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© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 1 of 171
C HAPTER 20
Systems Design,
Implementation, and
Operation
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 2 of 171
INTRODUCTION
• Accountants must understand the entire systems
development process, since they are involved in
several ways:
– Helping to specify their needs.
– As members of the development team.
– As auditors after the fact.
• Accountants also help and keep the project on
track by:
– Evaluating and measuring benefits.
– Measuring costs.
– Ensuring the project stays on schedule.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 3 of 171
INTRODUCTION
• Effective systems analysis and design
can ensure that developers:
–Correctly define the business problem.
–Design the appropriate solution.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 4 of 171
INTRODUCTION
• The crucial phases of the SDLC include:
– Systems analysis to define the new systems
requirements (discussed in Chapter 18).
– The phases discussed in this chapter, which
include:
• Conceptual systems design
• Physical systems design
• Systems implementation and conversion
• Operation and maintenance
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 5 of 171
INTRODUCTION
• The crucial phases of the SDLC include:
– Systems analysis to define the new systems
requirements (discussed in Chapter 18).
– The phases discussed in this chapter, which
include:
• Conceptual systems design
• Physical systems design
• Systems implementation and conversion
• Operation and maintenance
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 6 of 171
CONCEPTUAL SYSTEMS DESIGN
• In the conceptual systems design
phase, a general framework is created for
implementing user requirements and
solving the problems identified in the
analysis phase.
• The three main steps are:
– Evaluate design alternatives.
– Prepare design specifications.
– Prepare the conceptual systems design
report.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 7 of 171
Systems
Analysis
Prepare
Design
Specifications
Physical
Design
Implementation
And
Conversion
Operation
And
Maintenance
Prepare
Conceptual Systems
Design report
Evaluate
Design
Alternatives
Conceptual
Systems
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 8 of 171
Systems
Analysis
Prepare
Design
Specifications
Physical
Design
Implementation
And
Conversion
Operation
And
Maintenance
Prepare
Conceptual Systems
Design report
Evaluate
Design
Alternatives
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 9 of 171
CONCEPTUAL SYSTEMS DESIGN
• Evaluating Design Alternatives
– There are many design decisions that must
be made. For example:
• Should a document be hard-copy or sent by mail?
• Should the company use a large centralized
mainframe or some form of distributed processing?
• What form should data entry take, e.g., keyboard,
optical character recognition,?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 10 of 171
CONCEPTUAL SYSTEMS DESIGN
• Also, there are many ways to approach the
systems development process:
– Packaged software
– In-house development
– End-user development
– Outsourcing
• The company also chooses between:
– Modifying or enhancing existing software
– Replacing existing software
– Reengineering its business processes
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 11 of 171
Package software
• An application program developed for sale
to the general public. Packaged software
is designed to appeal to a large audience
of users, and although the programs may
be tailored to a user's taste by setting
various preferences, it can never be as
individualized as custom-programmed
software.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 12 of 171
In- house developed software
• In-house software is a software that is produced by
a corporate entity for purpose of using it within the
organization. In-house software however may later
become available for commercial use upon sole
discretion of the developing organization. The need
to develop such software may arise depending on
many circumstances which may be non-availability
of the software in the market, potentiality or ability of
the corporation to develop such software or to
customize a software based on the corporate
organization's need.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 13 of 171
In-House Developed Software
• Pros:
• The level of customization is perhaps the biggest
benefit of custom software.
• By meeting your exact specifications, you can
cover every aspect of your business without
unnecessary extras.
• It gives you greater control, which is important if
your business has specific needs that your average
commercial product can’t fulfill. Having customized
software should also make the interface more
familiar and easy to use.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 14 of 171
.
• Because in-house software is developed by
a team of your choosing, it also gives you
access to knowledgeable support. Rather
than dealing with technicians who may not
understand your unique situation, you can
get support from the individuals who have
developed your software firsthand. They will
understand any subtle nuances and
minimize downtime from technical errors.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 15 of 171
• Cons
Your team of in-house developers may lack
the knowledge and expertise to create
sophisticated software capable of handling all
the tasks you require.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 16 of 171
• Custom software also tends to lack
scalability, and upgrades can be
troublesome. Because technology is
constantly evolving, you may have difficulty
adapting to new platforms in the future.
Although developed software may work for
well for a while, it could become defunct in a
few years. This can force you to spend more
money on developing new software.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 17 of 171
End user development
• End user development occurs when
information users such as managers,
accountants, internal auditors develop their
own application using computer specialists as
advisor.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 18 of 171
• Many of these people work on tasks
that rapidly vary on a yearly, monthly, or
even daily basis. Consequently, their
software needs are diverse, complex,
and frequently changing. Professional
software developers cannot directly
meet all of these needs because of their
limited domain knowledge and because
their development processes are too
slow.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 19 of 171
Advantages
• May help reduce the hidden backlog
• Knowledge sharing.
• More acceptable to users
• They can update the software when it is
necessary.
• Encourages innovation and creative solutions
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 20 of 171
Disadvantages
• Duplication or effort and waste of resources
• Greatly increased costs
• Loss of control over data
• Loss of control of quality in both programs
and data
• Can be used to circumvent control processes,
such as the steering committee
• Generally produces narrow, inflexible
systems with short lives
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 21 of 171
outsourcing
• With the economy driving towards
globalization, many companies are hard
bound to gain a competitive advantage by
cutting their costs, optimizing efficiency, and
great customer service. So how do you go
about doing that in a limited time? If you are
looking for a one-word answer then offshore
development or outsourcing is your gateway
to success. Outsourcing software
development has proven to be a great
success for many companies worldwide.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 22 of 171
• Globalization is forcing a lot of company's to
constantly improve their competitive edge.
Outsourcing will reduce your internal costs
while allowing your company to focus on its
core competencies. In a fast moving
technological world, it is unlikely that your
company will be able to design a whole
spectrum of technical software. So it is wise
to outsource some of your functions while
keeping intact your business processes.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 23 of 171
CONCEPTUAL SYSTEMS DESIGN
• The design team should identify a variety of
design alternatives and evaluate each with
respect to:
– How well it meets organizational and system
objectives
– How well it meets user needs
– Whether it is economically feasible
– Its advantages and disadvantages
• The steering committee evaluates the
alternatives.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 41 of 171
Systems
Analysis
Prepare
Design
Specifications
Physical
Design
Implementation
And
Conversion
Operation
And
Maintenance
Prepare
Conceptual Systems
Design report
Evaluate
Design
Alternatives
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 42 of 171
CONCEPTUAL SYSTEMS DESIGN
• Prepare design specifications
–Once a design has been selected, the
project team develops the conceptual
design specifications for the following
elements:
• Output
• Because output is what goes to the user and the
system must be designed to meet user needs, the
output specifications are prepared first.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 43 of 171
CONCEPTUAL SYSTEMS DESIGN
• Prepare design specifications
–Once a design has been selected, the
project team develops the conceptual
design specifications for the following
elements:
• Output
• Data storage
• How will data be stored to produce the desired
outputs?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 44 of 171
CONCEPTUAL SYSTEMS DESIGN
• Prepare design specifications
–Once a design has been selected, the
project team develops the conceptual
design specifications for the following
elements:
• Output
• Data storage
• Input
• What types of data must be entered to produce the
desired outputs?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 45 of 171
CONCEPTUAL SYSTEMS DESIGN
• Prepare design specifications
–Once a design has been selected, the
project team develops the conceptual
design specifications for the following
elements:
• Output
• Data storage
• Input
• Processing procedures and operations
• How will data be processed and in what sequence
to produce the desired outputs?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 46 of 171
Systems
Analysis
Prepare
Design
Specifications
Physical
Design
Implementation
And
Conversion
Operation
And
Maintenance
Prepare
Conceptual Systems
Design report
Evaluate
Design
Alternatives
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 47 of 171
CONCEPTUAL SYSTEMS DESIGN
• Prepare the Conceptual Systems
Design Report
– A conceptual systems design report is
prepared at the end of the conceptual design
phase to:
• Guide physical system design activities.
