focus on differences between current lists and matrices and future lists and matrices Cis339

Corporate and Information Systems Planning 3. Developing a Transition Strategy and Plans 4.30 4.30 Broad, comprehensive document that looks at both short and long-term organizational development needs Consists of a series of projects Cis339

Electronic Commerce Applications Development process for Internet projects is no different than other projects Special issues need to be taken into account. such issues are (user, connection speed, and access method) Electronic Commerce (EC) 4.31 4.31 Internet based communication designed to support business activities Cis339

Internet Development Internet Worldwide network of networks used for electronic commerce Intranet Internet-based communication to support business activities within a single organization Extranet 4.32 4.32 Internet-based communication to support business-to-business activities Cis339

Internet Development Electronic Data Interchange (EDI) The use of telecommunications technologies to transfer business documents directly between organizations Internet vs. Intranet/Extranet Apps 4.33 4.33 Intranet/Extranet – developer knows how application will be run and used Internet – developer faces various unknowns such as where is the user located and who is that user, connection speed, and access method (browser, web enabled cellular phone or TV.) Cis339