Foundation

for JAV
A
</
system
UI
>

developmen U
X
t Chapter 3
 Table of CONTENTS
● Define information systems analysis and design.
● Describe the information system development life cycle (SDLC) and
the agile methodologies.
● Explain outsourcing.
● Describe six different sources of software.
● Discuss how to evaluate off-the-shelf software.
● Explain the process of managing an information systems project.
● Describe how to represent and schedule project plans.
Information systems analysis
and design is a complex, CS
S
challenging, and stimulating
organizational process that a team
of business and systems
professionals uses to develop and
maintain computer-based
information systems.
 Information systems analysis and
• design
The analysis and design of information systems is based on
understanding of the organization’s objectives, structure, and
processes, as well as knowledge of how to exploit information
technology for advantage.
• Understanding the business and how it functions is still the key
to successful systems development, even in the fast-paced,
technology driven environment.
• In most organizations the systems analyst has the primary
responsibility for systems analysis and design.
Information systems analysis and
design
3 element
An organizational approach to
systems analysis and design is
driven by methodologies,
techniques, and tools (any
tools that you can use to
support the system).
A Modern Approach to Systems Analysis
andfocus
• In 1950s: development Design
on efficient automation of existing
processes.
• In 1960s: advent of 3GL (Third Generation Language), enabled the
development of faster and more reliable computers.
• In 1970s: system development becomes more like an engineering
discipline.
A Modern Approach to Systems Analysis
and Design
• In 1980s: major breakthrough with 4GL, computer-aided software
engineering (CASE) tools, object oriented methods.
• In the middle years of the1990s: focus on system integration, GUI
applications, client/server platforms, Internet
• The new century: Web application development, wireless PDAs,
component-based applications.

Fourth-generation language (4GL), computer

programming language that is intended to be easier for
uses than machine languages (first-generation),
assembly languages (second-generation), and the older
high-level languages (third-generation).
 Developing
</
HT
ML > information systems
C and the systems
++
development life
cycle (SDLC)
 Developing information systems
• Most organizations find it beneficial to use a systems
development methodology (it is method that use to create the
system), to develop and support their information systems.
• Systems development methodology is a standard process
followed in an organization to conduct all the steps necessary to
analyze, design, implement, and maintain information systems.
 Systems development life cycle
• The (sdlc)
systems development life cycle (SDLC) is a common
methodology for systems development in many organizations.
• SDLC features several phases that mark the progress of the
systems analysis and design effort.
• Phases in SDLC: (PADIM)
• Planning
• Analysis
• Design
• Implementation
• Maintenance
Systems development life cycle
(sdlc)

Systems
development
life cycle
Systems development life cycle
(sdlc)The first phase of the SDLC in which an organization’s
total information system needs are identified, analyzed,
prioritized, and arranged.

Need to find out the

organization’s needs.
Systems
development
life cycle
Systems development life cycle
(sdlc) Identify the requirements of the
system/ needs for information.

The second phase of the SDLC in

Systems which system requirements are
development studied and structured.
life cycle
- Find out the problem
- Implement the new system
- Analyze the system
- Create design
- Look at the design, write a
fully
 Systems development life cycle
(sdlc)
- Whatever information you get have to convert into diagram form. Physical design (the kind of programming
- Requirements translate into diagrams: 2 types of design (logical, technology been used) (care about technological
physical) design details)
The part of the design phase of the SDLC in which
the logical specifications of the system from logical
design are transformed into technology-specific
details from which all programming and system
construction can be accomplished.
Logical design (You do not deal with the
Systems physical implementation details yet.) (don’t
development bother about design details)
life cycle The part of the design phase of the SDLC in
which all functional features of the system
chosen for development in analysis are
described independently of any computer
platform.

The third phase of the SDLC in which the

description of the recommended solution is
converted into logical and then physical system
specifications.
 Systems development life cycle
-
(sdlc)
Design/diagrams translate into codes (written using programming
languages, test, install, support)

* System is completed.
Systems
development
The fourth phase of the SDLC, in
which the information system is coded, life cycle
tested, installed, and supported in the
organization.
 Systems development life cycle
(sdlc)
* Start using the IS

The final phase of the SDLC, in

which an information system is Systems
systematically repaired and
improved. development
life cycle

- Repair; upgrade the system in

operational environment
 Systems development life cycle
(sdlc)
- High level system requirements
identification (understand
organization),
- Plan the project, resources for the
requirements (time, man power).