• Communicate how management and user
information needs will be met.
• Help the steering committee assess system
feasibility.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 48 of 171
INTRODUCTION
• The crucial phases of the SDLC include:
– Systems analysis to define the new systems
requirements (discussed in Chapter 18).
– The phases discussed in this chapter, which
include:
• Conceptual systems design
• Physical systems design
• Systems implementation and conversion
• Operation and maintenance
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 49 of 171
PHYSICAL SYSTEMS DESIGN
• During the physical systems design phase, the
company determines how the conceptual AIS
design is to be implemented.
– The broad, user-oriented requirements of conceptual
design are translated into detailed specifications used
to code and test computer programs.
– Phases include:
• Designing output
• Creating files and databases
• Designing input
• Writing computer programs
• Developing procedures
• Building in controls
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 50 of 171
Systems
Analysis
Conceptual
Systems
Design
Output
Design
Implementation
And
Conversion
Operation
And
Maintenance
File & DB
Design
Input
Design
Program
Design
Proce-
dures
Design
Controls
Design
Physical
Systems
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 51 of 171
Systems
Analysis
Conceptual
Systems
Design
Output
Design
Implementation
And
Conversion
Operation
And
Maintenance
File & DB
Design
Input
Design
Program
Design
Proce-
dures
Design
Controls
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 52 of 171
PHYSICAL SYSTEMS DESIGN
• Output Design
–The objective of output design is to
determine the nature, format, content,
and timing of printed reports,
documents, and screen displays.
• Requires cooperation between users and
designers.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 53 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
• Who will use it and why?
• When is it needed?
• What decisions will it facilitate?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 54 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
– Output medium
• Paper
• Screen
• Voice response
• Diskette
• Microfilm
• Other
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 55 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
– Output medium
– Output format • Should select the format that
clearly conveys the most
information.
• Could be:
– Table
– Narrative
– Graphic
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 56 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
– Output medium
– Output format
– Pre-printed • Should paper output be on
preprinted form and/or
turnaround document?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 57 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
– Output medium
– Output format
– Pre-printed
– Location • Where is the output to be
sent?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 58 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
– Output medium
– Output format
– Pre-printed
– Location
– Access • Who should be able to
access hard-copy and
screen output?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 59 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
– Output medium
– Output format
– Pre-printed
– Location
– Access
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 60 of 171
PHYSICAL SYSTEMS DESIGN
• Important design considerations include:
– Use of the output
– Output medium
– Output format
– Pre-printed
– Location
– Access
– Detail
– Timeliness
• How often should the output be produced?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 61 of 171
PHYSICAL SYSTEMS DESIGN
• Outputs usually fit into one of the following
four categories:
– Scheduled reports
• Have pre-specified content and format.
• Are prepared on a regular basis.
• Examples:
– Weekly sales analysis
– Monthly financial statements
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 62 of 171
PHYSICAL SYSTEMS DESIGN
• Outputs usually fit into one of the following
four categories:
– Scheduled reports
– Special-purpose analysis reports
• No pre-specified content and format.
• Typically prepared in response to a
management request.
• Example:
– Analysis of impact of a government
mandate on profitability
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 63 of 171
PHYSICAL SYSTEMS DESIGN
• Outputs usually fit into one of the following
four categories:
– Scheduled reports
– Special-purpose analysis reports
– Triggered exception reports
• Have pre-specified content and format.
• Prepared only in response to abnormal
conditions, i.e., the “trigger.”
• Example:
– Cost overruns
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 64 of 171
PHYSICAL SYSTEMS DESIGN
• Outputs usually fit into one of the following
four categories:
– Scheduled reports
– Special-purpose analysis reports
– Triggered exception reports
– Demand reports
• Have pre-specified content and format.
• Prepared only on request.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 65 of 171
Systems
Analysis
Conceptual
Systems
Design
Output
Design
Implementation
And
Conversion
Operation
And
Maintenance
File & DB
Design
Input
Design
Program
Design
Proce-
dures
Design
Controls
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 66 of 171
PHYSICAL SYSTEMS DESIGN
• File and Database Design
– Various company segments need to store data in
compatible formats so that data can be shared across
units.
– Important file and database design considerations
include:
• Storage medium
• Hard drive
• Disk
• Diskette
• CD
• Tape
• Paper
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 67 of 171
PHYSICAL SYSTEMS DESIGN
• File and Database Design
– Various company segments need to store data in
compatible formats so that data can be shared across
units.
– Important file and database design considerations
include:
• Storage medium
• Processing mode
• Manual
• Batch
• Real time
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 68 of 171
PHYSICAL SYSTEMS DESIGN
• File and Database Design
– Various company segments need to store data in
compatible formats so that data can be shared across
units.
– Important file and database design considerations
include:
• Storage medium
• Processing mode
• Maintenance • What procedures are needed to
effectively maintain the data?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 69 of 171
PHYSICAL SYSTEMS DESIGN
• File and Database Design
– Various company segments need to store data in
compatible formats so that data can be shared across
units.
– Important file and database design considerations
include:
• Storage medium
• Processing mode
• Maintenance
• Size • How many records and how big are they?
• How fast are they expected to grow?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 70 of 171
PHYSICAL SYSTEMS DESIGN
• File and Database Design
– Various company segments need to store data in
compatible formats so that data can be shared across
units.
– Important file and database design considerations
include:
• Storage medium
• Processing mode
• Maintenance
• Size
• Activity level
• What portion of records are added or
deleted each year?
• What portion needs to be updated?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 71 of 171
Systems
Analysis
Conceptual
Systems
Design
Output
Design
Implementation
And
Conversion
Operation
And
Maintenance
File & DB
Design
Input
Design
Program
Design
Proce-
dures
Design
Controls
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 72 of 171
PHYSICAL SYSTEMS DESIGN
• Input Design
–Systems designers must identify the
different types of data input and optimal
input methods.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 73 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium • Keyboard
• OCR
• MICR
• Voice input
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 74 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
• Where do data originate?
– Computer
– Customer
– Remote location
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 75 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
– Input format • What format captures the data with
the least effort or cost?
– Source or turnaround document
– Screen
– Source data automation
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 76 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
– Input format
– Input type • What is the nature of the data?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 77 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
– Input format
– Input type
– Volume • How much data are to be entered?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 78 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
– Input format
– Input type
– Volume
– Personnel
• What functions and expertise do the data
entry operators have?
• Is additional training necessary?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 79 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
– Input format
– Input type
– Volume
– Personnel
– Frequency • How often is data to be entered?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 80 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
– Input format
– Input type
– Volume
– Personnel
– Frequency
– Cost
 How can costs be minimized without
adversely affecting efficiency and
accuracy?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 81 of 171
PHYSICAL SYSTEMS DESIGN
• Considerations in input design include:
– Input medium
– Input source
– Input format
– Input type
– Volume
– Personnel
– Frequency
– Cost
– Error detection and correction
• What errors are possible?
• How can they be detected and corrected?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 82 of 171
PHYSICAL SYSTEMS DESIGN
• Designing Computer Screens
– It is more efficient to enter data directly into
the computer than to record it on paper for
subsequent entry.
