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Systems Analysis
Chapter 4
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Key Definitions
The As-Is system is the current system and may or may not be computerized
The To-Be system is the new system that is based on updated requirements
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Key Ideas
The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them -- or decide a new system isn’t needed.The line between systems analysis and systems design is very blurry.
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THE ANALYSIS PROCESS
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Combines business and information technologyBalance expertise of users and analysts
Analysis Across Areas
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The SDLC Process
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Three Steps of the Analysis Phase
Understanding the “As-Is” systemIdentifying improvement opportunitiesDeveloping the “To-Be” system concept
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Three Fundamental Analysis Strategies
Business process automation (BPA)Business Process Improvement (BPI)Business Process Reengineering (BPR)
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BUSINESS PROCESS AUTOMATION
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Proposal Outline
Table of contentsExecutive summarySystem requestWork planAnalysis strategyRecommended systemFeasibility analysis
Process modelData ModelAppendices
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Identifying Improvements in As-Is Systems
Problem AnalysisAsking users to identify problemsRarely finds significant monetary benefits
Root Cause AnalysisPrioritizing problemsTracing symptoms to their causes
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Root Cause Analysis Example
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BUSINESS PROCESS IMPROVEMENT
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Duration Analysis
Calculate time needed for each process stepCalculate time needed for overall processCompare the twoDevelop process integration or parallelization
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Activity-Based Costing
Calculate cost of each process stepConsider both direct and indirect costsIdentify most costly steps and focus improvement efforts on them
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Benchmarking
Studying how other organizations perform the same business processInformal benchmarking
Check with customersFormal benchmarking
Establish formal relationship with other organization
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BUSINESS PROCESS REENGINEERING
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Business Process Reengineering
Radical redesignof business processes
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Outcome Analysis
Consider desirable outcomes from customers’ perspectiveConsider what the organization could enable the customer to do
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Breaking Assumptions
Identify fundamental business rulesSystematically break each ruleIdentify effects on the business if rule is broken
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Technology Analysis
Analysts list important and interesting technologiesManagers list important and interesting technologiesThe group identifies how each might be applied to the business
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Activity Elimination
Identify what would happen if each organizational activity were eliminatedUse “force-fit” to test all possibilities
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Proxy Benchmarking
List similar industriesLook for techniques from other industries that could be applied by the organization
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Process Simplification
Eliminate complexity from routine transactionsConcentrate separate processes on exception handling
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Avoiding Classic Analysis Mistakes
Reducing analysis timeRequirement gold-plating
User over-specification of featuresDeveloper gold-plating
Too many “cool” featuresLack of user involvement
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Your Turn
How do you know whether to use business process automation, business process improvement, or business process reengineering? Provide two examples.
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DEVELOPING AN ANALYSIS PLAN
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Developing an Analysis Strategy
Potential business valueProject costBreadth of analysisRisk
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Characteristics of Analysis Strategies
Business Business BusinessProcess Process ProcessAutomation Improvement Reeingineering
Potential Business Low-Moderate Moderate HighValue
Project Cost Low Low-Moderate High
Breadth of Analysis Narrow Narrow-Moderate Very Broad
Risk Low-Moderate Low-Moderate Very High
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Summary
The analysis process aims to create value for the organizationThree main analysis strategies are BPA, BPI, and BPRThese strategies vary in potential business value, but also in potential cost and risk