- Find problems in current (old) information

system
- Identify requirements for new IS
- Suggest alternative solutions

- Design the new system (input,

output, U/I, etc).
Different Approaches
to Improving ap //
i
Development
Agile
Methodologies
 Minimum level of user.

Agile Methodologies
• The traditional Waterfall SDLC one phase ended and another
began once a milestone had been reached.
• Once the milestone had been reached and the new phase
initiated, it became difficult to go back.
• The traditional waterfall life cycle locking (can’t change) users into
requirements that had been previously determined, even though
those requirements might have changed.
• Limited user involvement (only in requirements phase), user roles
were often relegated to the requirements determination or
analysis phases of the project. -- Waterfall Project: One whole who system will be delivered.
Agile Project: divided the system into several parts (whole
process is interacted, can repeat.) (system is always under
maintainance)
- - Exp: Taruc intranet.
 Agile Methodologies
• The traditional Waterfall SDLC focus on milestone deadlines
(Exp: have to finish within a period), instead of on obtaining and
interpreting feedback from the development process, leads to too
little focus on doing good analysis and design.
• The focus on deadlines leads to systems that do not match users’
needs and that require extensive maintenance, unnecessarily
increasing development costs.
 Agile Methodologies
• In the continuing effort to improve the systems analysis and
design process, several different approaches have been
developed, and one of them is Agile Methodologies.
• Agile Methodologies motivated by recognition of software
development as fluid, unpredictable, and dynamic.
• Three key principles:
• focus on adaptive rather than predictive methodologies
• focus on people rather than roles
• focus on self-adaptive processes
 Agile Methodologies
• The Agile Methodologies (highly motivated) group argues that
software development methodologies adapted from engineering
generally do not fit with real- world software development.
• When to use Agile Methodologies? If your project involves:
• Unpredictable or dynamic requirements.
• Responsible and motivated developers.
• Customers who understand the process and will get involved.

Need a high user involvement.

 Agile Methodologies
• Five critical factors that distinguish Agile and Traditional
approaches to system development.

Non-critical (not critical

going to affect the
organization)

Dynamic environment (Agile Stable environment

Methodology (traditional methodo

Large number of IT
staff, Expert developers Depends

Developers roles not

clearly defined Developers roles clear
 How an organization will
get software?

Systems
Acquisiti
on
There are various
sources of software for
organizations and criteria
to evaluate software from
different sources.
 Systems acquisition
Outsourcing
• The practice of turning over responsibility for some or all of an
organization’s information systems applications and operations to
an outside firm.
• For example: a company runs payroll applications for clients so
that clients do not have to develop an independent in-house
payroll system.

• Outsourcing: The business practice of hiring a party outside

a company to perform services or create goods that were
traditionally performed in-house by the company’s own
 Systems acquisition
Outsourcing
• Why would an organization outsource its information systems operations?
• Cost-effective (cheaper) (they are experts that can provide high quality
daily works)
• Take advantage of economies of scale (Companies can achieve
economies of scale by increasing production and lowering costs) (try to
increase production but also lowering the cost)
• Free up internal resources (own staff have more free time)
• Reduce time to market (reduce unnecessary delays, skilled IT staff)
• Increase process efficiencies
• System development is a non-core activity for the organization
(organization do not have the needed IT expertise)
 Systems acquisition
Sources of Software
• Information technology services firm
• Packaged software producers
• Enterprise-wide solutions
• Application service providers (ASPs)
• Open source software - An application service provider (ASP) is a company that
offers individuals or enterprises access to applications and
• In-house developers related services over the internet. The term has largely been
replaced by software as a service (SaaS) provider.
- SaaS is one type of cloud computing, where an application is
provided as a service that customers typically pay for by
subscription. Customers don’t own the software. In this model,
the software is hosted by the SaaS provider, pre-configured,
and the customer installs nothing.
 Systems acquisition
Sources of Software
Help companies develop custom
information systems for internal
use. Develop, host, and run
applications for customers and
provide other services.
Serve many market
segments. Provide software
ranging from broad-based
packages (i.e. general
Systems acquisition
ledger) to niche packages
(i.e. day care management). Sources of Software
Software runs on all size
computers, from
microcomputers to large
mainframes.