– Therefore, it’s important to design computer
screens for input as well as output.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 83 of 171
Systems
Analysis
Conceptual
Systems
Design
Output
Design
Implementation
And
Conversion
Operation
And
Maintenance
File & DB
Design
Input
Design
Program
Design
Proce-
dures
Design
Controls
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 84 of 171
PHYSICAL SYSTEMS DESIGN
• Program Design
– Program development is one of the most time-
consuming activities in the SDLC.
– A structured programming process should be
followed:
• With structured programming, programs should be
subdivided into small, well-defined modules to reduce
complexity and enhance reliability and modifiability.
• Modules should interact with a control module rather than
with each other.
• To facilitate testing and modification, each module should
have only one entry and exit point.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 85 of 171
PHYSICAL SYSTEMS DESIGN
• To improve software quality, organizations
should develop programming standards (rules
for writing programs).
– Contributes to consistency among programs.
– Makes them easier to read and maintain.
• Consider doing structured program walk-
throughs to find incorrect logic, errors,
omissions, or other problems.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 86 of 171
Systems
Analysis
Conceptual
Systems
Design
Output
Design
Implementation
And
Conversion
Operation
And
Maintenance
File & DB
Design
Input
Design
Program
Design
Proce-
dures
Design
Controls
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 87 of 171
PHYSICAL SYSTEMS DESIGN
• Procedures Design
• Everyone who interacts with the newly designed AIS should
follow procedures that answer the who, what, when, where,
why, and how questions related to all AIS activities.
Procedures should cover:
• Input preparation
• Transaction processing
• Error detection and correction
• Controls
• Reconciliation of balances
• Database access
• Output preparation and distribution
• Computer operator instructions
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 88 of 171
PHYSICAL SYSTEMS DESIGN
• Procedures may take the form of:
–System manuals
–User instruction classes
–Training materials
–Online help screens
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 89 of 171
Systems
Analysis
Conceptual
Systems
Design
Output
Design
Implementation
And
Conversion
Operation
And
Maintenance
File & DB
Design
Input
Design
Program
Design
Proce-
dures
Design
Controls
Design
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 90 of 171
PHYSICAL SYSTEMS DESIGN
• Controls Design
– Improperly controlled input, processing, and
database functions produce information of
questionable value.
– Controls must be built into an AIS to ensure
its effectiveness, efficiency, and accuracy.
These controls should:
• Minimize errors
• Detect and correct errors when they do occur
– Accountants play a vital role in this area.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 91 of 171
PHYSICAL SYSTEMS DESIGN
• Important control concerns that must be
addressed include:
– Validity • Are all interactions valid?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 92 of 171
PHYSICAL SYSTEMS DESIGN
• Important control concerns that must be
addressed include:
– Validity
– Authorization
• Are input, processing, storage, and
output activities authorized by the
appropriate managers?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 93 of 171
PHYSICAL SYSTEMS DESIGN
• Important control concerns that must be
addressed include:
– Validity
– Authorization
– Accuracy • Is input verified to ensure accuracy?
• What controls ensure that data is not
lost when passing between processing
activities?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 94 of 171
PHYSICAL SYSTEMS DESIGN
• Important control concerns that must be
addressed include:
– Validity
– Authorization
– Accuracy
– Security
• Is the system protected against:
– Unauthorized physical and logical access to prevent
improper use, alteration, destruction, or disclosure of
information and software?
– Theft of system resources?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 95 of 171
PHYSICAL SYSTEMS DESIGN
• Important control concerns that must be
addressed include:
– Validity
– Authorization
– Accuracy
– Security
– Numerical control
• Are documents pre-numbered to prevent errors or
intentional misuse and to detect when documents are
missing or stolen?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 96 of 171
PHYSICAL SYSTEMS DESIGN
• Important control concerns that must be
addressed include:
– Validity
– Authorization
– Accuracy
– Security
– Numerical control
– Availability
• Is the system available as set forth in agreements?
• Can users enter, update, and retrieve data during those
times?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 97 of 171
PHYSICAL SYSTEMS DESIGN
• Physical Systems Design Report
– At the end of the physical design phase, a
physical systems design report is
prepared, summarizing what was
accomplished.
– This report serves as the basis for
management’s decision whether to proceed to
implementation.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 98 of 171
PHYSICAL SYSTEMS DESIGN
• Physical Systems Design Report
– At the end of the physical design phase, a
physical systems design report is
prepared, summarizing what was
accomplished.
– This report serves as the basis for
management’s decision whether to proceed to
implementation.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 99 of 171
INTRODUCTION
• The crucial phases of the SDLC include:
– Systems analysis to define the new systems
requirements (discussed in Chapter 18).
– The phases discussed in this chapter, which
include:
• Conceptual systems design
• Physical systems design
• Systems implementation and conversion
• Operation and maintenance
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 100 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• SYSTEMS IMPLEMENTATION
– Systems implementation is the process of
installing hardware and software and
getting the AIS up and running.
– Phases include:
• Developing a plan
• Preparing the site
• Installing and testing hardware and software
• Selecting and training personnel
• Completing documentation
• Testing the system
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 101 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Systems
Design
Operation
And
Maintenance
Prepare site;
Install & test
hardware
Select & Train
Personnel
System
Implementation
And
Conversion
Implementation
Planning
Complete
documentation
Test
system
Conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 102 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Systems
Design
Operation
And
Maintenance
Prepare site;
Install & test
hardware
Select & Train
Personnel
Implementation
Planning
Complete
documentation
Test
system
Conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 103 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Implementation Planning
– An implementation plan consists of:
• Implementation tasks
• Expected completion dates
• Cost estimates
• Specification of the person(s) responsible for each task
– The plan specifies when the project should be
complete and operational.
– The implementation team should identify risk
factors that decrease the likelihood of successful
implementation, and the plan should contain a
strategy for coping with each of the risks.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 104 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• AIS changes may require adjustments to the
company’s organizational structure,
including:
– Creation of new departments.
– Elimination or downsizing of existing
departments.
– Changes even in the data processing department.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 105 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Systems
Design
Operation
And
Maintenance
Prepare site;
Install & test
hardware
Select & Train
Personnel
Implementation
Planning
Complete
documentation
Test
system
Conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 106 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Site Preparation
– A large computer may require changes such as:
• New electrical outlets
• Data communications facilities
• Raised floors
• Humidity controls
• Special lighting
• Air-conditioning
• Security measures, such as:
– Fire protection
– Emergency power supply
• Space for equipment, storage, and offices
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 107 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
 Site preparation is a lengthy process and
should begin well ahead of the installation
date.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 108 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Systems
Design
Operation
And
Maintenance
Prepare site;
Install & test
hardware
Select & Train
Personnel
Implementation
Planning
Complete
documentation
Test
system
Conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 109 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Select and Train Personnel
– Employees can be hired from outside or
transferred internally.
• Hiring within is usually more effective and less
costly, because the employees already understand
the business.
• Transferring displaced employees can enhance
loyalty and morale.
– Companies take training shortcuts because:
• Effective training is time-consuming and
expensive.
• Those who understand the system are maintaining
and upgrading it.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 110 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• When training is insufficient, the company will
not achieve the expected return on investment.
• The hidden cost is that users will turn to their
coworkers who have mastered the system for
help. Results in:
– Less productive coworkers
– Increased costs
• Effective training includes:
– Hardware and software skills
– Orientation to new policies and operations
• The training should be scheduled just before
systems testing and conversion.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 111 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Types of training include:
– Technical training from vendors
– Self-study manuals
– Computer-aided instruction
– Videotape presentations
– Case studies
– Experimenting with the AIS under the
guidance of experienced users
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 112 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Systems
Design
Operation
And
Maintenance
Prepare site;
Install & test
hardware
Select & Train
Personnel
Implementation
Planning
Complete
documentation
Test
system
Conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 113 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Three types of documentation must be
prepared for new systems:
– Development documentation
• Describes the AIS and includes:
– A system description
– Copies of output, input, file, and database layouts
– Program flowcharts
– Test results
– User acceptance forms
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 114 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Three types of documentation must be
prepared for new systems:
– Development documentation
– Operations documentation
• Includes:
– Operating schedules
– Files and databases accessed
– Equipment, security, and file retention requirements
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 115 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Three types of documentation must be
prepared for new systems:
– Development documentation
– Operations documentation
– User documentation
• Teaches users how to operate the AIS.
