Enhancing Information Systems Analysis and Management for Effective Decision-Making

1. INFO 380Information Systems Analysis and Management Instructor: Greg Hay TA: Yuan Lin

2. Agenda: Session 14 • Announcements • Review for Final • Random Instructor Thoughts

3. Announcements • Feasibility Study: Due this evening • TOES • Net Present Value • Payback Analysis • Return on Investment • Feasibility Analysis Matrix • Earlier lecture • Chapter 10 of text

4. Announcements • Scheduling Team Project Presentations • March 7 - 10 • 4 or 5 presentations each day • 12 minutes each • Open positions: • Monday: 12:45 | 1:15 | 1:45 | 2:15 • Tuesday: 2:45 | 3:30 • Wednesday: 12:45 | 1:15 | 1:45 | 2:15 • Thursday: 2:30 | 2:45 | 3:15 | 3:30

5. Announcements • Guest Speaker yesterday • Virgil Bourassa Microsoft Corp. • “Invent vs. Buy” • 150-word writ-up on ‘thoughts and impressions’ • .5 point extra-credit

6. Questions?

7. Systems Analysis and Design • Big Picture: • Information is single-greatest asset of most companies • We can carve-out a great career by helping organizations manage their information systems

8. Systems Analysis and Design • Better Information: • More complete understanding of customers • Better/earlier awareness of market forces • Better/earlier awareness of problems • Greater ability to communicate • Easier opportunity to create value

9. Systems Analysis and Design • Organize or Die • This concept is becoming ever-more true • Bar of information management is getting higher • Smaller windows of opportunities to gain ground

10. Systems Analysis and Design • Recognize the ‘maturity’ of your organization • Clifford Stoll and Capability Maturity Model • Help create a culture of learning

12. Systems Analysis and Design • Information System • An arrangement of: • People • Data • Processes • Information technology • All interact to collect, process, store and provide as output information needed to support an organization

13. Focus for Information Systems • Process • Activities (including management) that carry out the mission of the business • Knowledge • Raw material used to create useful information • Result of consuming information in controlled manner • Communication • How system interfaces with users and other information systems

14. ‘Competitive Pressures’ • Products or services provided by a competitor that threatens to impact an organization • Innovation of product or service to seize greater market-share • Key opportunity to help organization prosper; must be able to adapt.

15. Information Management • Remember: ‘Organize or Die’ • Human learning based on organizing & analyzing • Those that were effective at building systems survived • Systems analysis is the process of continually re-evaluating our organizational processes: • What do we need to do to ‘get better’ or adapt? • Know competitive pressures impacting our survivability

16. Business Drivers • Globalization of the Economy • Electronic Commerce and Business • Security and Privacy • Collaboration and Partnership • Knowledge Asset Management • Continuous Improvement and Total Quality Management • Business Process Redesign

17. Companies Adapt • Opportunities/Challenges for two Seattle firms • United Parcel Service • Boeing

18. System Analysts • Problem Solvers • Anticipates issues that require corrective action • Recognizes opportunities to improve a situation often in absence of complaints

19. Systems Development Projects ‘Found’ • PIECES Framework (James Wetherbe) • Need to correct or improve: • Performance • Information • Economics (control costs or increase profits) • Control (security) • Efficiency (people and processes) • Service (customers, suppliers, partners, employees)

20. Problem Statement • Articulates what we need to focus on solving • Identifies customer(s) • Summarizes customers’ view of the problem • States when the customer(s) need a solution • Defines scope of the problem solution • Time, money and resources Focus on ‘opportunity cost’ to create a sense of urgency

21. Why have a standard process? • Standard processes increases the probability of having a successful project: • Project completes on time • Project completes at/under estimated cost • Functional featuresthat work (customer satisfaction)

22. Why have a standard process? • Efficiencies are gained and quality improves • consistent process allows for clarity of status • better visibility of ‘where we are’ • better ability to adjust efforts & resources as needed

23. Why have a standard process? • Efficiencies are gained and quality improves • consistent process allows for learning • What went well? What did not? • documentation reduces costs • New people get up to speed quicker • Knowledge is shared versus hoarded

24. Principles of System Development • Get the system users involved • Use a problem-solving approach • Establish phases and activities • Document through development • Establish standards • Manage the process and projects • Justify systems as capital investments • Don’t be afraid to cancel or revise scope • Divide and conquer • Design systems for growth and change

25. Systems Analysis • Focus on systematic approach • Organization of material • Finding value for the customer

26. Systems Analysis • Focus on systematic approach • “Where we are & what we are doing” • What phase are we in? • What information is needed for immediate task?