Prepackaged software is
off-the-shelf (the software
that you purchase from the
vendor), turnkey software
(i.e. not customizable).
Off-the-shelf software at
best meets 70 percent of
organizations’ needs.
 Systems acquisition
Sources of Software

Can be accessible by
all the entire
organization.

Enterprise Resource Planning (ERP) systems

integrate individual traditional business functions
into modules enabling a single seamless
transaction to cut across functional boundaries.
SAP AG is the leading vendor of ERP systems.
Systems acquisition
Cloud computing refers to
Sources of Software the provision of applications
over the Internet, where
customers do not have to
invest in the hardware and
software resources needed to
run and maintain the
applications.

Try to access the

application, and store
in the internet as long
as have internet
connection.
 Systems acquisition
Sources of Software

Open Source Software freely available

including source code. It is developed by
a community of interested people. It
performs the same functions as
commercial software. Examples: Linux,
mySQL, Firefox

- Free
 Systems acquisition
Comparison of six different sources of system components
Unique/
customized
software
(special)

General instant Just need a general software

access (not Systems for whol
customizedable, company
can be easily
access)
eneral, no money

Organization rich,
unique software (org
 Systems acquisition
Choosing off-the-Shelf Software (commercial
software package, eg: Microsoft Office Packages;
buy from software vendor, but doesn’t mean you own
the software)
• Once you have decided to purchase off-the-shelf software, how
do you decide what to buy?
• There are several criteria to consider, and special criteria may
arise with each potential software purchase. The most common
criteria include the following:
 Systems acquisition
Choosing off-the-Shelf Software
• The most common criteria include the following:
• Cost - comparing the cost of developing the same system in-house
with the cost of purchasing or licensing the software package. ($
developing vs $ buying ready made software)
• Functionality - refers to the tasks the software can perform and the
mandatory, essential, and desired system features. (functions
available) (system’s features)
• Vendor support - refers to whether vendor can provide support, and
how much it can provide. (discuss how the vendor support you in the
future)(are they will provide you the training)
• Viability of vendor - can the software adapt to changes in systems
software and hardware. (ability to survive by purchasing this off-the-
 Systems acquisition
Choosing off-the-Shelf Software
• The most common criteria include the following:
• Flexibility - refers to how easy it is for you, or the vendor, to
customize the software. (ability to modify) (too rigid software is not
really good)
• Documentation - includes the user’s manual (for users) as well as
technical documentation. (for IT people)
• Response time - refers to how long it takes the software package to
respond to the user’s requests in an interactive session.
• Ease of installation - a measure of the difficulty of loading the
software and making it operational.
Managing the information
systems project
 Importance of Project
• Effective project Management
management helps to ensure that
systems development projects meet customer
expectations and are delivered within budget and
time constraints.
• Project management skills are difficult and important to
learn.
• - to ensure the project can be develop within the allocated budget
• - develop within allocated time
• Project management is an important aspect of the
development of information systems and a critical skill
 Importance of Project
• The Management
project manager is a systems analyst (person
that will handle everything, communicate, analyze) with
a diverse set of skills
• Management, leadership, technical, conflict management,
and customer relationship
• Responsible for initiating, planning, executing, and closing
down a project.
• The project manager must have interpersonal,
leadership, and technical skills.
 Importance of Project
• Common activitiesManagement
and skills of a project manager:
 Importance of Project
• Creating Managementsuccessful
and implementing projects
requires managing the resources, activities, and tasks
needed to complete the information systems project.
• A project is a planned undertaking of a series of
related activities to reach an objective that has a
beginning and an end. (Exp: assignment)
 Project Management Process (IPEC)
• The project management process involves four
phases:

1) Initiating the project 3) Executing the project

4) Closing down the

2) Planning the project
project
 Project Management Process
Project initiation (1st Phase)
• The first phase of the project
management which several activities
are performed to assess the size,
scope, and complexity of the project
and to establish procedures to
support later project activities

- (just to complete this first phase)

- (objective of initiation)
 Project Management Process
Project initiation
• The types of activities you will perform when initiating a project
include the following
Establishing the project Establishing a relationship
initiation team with the customer
focuses on organizing an focuses on building a
initial core of project team cooperative and trusting
members that assist in partnership with the customer.
accomplishing the project A thorough understanding of
initiation activities. your customer builds stronger
partnership and higher levels
of trust.
 Project Management Process
Project initiation
• The types of activities you will perform when initiating a project
include the following
Establishing management
Establishing a project procedures
initiation plan
focuses on developing team
focuses on defining the communication and reporting
necessary activities required procedures, job assignments
to organize the initiation and roles, project change
team while they are working procedures, and determining
to define the scope and how project funding and
goals of the project. billing will be handled.
 Project Management Process
Project initiation
• The types of activities you will perform when initiating a project
include the following

Establishing the project Establishing a project

management environment initiation plan
and project workbook A short document prepared for
focuses on collecting and the customer during project
organizing the tools that you initiation that describes what
will use while managing the the project will deliver and
project and to constructing outlines generally at a high
project workbook. level all work required to
complete the project
 Project
Project initiation Management Process
• Project initiation is complete once the
five activities have been performed.
Before moving on to the next phase of
the project, the work performed during
project initiation is reviewed at a meeting
attended by management, customers,
and project team members. (after finish
the project, the team member will
discuss whether to modify or continue
the project)
• An outcome of this meeting is a decision
to continue, modify, or abandon the
project
 Project Management Process
Project Planning (2nd Phase)
• The second phase of the project management process
which focuses on defining clear, discrete activities and
the work needed to complete each activity within a
single project.
 Project Management Process
The types of activities that you can perform during
Project Planning:
1. Describing project scope, alternatives, and feasibility
• The purpose of this activity is to understand the content and
complexity of the project.
• During this activity, you should reach agreement on the
following questions:
• What problem or opportunity does the project address?
• What are the quantifiable results to be achieved?
• What needs to be done?
• How will success be measured?
• How will we know when we are finished?
 Project Management Process
The types of activities that you can perform during
Project Planning:
1. Describing project scope, alternatives, and feasibility
• After defining the scope of the project, your next objective is
to identify and document general alternative solutions for the
current business problem or opportunity.
• You must then assess the feasibility of each alternative
solution and choose which to consider during subsequent
SDLC phases.
 Project Management Process
The types of activities that you can perform during
Project Planning:
1. Describing project scope, alternatives, and feasibility
• After defining the scope of the project, your next objective is
to identify and document general alternative solutions for the
current business problem or opportunity.
• You must then assess the feasibility of each alternative
solution and choose which to consider during subsequent
SDLC phases.
 Project Management Process
The types of activities that you can perform during Project Planning:

2. Dividing the project into 4. Developing a preliminary schedule

manageable tasks uses information regarding tasks and
divide the entire project into resource availability to assign time estimates
manageable tasks and then to each activity. These time estimates will
logically order them to ensure a enable you to create target starting and
smooth evolution between tasks. ending dates for the project. .

3. Estimating resources and 5. Developing a communication

creating a resource plan plan
estimating resource requirements outlines the communication
for each project activity and using procedures between management,
this information to create a project project team members, and the
resource plan. customer.
 Project Management Process
The types of activities that you can perform during Project Planning:
6. Determining project 8. Creating a preliminary budget 9. Developing project scope
(determine the budget) statement
standards and procedures
specifies how various create a preliminary budget create a document that outlines
deliverables are produced and that outlines the planned all work that will be done and
tested by you and your project expenses and revenues makes clear what the project
team. associated with the project. will deliver.