• Includes a procedures manual and training materials.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 116 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Systems
Design
Operation
And
Maintenance
Prepare site;
Install & test
hardware
Select & Train
Personnel
Implementation
Planning
Complete
documentation
Test
system
Conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 117 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Test the System
– Inadequate system testing has contributed to the
failure of systems.
– All of the following should be given a trial run in
realistic circumstances.
• Documents and reports
• User input
• Operating and control procedures
• Processing procedures
• Computer programs
– Should also test:
• Capacity limits
• Backup and recovery procedures
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 118 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Systems
Design
Operation
And
Maintenance
Prepare site;
Install & test
hardware
Select & Train
Personnel
Implementation
Planning
Complete
documentation
Test
system
Conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 119 of 171
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 120 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Systems Conversion
– Conversion is the process of changing from the old
AIS to the new.
– Many elements must be converted, including:
• Hardware
• Software
• Data files
• Procedures
– The process is complete when the new AIS has
become a routine, ongoing part of the system.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 121 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Conversion Approaches
– Four conversion approaches are used to
change from an old to a new system:
• Direct conversion
• Parallel conversion
• Phase-in conversion
• Pilot conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 122 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Conversion Approaches
– Four conversion approaches are used to
change from an old to a new system:
• Direct conversion
• Parallel conversion
• Phase-in conversion
• Pilot conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 123 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Direct conversion
– Immediately terminates the old AIS when the
new one is introduced.
– Appropriate when:
• The old AIS has no value; or
• The new AIS is so different that comparisons
between the two are meaningless.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 124 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Conversion Approaches
– Four conversion approaches are used to
change from an old to a new system:
• Direct conversion
• Parallel conversion
• Phase-in conversion
• Pilot conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 125 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Parallel conversion
– Operates the old and new systems
simultaneously for a period of time.
– You can process transactions with both
systems, compare output, reconcile
differences, and make corrections to the new
AIS.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 126 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Main advantage to parallel conversion:
– It protects the company from errors.
• Main disadvantage:
– It is costly and stressful for employees to process all
transactions twice.
• Because companies often experience problems
during conversion, parallel processing has
gained widespread popularity.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 127 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Conversion Approaches
– Four conversion approaches are used to
change from an old to a new system:
• Direct conversion
• Parallel conversion
• Phase-in conversion
• Pilot conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 128 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Phase-in conversion
– Gradually replaces elements of the old AIS with the
new one.
– The new system is often phased in a module at a
time.
– Main Advantage:
• Data processing resources can be acquired over time.
– Disadvantages:
• Costs of creating temporary interfaces between old and new
AIS.
• Time required to make the complete conversion.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 129 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Conversion Approaches
– Four conversion approaches are used to
change from an old to a new system:
• Direct conversion
• Parallel conversion
• Phase-in conversion
• Pilot conversion
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 130 of 171
SYSTEMS IMPLEMENTATION AND
CONVERSION
• Pilot conversion
– Implements a system in just one part of the
organization, e.g., a branch office or a single store.
– When problems with the system are resolved, the
new system could be implemented at the remaining
locations.
– Advantages:
• Localizes conversion problems and allows training in a live
environment.
– Disadvantages:
• Long conversion time.
• Need for interfaces between old and new systems.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 131 of 171
Systems
Analysis
Conceptual
Systems
Design
Physical
Design
Implementation
And
Conversion
Operation
And
Maintenance
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 132 of 171
OPERATIONS AND MAINTENANCE
• The last step in the SDLC is to operate
and maintain the new system.
• A post-implementation review should be
conducted to ensure the new AIS meets
its planned objectives.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 133 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Goals and objectives
• Does the system help the organization meet its goals,
objectives, and overall mission?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 134 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Goals and objectives
–Satisfaction
• Are users satisfied?
• Do they want changes or improvements?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 135 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Goals and objectives
–Satisfaction
–Benefits • Were the expected benefits achieved?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 136 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Goals and objectives
–Satisfaction
–Benefits
–Costs • Are actual costs in line with expected costs?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 137 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Goals and objectives
–Satisfaction
–Benefits
–Costs
–Reliability
• Has the system failed, and if so, why?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 138 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Goals and objectives
–Satisfaction
–Benefits
–Costs
–Reliability
–Accuracy
• Does the system produce accurate and complete
data?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 139 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Goals and objectives
–Satisfaction
–Benefits
–Costs
–Reliability
–Accuracy
–Timeliness
• Does the system produce timely information?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 140 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Compatibility
 Are hardware, software, data, and procedures
compatible with existing systems?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 141 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Compatibility
–Controls and security
 Are there safeguards against unintentional errors,
fraud, and intrusion?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 142 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Compatibility
–Controls and security
–Errors
 Are there adequate error-handling procedures?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 143 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Compatibility
–Controls and security
–Errors
–Training
• Are systems personnel and users adequately
trained?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 144 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Compatibility
–Controls and security
–Errors
–Training
–Communications
• Is the communications system adequate?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 145 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Compatibility
–Controls and security
–Errors
–Training
–Communications
–Organization changes
• Are structural changes that resulted from the system
beneficial or harmful?
• If harmful, how can they be resolved?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 146 of 171
OPERATIONS AND MAINTENANCE
• Factors and questions include:
–Compatibility
–Controls and security
–Errors
–Training
–Communications
–Organization changes
–Documentation
• Is documentation complete and accurate?
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 147 of 171
OPERATIONS AND MAINTENANCE
• Any problems discovered during the
review should be brought to
management’s attention, and adjustments
should be made.
• When the review is complete, a post-
implementation review report is
prepared.
• User acceptance of that report is the final
activity in systems development.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 148 of 171
OPERATIONS AND MAINTENANCE
• Control of the AIS is then passed to the
data processing department.
• But the work is not done.
– About 30% of the work takes place during
development.
– The remaining 70% is spent in maintaining
the system—particularly with respect to
software modifications and updates.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 149 of 171
.
• Sunbeam corp., a consumer product company, hired new CEO AL
Dunlap to turn the company around. While turning Scott paper
Company around, Al made such drastic cost cuts that he was
nicknamed chain saw Al.
• At Sunbeam, Al also made drastic cost- cutting moves, many of
which went too far and ended up hurting the company much more
than they helped. His restructuring plan called for eliminating 87% of
the company’s products and half of its 6000 employees. Included in
the cost cutting plan were the information systems staff, as the
systems function was to be outsourced. Al terminated computer
personnel who were making $35000 a year only to discover they
could earn $125000 a year elsewhere. He then had to replace them
with contract workers who had to be paid significantly more than
$35000.
• during the turn around effort, the company decided to modernize its
information system. To minimize costs, sunbeam used a direct
conversion approach. Unfortunately the new systems did not work,
and since there was no backup system, the entire system was down
for months.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 150 of 171
.
• The orders were lost.
• Some customers did not receive their shipment.
• Other customers received their orders two or
three times while other received wrong order.
• Due to poor management and lack of an AIS,
the price of sunbeam’s stock plummeted.
• The shareholder lawsuits were filed.
© 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 151 of 171
SUMMARY AND CONCLUSIONS
• You’ve learned in more depth about the activities
that take place in the conceptual design phase of
the systems development life cycle (SDLC).