27. Systems Analysis • Finding value for the customer • How is project going to benefit the organization? • People • Processes

28. Systems Analysis • Finding value for the customer • What is the impact? • Time\money saved • ‘better’ information = more competitive • Happier customers = more sales

29. Systems Analysis • Scope Definition • Problem Analysis • Requirements Analysis • Logical Design Phase • Decision Analysis Phase

30. Scope Definition • Intended to validate problem\opportunity • Quickly determine if problem is worth effort to fix • Define scope and perceived problems • Preliminary investigation on impact to organization • “Does this project have legs?”

31. Scope Definition • Deliverable: Project Charter • Preliminary Problem Statement

32. Problem Analysis • Deliverable: System Improvement Objectives • Criteria for measuring improvements • Expectations of stakeholders • Identifies constraints that will challenge goals • Deadlines • Budget • Technology limitations

33. Check-ins: Every Phase • Continually adding definition to Master Plan • We are always aware of cost-benefit • Trim down or expand project based on learning • Communicate! • Findings and recommendations • Best if made in presentation to stakeholders • Without status updates people get cranky • Must be able to justify continual investment • Never be afraid to alter or terminate project

34. Questions?

35. Requirements Analysis • Intended to detail Business Requirements • Focus on the “What” versus the “How” • Must be from users perspective

36. Requirements Analysis • Deliverable: Business Requirements • Identify the functionality and features for success • Short-cuts here will doom project

37. Logical Design Phase • Intended to clarify Business Requirements • Find opportunities to system generate diagrams • Each functional requirement is illustrated • Data structures • Business processes\rules • Data flows • Diagrams that complement user requirements • System models • Prototypes

38. Decision Analysis Phase • Intended to identify candidate solutions • Looking at specific technology for 1st time • Analyze potential solutions for value • Recommend a target system solution • Identify and evaluate candidate solutions • Must be on the customers ability to adopt and absorb

39. Decision Analysis Phase • Deliverable: System Proposal • Must fulfill user requirements • Select one or more to present to stakeholders • Best overall combination of ‘TOES’ feasibilities • Stakeholders will make final decision

40. Questions?

42. Random Industry Wisdom From an ancient technology elder

43. Random Industry Wisdom • Politics of working in IT • Best to ‘get along’ • Do not expect to be liked by everyone you work with • Be a wolf (do not wait to be told what to do); develop an agenda and share with manager • Be a problem-solver (end of story)

44. Random Industry Wisdom • Politics of working in IT • Best to ‘get along’ • Do what you say\say what you do and follow-through (hit your target) • Be productive (not just busy); know why you are doing something (customer value) • Be prepared always

45. Random Industry Wisdom • Politics of working in IT • Best to ‘get along’ • Avoid ‘shortcuts’ (getting sneaky will burn you) • Only shortcuts education, experience and hard work • Make your manager look good (or at least not bad)

46. Random Industry Wisdom • Politics of working in IT • Best to ‘get along’ • Do not get into juvenile gossip • Understand people will throw you and\or your team ‘under the bus’ (usually in private) • Must be tolerant of people’s differences

47. Random Industry Wisdom • Politics of working in IT • Best to ‘get along’ • Have courage to call manure • Have smarts to keep your mouth shut (pick battles) • Focus on the customer: ‘Allegiance to the data’ • Don’t forget who your stakeholders are

48. Random Industry Wisdom • Politics of working in IT • Best to ‘get along’ • Be gifted at writing!! • Be organized (know what is expected of you; be on time and prepared to advance conversation) • Recognize that everyone can play; do not underestimate people you do not know

49. Random Industry Wisdom • You and only you control your career • Have a plan and ‘know your path’ • Know where you are going (and why) • Set goals (6 months, 2 years 5 years and 10 years) • Like most industries IT has petty, back-stabbing and insecure competitive people (don’t be one)

50. Random Industry Wisdom • You and only you control your career • Have a plan and ‘know your path’ • Do not be in a hurry\be patient; your time will come • Stuff happens: deal with it (more than one job in the world) or be ready to move on