7. Identifying and
10. Setting a baseline project plan
assessing risk
develop an initial plan that reflects
identifies sources of the best estimate of the project’s
project risk and tasks and resource requirements
estimates the and is used to guide the next project
consequences of the phase ---- execution.
risks..
 Project Management Process
Project Execution (3rd Phase)(= initiation + planning)
• The third phase of the project management process in
which the plans created in the prior phases (project
initiation and planning) are put into action.
 Project Management Process
Project Execution activities:
Monitor project’s Maintaining
progress, if the project complete
gets ahead of (or behind) records of
schedule, you may have all project
to adjust resources, events is
activities, and budgets. necessary

Executing the Baseline Project Managing changes to the Communicating the

Plan (executive baseline plan from project Baseline Project Plan project status
planning)
1 2 3 4 5
Monitoring project progress Maintaining the project
Initiate the execution of workbook.
project activities, acquire against the Baseline Project
Encounter To inform all interested
Plan pressure parties like systems
and assign resources,
to make developers, managers,
orient and train new
changes to and customers about
team members, keep the
the the status of the
project on schedule, and
baseline project.
ensure the quality of
plan.
project deliverables
 Project Management Process
Project closedown (4th Phase)
• The final phase of the project management process
that focuses on bringing a project to an end.
• Projects can conclude with a natural or unnatural
termination.
• A natural termination occurs when the requirements of
the project have been meet  the project has been
completed and is a success.
• An unnatural termination occurs when the project is
stopped before completion.
 Project Management Process
Project closedown activities:
1. Closing down the Project
• involves several activities that need to perform when the
project comes to the end.
• notify all party that the project has been completed and
to finalize all project documentation and financial records

3. Closing the customer contract 2. Conducting post –project reviews

• to ensure that all contractual terms of • determine the strength and weakness
the project have been met. A project of project deliverables, the process to
governed by a contract agreement is create them, and the project
not completed until agreed to by both management process.
parties, often in writing
 rePreSentIng
and
SChedulIng
ProjeCt
CREDITS: This presentation template was created by

PlanS
Slidesgo, including icons by Flaticon, and infographics
& images by Freepik
rePreSentIng and SChedulIng ProjeCt PlanS
• A project manager has a wide variety of techniques
available for depicting and documenting project plans.
• Graphical diagrams that depict project plans:
(a) A Gantt chart
(b) A network diagram
rePreSentIng and SChedulIng ProjeCt PlanS
• The key differences between gantt chart and network
diagram:
Gantt Chart Network Diagram