• You’ve also learned about activities that take place
in the physical systems design phase.
• You’ve explored what happens during the systems
implementation and conversion process.
• Finally, you’ve learned about the activities in the
last phase of the systems development life cycle—
the systems operation and maintenance process.

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Accounting Systems Design and Development Process

  • 1. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 1 of 171 C HAPTER 20 Systems Design, Implementation, and Operation
  • 2. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 2 of 171 INTRODUCTION • Accountants must understand the entire systems development process, since they are involved in several ways: – Helping to specify their needs. – As members of the development team. – As auditors after the fact. • Accountants also help and keep the project on track by: – Evaluating and measuring benefits. – Measuring costs. – Ensuring the project stays on schedule.
  • 3. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 3 of 171 INTRODUCTION • Effective systems analysis and design can ensure that developers: –Correctly define the business problem. –Design the appropriate solution.
  • 4. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 4 of 171 INTRODUCTION • The crucial phases of the SDLC include: – Systems analysis to define the new systems requirements (discussed in Chapter 18). – The phases discussed in this chapter, which include: • Conceptual systems design • Physical systems design • Systems implementation and conversion • Operation and maintenance
  • 5. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 5 of 171 INTRODUCTION • The crucial phases of the SDLC include: – Systems analysis to define the new systems requirements (discussed in Chapter 18). – The phases discussed in this chapter, which include: • Conceptual systems design • Physical systems design • Systems implementation and conversion • Operation and maintenance
  • 6. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 6 of 171 CONCEPTUAL SYSTEMS DESIGN • In the conceptual systems design phase, a general framework is created for implementing user requirements and solving the problems identified in the analysis phase. • The three main steps are: – Evaluate design alternatives. – Prepare design specifications. – Prepare the conceptual systems design report.
  • 7. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 7 of 171 Systems Analysis Prepare Design Specifications Physical Design Implementation And Conversion Operation And Maintenance Prepare Conceptual Systems Design report Evaluate Design Alternatives Conceptual Systems Design
  • 8. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 8 of 171 Systems Analysis Prepare Design Specifications Physical Design Implementation And Conversion Operation And Maintenance Prepare Conceptual Systems Design report Evaluate Design Alternatives
  • 9. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 9 of 171 CONCEPTUAL SYSTEMS DESIGN • Evaluating Design Alternatives – There are many design decisions that must be made. For example: • Should a document be hard-copy or sent by mail? • Should the company use a large centralized mainframe or some form of distributed processing? • What form should data entry take, e.g., keyboard, optical character recognition,?
  • 10. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 10 of 171 CONCEPTUAL SYSTEMS DESIGN • Also, there are many ways to approach the systems development process: – Packaged software – In-house development – End-user development – Outsourcing • The company also chooses between: – Modifying or enhancing existing software – Replacing existing software – Reengineering its business processes
  • 11. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 11 of 171 Package software • An application program developed for sale to the general public. Packaged software is designed to appeal to a large audience of users, and although the programs may be tailored to a user's taste by setting various preferences, it can never be as individualized as custom-programmed software.
  • 12. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 12 of 171 In- house developed software • In-house software is a software that is produced by a corporate entity for purpose of using it within the organization. In-house software however may later become available for commercial use upon sole discretion of the developing organization. The need to develop such software may arise depending on many circumstances which may be non-availability of the software in the market, potentiality or ability of the corporation to develop such software or to customize a software based on the corporate organization's need.
  • 13. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 13 of 171 In-House Developed Software • Pros: • The level of customization is perhaps the biggest benefit of custom software. • By meeting your exact specifications, you can cover every aspect of your business without unnecessary extras. • It gives you greater control, which is important if your business has specific needs that your average commercial product can’t fulfill. Having customized software should also make the interface more familiar and easy to use.
  • 14. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 14 of 171 . • Because in-house software is developed by a team of your choosing, it also gives you access to knowledgeable support. Rather than dealing with technicians who may not understand your unique situation, you can get support from the individuals who have developed your software firsthand. They will understand any subtle nuances and minimize downtime from technical errors.
  • 15. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 15 of 171 • Cons Your team of in-house developers may lack the knowledge and expertise to create sophisticated software capable of handling all the tasks you require.
  • 16. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 16 of 171 • Custom software also tends to lack scalability, and upgrades can be troublesome. Because technology is constantly evolving, you may have difficulty adapting to new platforms in the future. Although developed software may work for well for a while, it could become defunct in a few years. This can force you to spend more money on developing new software.
  • 17. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 17 of 171 End user development • End user development occurs when information users such as managers, accountants, internal auditors develop their own application using computer specialists as advisor.
  • 18. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 18 of 171 • Many of these people work on tasks that rapidly vary on a yearly, monthly, or even daily basis. Consequently, their software needs are diverse, complex, and frequently changing. Professional software developers cannot directly meet all of these needs because of their limited domain knowledge and because their development processes are too slow.
  • 19. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 19 of 171 Advantages • May help reduce the hidden backlog • Knowledge sharing. • More acceptable to users • They can update the software when it is necessary. • Encourages innovation and creative solutions
  • 20. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 20 of 171 Disadvantages • Duplication or effort and waste of resources • Greatly increased costs • Loss of control over data • Loss of control of quality in both programs and data • Can be used to circumvent control processes, such as the steering committee • Generally produces narrow, inflexible systems with short lives
  • 21. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 21 of 171 outsourcing • With the economy driving towards globalization, many companies are hard bound to gain a competitive advantage by cutting their costs, optimizing efficiency, and great customer service. So how do you go about doing that in a limited time? If you are looking for a one-word answer then offshore development or outsourcing is your gateway to success. Outsourcing software development has proven to be a great success for many companies worldwide.
  • 22. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 22 of 171 • Globalization is forcing a lot of company's to constantly improve their competitive edge. Outsourcing will reduce your internal costs while allowing your company to focus on its core competencies. In a fast moving technological world, it is unlikely that your company will be able to design a whole spectrum of technical software. So it is wise to outsource some of your functions while keeping intact your business processes.
  • 23. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 23 of 171 CONCEPTUAL SYSTEMS DESIGN • The design team should identify a variety of design alternatives and evaluate each with respect to: – How well it meets organizational and system objectives – How well it meets user needs – Whether it is economically feasible – Its advantages and disadvantages • The steering committee evaluates the alternatives.
  • 24. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 41 of 171 Systems Analysis Prepare Design Specifications Physical Design Implementation And Conversion Operation And Maintenance Prepare Conceptual Systems Design report Evaluate Design Alternatives
  • 25. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 42 of 171 CONCEPTUAL SYSTEMS DESIGN • Prepare design specifications –Once a design has been selected, the project team develops the conceptual design specifications for the following elements: • Output • Because output is what goes to the user and the system must be designed to meet user needs, the output specifications are prepared first.
  • 26. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 43 of 171 CONCEPTUAL SYSTEMS DESIGN • Prepare design specifications –Once a design has been selected, the project team develops the conceptual design specifications for the following elements: • Output • Data storage • How will data be stored to produce the desired outputs?
  • 27. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 44 of 171 CONCEPTUAL SYSTEMS DESIGN • Prepare design specifications –Once a design has been selected, the project team develops the conceptual design specifications for the following elements: • Output • Data storage • Input • What types of data must be entered to produce the desired outputs?
  • 28. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 45 of 171 CONCEPTUAL SYSTEMS DESIGN • Prepare design specifications –Once a design has been selected, the project team develops the conceptual design specifications for the following elements: • Output • Data storage • Input • Processing procedures and operations • How will data be processed and in what sequence to produce the desired outputs?
