SYSTEM ANALYSIS AND DESIGN

LECTURE 1
Introduction to analysis and Design
System Needs

LEARNING OBJECTIVES
Define the term organisation
Understand the types of organisation
Understand the types of business needs that can be
addressed using information technology-based solutions.
Clearly define problems, opportunities, or mandates that
initiate projects.
Discuss how IT can drive an organisational change
Define System Analysis and Design and explain its
importance in the development of computer applications

INTRODUCTION (1)
Computers are everywhere today, and microchips impact
every part of our lives.
We live in a world not only of ubiquitous computing but
of pervasive communication and connectivity.
World of high technology: use smartphones, laptops,
iPads, notepads, electronic game equipment, and so on.
Your mobile devices provide daily (if not hourly) text
messages, tweets, videos, snapshots, Internet access,
games, and much more.

INTRODUCTION (2)
Many have developed their own application software
Given that we live in this world of high-tech gadgets, we
might ask, What is systems analysis and design, and
why is it important?
How does the development of new technology and new
application software utilize systems analysis and design?
In other words, what role does systems analysis and
design play in the development of high-tech solutions
and applications?

ORGANISATION (1)
An organization a social entity that has a collective goal
and is linked to an external environment.
There are a variety of legal types of organizations,
including corporations, governments, non-governmental
organizations, international organizations, charities, notfor-profit corporations, partnerships, cooperatives, and
universities.
A hybrid organization : operates in both the public sector
and the private sector simultaneously, fulfilling public
duties and developing commercial market activities.

ORGANISATION (2)

The study of organizations includes a focus on

optimizing organizational structure. According to
management science, most human organizations fall
roughly into four types:

Pyramids or hierarchies
Committees or juries
Matrix organizations
Ecologies

ORGANISATION (3)

Hierarchy: Arrangement with a leader who leads other individual

members of the organization.

Committees or juries: a group of peers who decide as a group,

perhaps by voting.

Matrix Organisation: assigns each worker two bosses in two

different hierarchies. One hierarchy is "functional" and assures that
each type of expert in the organization is well-trained. The other
direction is "executive" and tries to get projects completed using the
experts.

Ecologies: Has intense competition. Bad parts of the organization

starve. Good ones get more work. Everybody is paid for what they
actually do, and runs a tiny business that has to show a profit, or
they are fired.

BUSINESS NEEDS- WHY A CHANGE?

A growing league of mangers and professionals believe
information technologies can drive organizational
change.
See computer and communication technologies (IT)
enabling their firms to streamline operations
Exploiting new business opportunities, and globalizing
production operations.
Envision IT networking geographically distant work
groups
Distributing decision-making authority and engaging
new product and service markets.

IT ENABLED- ORGANISATIONAL CHANGE (1)

Is the explicit arrangement of information technology for
the purpose of enabling changes in the practices,
processes or structures of an organization.
Targets an organization's processes, structure,
management, culture and competitive position for
positive change.
At the point of production, rearrangements in the IT
infrastructure can shift patterns of worker interaction,
communication, and process workflow
Streamlining operations and increasing production
efficiency.

IT ENABLED- ORGANISATIONAL CHANGE (2)

Diminishes the need for a supervisory middlemanagement role to coordinate work,

Extend the reach and influence of an organization

outside of its traditional boundaries

Flattens the organizational hierarchy and enables flexible

process-oriented organizational structures to be implemented.

to establish strengthened linkages with external companies,

consumer bases and electronic markets.

Seeking more direct control over an organization and

searching for the capability to impress a particular
direction upon it

IT ENABLED- ORGANISATIONAL CHANGE (3)

A virtual office would be very different from a
manufacturing site
Each approach portrays a particular model of IT that
depends on using IT to lead strategic change

reconceptualizing business relationships

creating value-added partnerships
redefining the scope of business by improving customer
connectivity
increasing market channel service-based dependencies, or
exploiting key features of IT technologies

IT ENABLED- ORGANISATIONAL CHANGE (4)

Organizations can't change without people changing first.
First: Raise awareness that some change is needed.
Resistance to change

Inertia - comfort with the status quo

Timing - conflicts with other initiatives and/or priorities
Surprise - proper groundwork has not been done so people are
caught off guard (need for change not established)
Misunderstanding - benefits not properly understood
Cultural pressure - some who may want to change are held
back by others in the organization
Self-interest - conflicting personal priorities
Differing assessment - conflicting agreement over the value
of the benefits associated with the change

IT ENABLED- ORGANISATIONAL CHANGE (5)

Points of leverage
Education and communication - raising awareness of the nature of
the change and the associated benefits (objective is to gain
commitment)
Involvement - gaining buy-in through participation in the decisionmaking process and implementation (objective is to gain
commitment or at least compliance)
Support - helping people adjust to the physical and mental aspects of
the change (objective is to gain compliance and possibly
commitment)
Negotiation - establishing an acceptable agreement that gains
sufficient support for the change process (objective is to gain
compliance)
Manipulation - use of individual rewards and benefits to gain
cooperation (objective is to gain compliance)
Coercion - threat or use of punishment to force compliance (but not
commitment)

ACTIVITY

Discuss how IT can drive an organisational change.

COMPUTER APPLICATION

Is a computer software program that executes on a

computing device

to carry out a specific function or set of related functions.

Sometimes, computer application is shortened to app (such as
an iPhone app or a Facebook app).

INFORMATION SYSTEM

Is a set of interrelated computer components

that collects, processes

Stores (usually in a database)
provides as output the information needed to complete
business tasks.

SYSTEMS ANALYSIS AND DESIGN IN THE

DEVELOPMENT OF INFORMATION
SYSTEMS?

Analogy: Building a house

Just as a builder doesnt start construction without plans,
programmers
dont just sit down and start writing program code.
Need someone to function like an architectplanning,
capturing the vision, understanding details, specifying
needsbefore writing the code and verifying that it satisfies
the vision.

The software architect has to be able to understand and capture the

vision of the persons funding the project.

Usually, we call this person a systems analyst. In situations

where you are the programmer as well as the analyst,
it might be easy to keep track of the details without writing
them down.

SYSTEM ANALYSIS AND DESIGN (1)

In a nutshell, systems analysis and design (SA&D) is

about providing the tools and techniques to you, the
developer, so you can :

understand the need (business need)

capture the vision
define a solution
communicate the vision and the solution
Build the solution and direct others in building the solution
confirm that the solution meets the need, and launch the
solution application.

SYSTEM ANALYSIS AND DESIGN (2)

Skills, steps, guidelines, and tools that support and lead
up to the actual programming of the system.
SA&D includes such soft skills as interviewing and
talking to users as well as such hard (more technical)
skills as detailing specifications and designing solutions.
Technical skills are associated with creating models that
capture specifications or define solutions.

SYSTEM ANALYSIS
Consists of those activities that enable a person to
understand
Specify what the new system should accomplish. The
operative words here are understand and specify.
Systems analysis is much more than simply a brief
statement of the problem.
For example, a customer management system must keep
track of customers, register products, monitor warranties,
and keep track of service levels, among many other
functionsall of which have myriad details.
Describes in detail the what that a system must do to
satisfy the need or to solve the problem.

SYSTEM DESIGN
Systems design consists of those activities that
enable a person to describe in detail the system
that solves the need.
The operative word in this case is solves.

In other words, systems design describes how the

system will work.

It specifies in detail all the components of the

solution system

how they work together to provide the desired

solution.

GROUP ACTIVITY
Role of a system analyst?
Make a summary of the lecture notes!!!