• Visually show the duration of • Visually shows the sequence

tasks dependencies between
• Visually show the time tasks
overlap of tasks • Does not show time overlap
• Visually show slack time but does show which tasks
available within an earliest could be done in parallel
start and latest finish • Shows this by data within
duration activity rectangles
 representing Project Plans
• Project scheduling and management require that time,
costs, and resources be controlled.
• Resources are any person, group of people, piece of
equipment, or material used in accomplishing an activity.
• Network diagramming is a critical path scheduling
technique used for controlling resources.
• A critical path refers to a sequence of task activities
whose order and durations directly affect the completion
date of a project.
 representing Project Plans
• Project scheduling and management require that time,
costs, and resources be controlled.
• Resources are any person, group of people, piece of
equipment, or material used in accomplishing an activity.
• Network diagramming is a critical path scheduling
technique used for controlling resources.
• A critical path refers to a sequence of task activities
whose order and durations directly affect the completion
date of a project.
 representing Project Plans
• A network diagram showing activities (represented by
circles) and sequence of those activities (represented
by arrows)
 representing Project Plans
• A network diagram is one of the most widely used and
best-known scheduling methods.
• The network diagram use when tasks:
• are well defined and have a clear beginning and end point
• can be worked on independently of other tasks
• are ordered
• serve the purpose of the project
 representing Project Plans
• A major strength of network diagramming is its ability to
represent how completion times vary for activities.
• It is more often used than Gantt charts to manage
projects such as information systems development,
where variability in the duration of activities is the norm.
Calculating expected time durations using Pert
• PERT (Program Evaluation Review Technique) is a
technique that uses optimistic, pessimistic, and realistic
time estimates to calculate the expected time for a
particular task.
• This technique can help to obtain a better time estimate
when there is some uncertainty as to how much time a
task will require to be completed.
Calculating expected time durations using Pert
• The critical path of a network diagram is represented
by the sequence of connected activities that produce the
longest overall time period.
• The critical path represents the shortest time in which a
project can be completed.
Calculating expected time durations using Pert
• Nodes not on the critical path, can be delayed (for
some amount of time) without delaying the final
completion of the project.
• These nodes contain slack time and allow the project
manager some flexibility in scheduling.
• Slack time refers to the amount of time that an activity
can be delayed without delaying the project.
• If the activity delay (3 weeks) within the slack time (4 weeks), this would not
affect the overall completion time of the system.
• If delay more than the slack time, then it will affect the overall time.
Calculating expected time durations using Pert
• To prepare a PERT/CPM chart:
• Identify all the project tasks and estimate how much time each
task will take to perform.
• Determine logical order in which the tasks must be performed.
• Calculate the time it will take to complete the project.
Calculating expected time durations using Pert
• Two method of PERT/CPM:
1. Activity-on-arrow (AOA)
• Each activity is represented
as an arrow in the diagram.
2. Activity-on-node (AON)
• It is a method that uses the
nodes or boxes to represent
activities and the arrows to
show the logical
dependencies between
activities.
 Drawing the Network Diagram
Activity on Note Approach
 Drawing the Network Diagram
• Duration: The time the task will take in hours, weeks,
months, etc.
• ES (earliest start): The earliest time that this task/activity
can begin.
• EF (earliest finish): The earliest time that this task can be
finished or completed.
• LF (latest finish): The latest time that this task can finish
without delaying the overall project.
• LS (latest start): The latest time that this task can begin
without delaying the overall project. .
 Drawing the Network Diagram
• Float: Also called a slack
• It is a measurement of surplus time available in an
activity’s scheduling.
• Example - how many working days the activity can be
delayed without affecting the completion date of project?
• The critical path is defined as the series of activities which
have zero float. Float = LS – ES or LF - EF .
Critical activity/ path= those activities which it float
equal to 0.
Transforming a Task List into a PERT/CPM
Chart
Transforming a Task List into a PERT/CPM
Chart 01 Step 1: Draw outline (sketch)
02 Step 2: Build a Structure
03 Step 3: Assign Durations
04 Step 4: Do Forward Pass
05 Step 5: Do Backward Pass
06 Step 6: Calculate Float & Indicate Critical Path
Transforming a Task List into a PERT/CPM
Chart
Draft Answer:
Transforming a Task List into a PERT/CPM
Chart
• Importance of Critical Path to Project Manager:
⮚ Change critical path. Allows manager to change the deliverables
to duration of the project.
⮚ Close monitoring. Allows manager to closely monitor critical
activities while activities with float given less attention.
⮚ Allocate resources. It allows manager to allocate the most
experienced team members to the critical activities.
⮚ If any task along the critical path falls behind schedule, the entire
project is delayed.
⮚ Project manager always must know what the critical path is, so
they can monitor progress and make prompt decision to keep the
project on track.
uSIng ProjeCt
ManageMent
SoFtware
 ProjeCt ManageMent SoFtware
• Many powerful software tools exist for assisting with
project management.
• Example: Microsoft Project for Windows is a project
management system can help with:
• Establish a project starting or ending date.
• Enter tasks and assign task relationships.
• Select a scheduling method to review project reports.
 ProjeCt ManageMent SoFtware

establishing a entering tasks and Selecting a Scheduling

Project Start assigning task Method to review
Defining thedate
general project relationships
Define project Project reports
information includes tasks and their Review the information in a
obtaining the name of the relationships variety of graphical and
project and the project textual formats using
manager, and the starting or displays or printed reports
ending date of the project.
 Summary
• Information systems analysis and design.
• Information system development life cycle (SDLC) and the agile
methodologies.
• Outsourcing and other sources of software.
• Evaluate off-the-shelf software.
• Process of managing an information systems project.
• Represent and schedule project plans.
• Project Management Software