  • 29. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 46 of 171 Systems Analysis Prepare Design Specifications Physical Design Implementation And Conversion Operation And Maintenance Prepare Conceptual Systems Design report Evaluate Design Alternatives
  • 30. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 47 of 171 CONCEPTUAL SYSTEMS DESIGN • Prepare the Conceptual Systems Design Report – A conceptual systems design report is prepared at the end of the conceptual design phase to: • Guide physical system design activities. • Communicate how management and user information needs will be met. • Help the steering committee assess system feasibility.
  • 31. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 48 of 171 INTRODUCTION • The crucial phases of the SDLC include: – Systems analysis to define the new systems requirements (discussed in Chapter 18). – The phases discussed in this chapter, which include: • Conceptual systems design • Physical systems design • Systems implementation and conversion • Operation and maintenance
  • 32. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 49 of 171 PHYSICAL SYSTEMS DESIGN • During the physical systems design phase, the company determines how the conceptual AIS design is to be implemented. – The broad, user-oriented requirements of conceptual design are translated into detailed specifications used to code and test computer programs. – Phases include: • Designing output • Creating files and databases • Designing input • Writing computer programs • Developing procedures • Building in controls
  • 33. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 50 of 171 Systems Analysis Conceptual Systems Design Output Design Implementation And Conversion Operation And Maintenance File & DB Design Input Design Program Design Proce- dures Design Controls Design Physical Systems Design
  • 34. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 51 of 171 Systems Analysis Conceptual Systems Design Output Design Implementation And Conversion Operation And Maintenance File & DB Design Input Design Program Design Proce- dures Design Controls Design
  • 35. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 52 of 171 PHYSICAL SYSTEMS DESIGN • Output Design –The objective of output design is to determine the nature, format, content, and timing of printed reports, documents, and screen displays. • Requires cooperation between users and designers.
  • 36. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 53 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output • Who will use it and why? • When is it needed? • What decisions will it facilitate?
  • 37. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 54 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output – Output medium • Paper • Screen • Voice response • Diskette • Microfilm • Other
  • 38. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 55 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output – Output medium – Output format • Should select the format that clearly conveys the most information. • Could be: – Table – Narrative – Graphic
  • 39. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 56 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output – Output medium – Output format – Pre-printed • Should paper output be on preprinted form and/or turnaround document?
  • 40. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 57 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output – Output medium – Output format – Pre-printed – Location • Where is the output to be sent?
  • 41. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 58 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output – Output medium – Output format – Pre-printed – Location – Access • Who should be able to access hard-copy and screen output?
  • 42. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 59 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output – Output medium – Output format – Pre-printed – Location – Access
  • 43. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 60 of 171 PHYSICAL SYSTEMS DESIGN • Important design considerations include: – Use of the output – Output medium – Output format – Pre-printed – Location – Access – Detail – Timeliness • How often should the output be produced?
  • 44. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 61 of 171 PHYSICAL SYSTEMS DESIGN • Outputs usually fit into one of the following four categories: – Scheduled reports • Have pre-specified content and format. • Are prepared on a regular basis. • Examples: – Weekly sales analysis – Monthly financial statements
  • 45. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 62 of 171 PHYSICAL SYSTEMS DESIGN • Outputs usually fit into one of the following four categories: – Scheduled reports – Special-purpose analysis reports • No pre-specified content and format. • Typically prepared in response to a management request. • Example: – Analysis of impact of a government mandate on profitability
  • 46. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 63 of 171 PHYSICAL SYSTEMS DESIGN • Outputs usually fit into one of the following four categories: – Scheduled reports – Special-purpose analysis reports – Triggered exception reports • Have pre-specified content and format. • Prepared only in response to abnormal conditions, i.e., the “trigger.” • Example: – Cost overruns
  • 47. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 64 of 171 PHYSICAL SYSTEMS DESIGN • Outputs usually fit into one of the following four categories: – Scheduled reports – Special-purpose analysis reports – Triggered exception reports – Demand reports • Have pre-specified content and format. • Prepared only on request.
  • 48. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 65 of 171 Systems Analysis Conceptual Systems Design Output Design Implementation And Conversion Operation And Maintenance File & DB Design Input Design Program Design Proce- dures Design Controls Design
  • 49. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 66 of 171 PHYSICAL SYSTEMS DESIGN • File and Database Design – Various company segments need to store data in compatible formats so that data can be shared across units. – Important file and database design considerations include: • Storage medium • Hard drive • Disk • Diskette • CD • Tape • Paper
  • 50. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 67 of 171 PHYSICAL SYSTEMS DESIGN • File and Database Design – Various company segments need to store data in compatible formats so that data can be shared across units. – Important file and database design considerations include: • Storage medium • Processing mode • Manual • Batch • Real time
  • 51. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 68 of 171 PHYSICAL SYSTEMS DESIGN • File and Database Design – Various company segments need to store data in compatible formats so that data can be shared across units. – Important file and database design considerations include: • Storage medium • Processing mode • Maintenance • What procedures are needed to effectively maintain the data?
  • 52. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 69 of 171 PHYSICAL SYSTEMS DESIGN • File and Database Design – Various company segments need to store data in compatible formats so that data can be shared across units. – Important file and database design considerations include: • Storage medium • Processing mode • Maintenance • Size • How many records and how big are they? • How fast are they expected to grow?
  • 53. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 70 of 171 PHYSICAL SYSTEMS DESIGN • File and Database Design – Various company segments need to store data in compatible formats so that data can be shared across units. – Important file and database design considerations include: • Storage medium • Processing mode • Maintenance • Size • Activity level • What portion of records are added or deleted each year? • What portion needs to be updated?
  • 54. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 71 of 171 Systems Analysis Conceptual Systems Design Output Design Implementation And Conversion Operation And Maintenance File & DB Design Input Design Program Design Proce- dures Design Controls Design
  • 55. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 72 of 171 PHYSICAL SYSTEMS DESIGN • Input Design –Systems designers must identify the different types of data input and optimal input methods.
  • 56. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 73 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium • Keyboard • OCR • MICR • Voice input
  • 57. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 74 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source • Where do data originate? – Computer – Customer – Remote location
  • 58. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 75 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source – Input format • What format captures the data with the least effort or cost? – Source or turnaround document – Screen – Source data automation
  • 59. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 76 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source – Input format – Input type • What is the nature of the data?
  • 60. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 77 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source – Input format – Input type – Volume • How much data are to be entered?
  • 61. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 78 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source – Input format – Input type – Volume – Personnel • What functions and expertise do the data entry operators have? • Is additional training necessary?
  • 62. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 79 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source – Input format – Input type – Volume – Personnel – Frequency • How often is data to be entered?
  • 63. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 80 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source – Input format – Input type – Volume – Personnel – Frequency – Cost  How can costs be minimized without adversely affecting efficiency and accuracy?
  • 64. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 81 of 171 PHYSICAL SYSTEMS DESIGN • Considerations in input design include: – Input medium – Input source – Input format – Input type – Volume – Personnel – Frequency – Cost – Error detection and correction • What errors are possible? • How can they be detected and corrected?
  • 65. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 82 of 171 PHYSICAL SYSTEMS DESIGN • Designing Computer Screens – It is more efficient to enter data directly into the computer than to record it on paper for subsequent entry. – Therefore, it’s important to design computer screens for input as well as output.
  • 66. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 83 of 171 Systems Analysis Conceptual Systems Design Output Design Implementation And Conversion Operation And Maintenance File & DB Design Input Design Program Design Proce- dures Design Controls Design
  • 67. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 84 of 171 PHYSICAL SYSTEMS DESIGN • Program Design – Program development is one of the most time- consuming activities in the SDLC. – A structured programming process should be followed: • With structured programming, programs should be subdivided into small, well-defined modules to reduce complexity and enhance reliability and modifiability. • Modules should interact with a control module rather than with each other. • To facilitate testing and modification, each module should have only one entry and exit point.
  • 68. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 85 of 171 PHYSICAL SYSTEMS DESIGN • To improve software quality, organizations should develop programming standards (rules for writing programs). – Contributes to consistency among programs. – Makes them easier to read and maintain. • Consider doing structured program walk- throughs to find incorrect logic, errors, omissions, or other problems.
  • 69. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 86 of 171 Systems Analysis Conceptual Systems Design Output Design Implementation And Conversion Operation And Maintenance File & DB Design Input Design Program Design Proce- dures Design Controls Design
  • 70. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 87 of 171 PHYSICAL SYSTEMS DESIGN • Procedures Design • Everyone who interacts with the newly designed AIS should follow procedures that answer the who, what, when, where, why, and how questions related to all AIS activities. Procedures should cover: • Input preparation • Transaction processing • Error detection and correction • Controls • Reconciliation of balances • Database access • Output preparation and distribution • Computer operator instructions
  • 71. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 88 of 171 PHYSICAL SYSTEMS DESIGN • Procedures may take the form of: –System manuals –User instruction classes –Training materials –Online help screens
  • 72. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 89 of 171 Systems Analysis Conceptual Systems Design Output Design Implementation And Conversion Operation And Maintenance File & DB Design Input Design Program Design Proce- dures Design Controls Design
  • 73. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 90 of 171 PHYSICAL SYSTEMS DESIGN • Controls Design – Improperly controlled input, processing, and database functions produce information of questionable value. – Controls must be built into an AIS to ensure its effectiveness, efficiency, and accuracy. These controls should: • Minimize errors • Detect and correct errors when they do occur – Accountants play a vital role in this area.
  • 74. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 91 of 171 PHYSICAL SYSTEMS DESIGN • Important control concerns that must be addressed include: – Validity • Are all interactions valid?
  • 75. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 92 of 171 PHYSICAL SYSTEMS DESIGN • Important control concerns that must be addressed include: – Validity – Authorization • Are input, processing, storage, and output activities authorized by the appropriate managers?
  • 76. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 93 of 171 PHYSICAL SYSTEMS DESIGN • Important control concerns that must be addressed include: – Validity – Authorization – Accuracy • Is input verified to ensure accuracy? • What controls ensure that data is not lost when passing between processing activities?
  • 77. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 94 of 171 PHYSICAL SYSTEMS DESIGN • Important control concerns that must be addressed include: – Validity – Authorization – Accuracy – Security • Is the system protected against: – Unauthorized physical and logical access to prevent improper use, alteration, destruction, or disclosure of information and software? – Theft of system resources?
  • 78. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 95 of 171 PHYSICAL SYSTEMS DESIGN • Important control concerns that must be addressed include: – Validity – Authorization – Accuracy – Security – Numerical control • Are documents pre-numbered to prevent errors or intentional misuse and to detect when documents are missing or stolen?
  • 79. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 96 of 171 PHYSICAL SYSTEMS DESIGN • Important control concerns that must be addressed include: – Validity – Authorization – Accuracy – Security – Numerical control – Availability • Is the system available as set forth in agreements? • Can users enter, update, and retrieve data during those times?
  • 80. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 97 of 171 PHYSICAL SYSTEMS DESIGN • Physical Systems Design Report – At the end of the physical design phase, a physical systems design report is prepared, summarizing what was accomplished. – This report serves as the basis for management’s decision whether to proceed to implementation.
  • 81. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 98 of 171 PHYSICAL SYSTEMS DESIGN • Physical Systems Design Report – At the end of the physical design phase, a physical systems design report is prepared, summarizing what was accomplished. – This report serves as the basis for management’s decision whether to proceed to implementation.
  • 82. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 99 of 171 INTRODUCTION • The crucial phases of the SDLC include: – Systems analysis to define the new systems requirements (discussed in Chapter 18). – The phases discussed in this chapter, which include: • Conceptual systems design • Physical systems design • Systems implementation and conversion • Operation and maintenance
  • 83. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 100 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • SYSTEMS IMPLEMENTATION – Systems implementation is the process of installing hardware and software and getting the AIS up and running. – Phases include: • Developing a plan • Preparing the site • Installing and testing hardware and software • Selecting and training personnel • Completing documentation • Testing the system
  • 84. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 101 of 171 Systems Analysis Conceptual Systems Design Physical Systems Design Operation And Maintenance Prepare site; Install & test hardware Select & Train Personnel System Implementation And Conversion Implementation Planning Complete documentation Test system Conversion
  • 85. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 102 of 171 Systems Analysis Conceptual Systems Design Physical Systems Design Operation And Maintenance Prepare site; Install & test hardware Select & Train Personnel Implementation Planning Complete documentation Test system Conversion
  • 86. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 103 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Implementation Planning – An implementation plan consists of: • Implementation tasks • Expected completion dates • Cost estimates • Specification of the person(s) responsible for each task – The plan specifies when the project should be complete and operational. – The implementation team should identify risk factors that decrease the likelihood of successful implementation, and the plan should contain a strategy for coping with each of the risks.
  • 87. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 104 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • AIS changes may require adjustments to the company’s organizational structure, including: – Creation of new departments. – Elimination or downsizing of existing departments. – Changes even in the data processing department.
  • 88. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 105 of 171 Systems Analysis Conceptual Systems Design Physical Systems Design Operation And Maintenance Prepare site; Install & test hardware Select & Train Personnel Implementation Planning Complete documentation Test system Conversion
  • 89. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 106 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Site Preparation – A large computer may require changes such as: • New electrical outlets • Data communications facilities • Raised floors • Humidity controls • Special lighting • Air-conditioning • Security measures, such as: – Fire protection – Emergency power supply • Space for equipment, storage, and offices
  • 90. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 107 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION  Site preparation is a lengthy process and should begin well ahead of the installation date.
  • 91. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 108 of 171 Systems Analysis Conceptual Systems Design Physical Systems Design Operation And Maintenance Prepare site; Install & test hardware Select & Train Personnel Implementation Planning Complete documentation Test system Conversion
  • 92. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 109 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Select and Train Personnel – Employees can be hired from outside or transferred internally. • Hiring within is usually more effective and less costly, because the employees already understand the business. • Transferring displaced employees can enhance loyalty and morale. – Companies take training shortcuts because: • Effective training is time-consuming and expensive. • Those who understand the system are maintaining and upgrading it.
  • 93. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 110 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • When training is insufficient, the company will not achieve the expected return on investment. • The hidden cost is that users will turn to their coworkers who have mastered the system for help. Results in: – Less productive coworkers – Increased costs • Effective training includes: – Hardware and software skills – Orientation to new policies and operations • The training should be scheduled just before systems testing and conversion.
  • 94. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 111 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Types of training include: – Technical training from vendors – Self-study manuals – Computer-aided instruction – Videotape presentations – Case studies – Experimenting with the AIS under the guidance of experienced users
  • 95. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 112 of 171 Systems Analysis Conceptual Systems Design Physical Systems Design Operation And Maintenance Prepare site; Install & test hardware Select & Train Personnel Implementation Planning Complete documentation Test system Conversion
  • 96. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 113 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Three types of documentation must be prepared for new systems: – Development documentation • Describes the AIS and includes: – A system description – Copies of output, input, file, and database layouts – Program flowcharts – Test results – User acceptance forms
  • 97. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 114 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Three types of documentation must be prepared for new systems: – Development documentation – Operations documentation • Includes: – Operating schedules – Files and databases accessed – Equipment, security, and file retention requirements
  • 98. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 115 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Three types of documentation must be prepared for new systems: – Development documentation – Operations documentation – User documentation • Teaches users how to operate the AIS. • Includes a procedures manual and training materials.
  • 99. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 116 of 171 Systems Analysis Conceptual Systems Design Physical Systems Design Operation And Maintenance Prepare site; Install & test hardware Select & Train Personnel Implementation Planning Complete documentation Test system Conversion
  • 100. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 117 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Test the System – Inadequate system testing has contributed to the failure of systems. – All of the following should be given a trial run in realistic circumstances. • Documents and reports • User input • Operating and control procedures • Processing procedures • Computer programs – Should also test: • Capacity limits • Backup and recovery procedures
  • 101. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 118 of 171 Systems Analysis Conceptual Systems Design Physical Systems Design Operation And Maintenance Prepare site; Install & test hardware Select & Train Personnel Implementation Planning Complete documentation Test system Conversion
  • 102. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 119 of 171
  • 103. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 120 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Systems Conversion – Conversion is the process of changing from the old AIS to the new. – Many elements must be converted, including: • Hardware • Software • Data files • Procedures – The process is complete when the new AIS has become a routine, ongoing part of the system.
  • 104. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 121 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Conversion Approaches – Four conversion approaches are used to change from an old to a new system: • Direct conversion • Parallel conversion • Phase-in conversion • Pilot conversion
  • 105. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 122 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Conversion Approaches – Four conversion approaches are used to change from an old to a new system: • Direct conversion • Parallel conversion • Phase-in conversion • Pilot conversion
  • 106. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 123 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Direct conversion – Immediately terminates the old AIS when the new one is introduced. – Appropriate when: • The old AIS has no value; or • The new AIS is so different that comparisons between the two are meaningless.
  • 107. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 124 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Conversion Approaches – Four conversion approaches are used to change from an old to a new system: • Direct conversion • Parallel conversion • Phase-in conversion • Pilot conversion
  • 108. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 125 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Parallel conversion – Operates the old and new systems simultaneously for a period of time. – You can process transactions with both systems, compare output, reconcile differences, and make corrections to the new AIS.
  • 109. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 126 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Main advantage to parallel conversion: – It protects the company from errors. • Main disadvantage: – It is costly and stressful for employees to process all transactions twice. • Because companies often experience problems during conversion, parallel processing has gained widespread popularity.
  • 110. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 127 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Conversion Approaches – Four conversion approaches are used to change from an old to a new system: • Direct conversion • Parallel conversion • Phase-in conversion • Pilot conversion
  • 111. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 128 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Phase-in conversion – Gradually replaces elements of the old AIS with the new one. – The new system is often phased in a module at a time. – Main Advantage: • Data processing resources can be acquired over time. – Disadvantages: • Costs of creating temporary interfaces between old and new AIS. • Time required to make the complete conversion.
  • 112. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 129 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Conversion Approaches – Four conversion approaches are used to change from an old to a new system: • Direct conversion • Parallel conversion • Phase-in conversion • Pilot conversion
  • 113. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 130 of 171 SYSTEMS IMPLEMENTATION AND CONVERSION • Pilot conversion – Implements a system in just one part of the organization, e.g., a branch office or a single store. – When problems with the system are resolved, the new system could be implemented at the remaining locations. – Advantages: • Localizes conversion problems and allows training in a live environment. – Disadvantages: • Long conversion time. • Need for interfaces between old and new systems.
  • 114. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 131 of 171 Systems Analysis Conceptual Systems Design Physical Design Implementation And Conversion Operation And Maintenance
  • 115. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 132 of 171 OPERATIONS AND MAINTENANCE • The last step in the SDLC is to operate and maintain the new system. • A post-implementation review should be conducted to ensure the new AIS meets its planned objectives.
  • 116. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 133 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Goals and objectives • Does the system help the organization meet its goals, objectives, and overall mission?
  • 117. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 134 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Goals and objectives –Satisfaction • Are users satisfied? • Do they want changes or improvements?
  • 118. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 135 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Goals and objectives –Satisfaction –Benefits • Were the expected benefits achieved?
  • 119. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 136 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Goals and objectives –Satisfaction –Benefits –Costs • Are actual costs in line with expected costs?
  • 120. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 137 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Goals and objectives –Satisfaction –Benefits –Costs –Reliability • Has the system failed, and if so, why?
  • 121. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 138 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Goals and objectives –Satisfaction –Benefits –Costs –Reliability –Accuracy • Does the system produce accurate and complete data?
  • 122. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 139 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Goals and objectives –Satisfaction –Benefits –Costs –Reliability –Accuracy –Timeliness • Does the system produce timely information?
  • 123. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 140 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Compatibility  Are hardware, software, data, and procedures compatible with existing systems?
  • 124. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 141 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Compatibility –Controls and security  Are there safeguards against unintentional errors, fraud, and intrusion?
  • 125. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 142 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Compatibility –Controls and security –Errors  Are there adequate error-handling procedures?
  • 126. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 143 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Compatibility –Controls and security –Errors –Training • Are systems personnel and users adequately trained?
  • 127. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 144 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Compatibility –Controls and security –Errors –Training –Communications • Is the communications system adequate?
  • 128. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 145 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Compatibility –Controls and security –Errors –Training –Communications –Organization changes • Are structural changes that resulted from the system beneficial or harmful? • If harmful, how can they be resolved?
  • 129. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 146 of 171 OPERATIONS AND MAINTENANCE • Factors and questions include: –Compatibility –Controls and security –Errors –Training –Communications –Organization changes –Documentation • Is documentation complete and accurate?
  • 130. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 147 of 171 OPERATIONS AND MAINTENANCE • Any problems discovered during the review should be brought to management’s attention, and adjustments should be made. • When the review is complete, a post- implementation review report is prepared. • User acceptance of that report is the final activity in systems development.
  • 131. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 148 of 171 OPERATIONS AND MAINTENANCE • Control of the AIS is then passed to the data processing department. • But the work is not done. – About 30% of the work takes place during development. – The remaining 70% is spent in maintaining the system—particularly with respect to software modifications and updates.
  • 132. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 149 of 171 . • Sunbeam corp., a consumer product company, hired new CEO AL Dunlap to turn the company around. While turning Scott paper Company around, Al made such drastic cost cuts that he was nicknamed chain saw Al. • At Sunbeam, Al also made drastic cost- cutting moves, many of which went too far and ended up hurting the company much more than they helped. His restructuring plan called for eliminating 87% of the company’s products and half of its 6000 employees. Included in the cost cutting plan were the information systems staff, as the systems function was to be outsourced. Al terminated computer personnel who were making $35000 a year only to discover they could earn $125000 a year elsewhere. He then had to replace them with contract workers who had to be paid significantly more than $35000. • during the turn around effort, the company decided to modernize its information system. To minimize costs, sunbeam used a direct conversion approach. Unfortunately the new systems did not work, and since there was no backup system, the entire system was down for months.
  • 133. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 150 of 171 . • The orders were lost. • Some customers did not receive their shipment. • Other customers received their orders two or three times while other received wrong order. • Due to poor management and lack of an AIS, the price of sunbeam’s stock plummeted. • The shareholder lawsuits were filed.
  • 134. © 2006 Prentice Hall Business Publishing Accounting Information Systems, 10/e Romney/Steinbart 151 of 171 SUMMARY AND CONCLUSIONS • You’ve learned in more depth about the activities that take place in the conceptual design phase of the systems development life cycle (SDLC). • You’ve also learned about activities that take place in the physical systems design phase. • You’ve explored what happens during the systems implementation and conversion process. • Finally, you’ve learned about the activities in the last phase of the systems development life cycle— the systems operation and maintenance process.