1. Modern Systems Analysis
and Design
Fourth Edition
Jeffrey A. Hoffer
Joey F. George
Joseph S. Valacich
Appendix 1
Succeeding as a Systems
Analyst
© 2005 by Prentice Hall

2. Learning Objectives
 Describe the organizational roles involved in
information systems development.
 Discuss analytical skills required for success
as a systems analyst.
 Discuss technical skills required for success
as a systems analyst.
 Discuss management skills required for
success as a systems analyst.
 Discuss interpersonal skills required for
success as a systems analyst.
 Describe the systems analysis profession.
Appendix 1-2 © 2005 by Prentice Hall

3. The Role of the Systems Analyst
Skills required: analytical, technical,
managerial, interpersonal
Liaison between users, programmers,
and other systems professionals
Appendix 1-3 © 2005 by Prentice Hall

4. System analyst works throughout all phases of the systems development
life cycle
Appendix 1-4 © 2005 by Prentice Hall

5. Characteristics of Successful
Teams
Diversity in background, skills, and goals
Tolerance of diversity, ambiguity, and
uncertainty
Clear and complete communication
Trust produce effective communication
Mutual respect
Reward system that encourages shared
responsibility
Appendix 1-5 © 2005 by Prentice Hall

6. Appendix 1-6 © 2005 by Prentice Hall

7. Major Information Systems
Development Roles
IS department manager: allocate resources to
and overseeing approved projects, attend
project review meeting…..
Systems analysts
Programmers
Business managers
Other IS managers/technicians
Stakeholders
Appendix 1-7 © 2005 by Prentice Hall

8. Analytical Skills for Systems
Analysis
Four Sets of Analytical Skills:
 Systems Thinking
 Organizational Knowledge
 Problem Identification
 Problem Analyzing and Solving
2.8
Appendix 1-8 © 2005 by Prentice Hall

9. What is a System?
A group of interrelated procedures used
for a business function, with an
identifiable boundary, working together
for some purpose.
Appendix 1-9 © 2005 by Prentice Hall

10. Appendix 1-10 © 2005 by Prentice Hall

11. Characteristics of Systems
Boundary: divides system from environment
Inputs: data from environment to system
Output: data from system to environment
Components: subparts of systems operating
independently (also called subsystem)
Interrelationships: associations between components
of a system
Interfaces: point of contact between system and
environment, or between subsystems
Constraints: limit to what a system can accomplish
Purpose: overall goal or function of a system
Environment: everything external to the system that
interacts with it
Appendix 1-11 © 2005 by Prentice Hall

12. Important System Concepts
Open System: a system that interacts freely
with its environment, taking input and
returning output. Environment is an issue.
Closed system: a system that is cut off from
its environment and does not interact with it.
Environment is not an issue.
Appendix 1-12 © 2005 by Prentice Hall

13. Important System Concepts
Decomposition: breaking down a system
into smaller constituents
Modularity: the result of decomposition; parts
of a system
Coupling: the extend to which subsystems
are depended on each other.
Cohesion: extent to which a subsystem
performs a single function
Appendix 1-13 © 2005 by Prentice Hall

14. Decomposition and modularity make
systems easier to understand,
analyze, design, and maintain.
Appendix 1-14 © 2005 by Prentice Hall

15. Logical and Physical Descriptions
Logical System Description
 Portrays the purpose and function of the system
 Does not tie the description to a specific physical
implementation
 Focus on the function of the system.
Physical System Description
 Focuses on how the system will be materially constructed
 A physical description of the system.
System analyst should deal with the logical system
before the physical system.
Appendix 1-15 © 2005 by Prentice Hall

16. Organizational Knowledge
Understanding of how organizations work
Knowledge of specific functions and
procedures of organization and department
How work officially gets done
Internal policies
Competitive and regulatory environment
Organizational strategies and tactics
Appendix 1-16 © 2005 by Prentice Hall

17. Problem Identification
Problem is the difference between an existing
situation and a desired situation.
Identification is process of defining
differences.
Differences are defined by comparing the
current situation to the output of a model that
predicts what the output should be.
Appendix 1-17 © 2005 by Prentice Hall

18. Herbert Simon’s Phases of
Problem Solving
Intelligence
 All relevant information is collected.
Design
 Alternatives are formulated.
Choice
 Best alternative solution is chosen.
Implementation
 Solution is put into practice.
Appendix 1-18 © 2005 by Prentice Hall

19. Appendix 1-19 © 2005 by Prentice Hall

20. Technical Skills for Systems
Analysis
Constant re-education is necessary as
technology changes rapidly.
Activities to keep skills up-to-date:
 Trade publications
 Professional societies
 Attend classes or teach at a local college
 Attend courses sponsored by organization
 Conferences and trade shows
 Browse Websites
 Participate in new groups and conferences
Appendix 1-20 © 2005 by Prentice Hall

21. Technical Skills for Systems
Analysis (cont.)
Understanding of a wide variety of
technologies is required:
 Microcomputers, workstations, minicomputers and
mainframe computers
 Programming languages
 Operating systems
 Database and file management systems
 Data communication standards
 Systems development tools and environments
 Web development languages and tools
 Decision support system generators
Appendix 1-21 © 2005 by Prentice Hall

22. Management Skills for
Systems Analysis
Four categories:
 Resource Management
 Project Management
 Risk Management
 Change Management
Appendix 1-22 © 2005 by Prentice Hall

23. Resource Management
Systems analyst needs to know how to get
the most out of the resources of an
organization, including team members.
Includes the following capabilities:
 Predicting resource usage
 Tracking resource consumption
 Using resources effectively
 Evaluation of resource quality
 Securing resources from abusive use
 Relinquishing resources when no longer needed
Appendix 1-23 © 2005 by Prentice Hall

24. Project Management
Two Goals:
 Prevent projects from coming in late
 Prevent projects from going over budget
Assists management in keeping track of
project’s progress
Consists of several steps:
 Decomposing project into independent tasks
 Determining relationships between tasks
 Assigning resources and personnel to tasks
Appendix 1-24 © 2005 by Prentice Hall

25. Risk Management
Ability to anticipate what might go
wrong in a project
Minimize risk and/or minimize damage
that might result
Placement of resources
Prioritization of activities to achieve
greatest gain
Appendix 1-25 © 2005 by Prentice Hall

26. Change Management
Ability to assist people in making
transition to new system
Ability to deal with technical issues
related to change
 Obsolescence
 Reusability
Appendix 1-26 © 2005 by Prentice Hall

27. Interpersonal Skills for
Systems Analysis
Mastery of interpersonal skills is
paramount to success as a Systems
Analyst
Four types of skills:
 Communication skills
 Working alone and with a team
 Facilitating groups
 Managing expectations
Appendix 1-27 © 2005 by Prentice Hall

28. Communication Skills
Effective communication helps to
establish and maintain good working
relationships with clients and colleagues
Skills improve with experience
Main types used by Systems Analyst:
 Interviewing and Listening
 Written and Oral Presentations
Appendix 1-28 © 2005 by Prentice Hall

29. Interviewing and Listening
Means to gather information about a
project
Listening to answers is just as important
as asking questions
Effective listening leads to
understanding of problem and
generates additional questions
Appendix 1-29 © 2005 by Prentice Hall

30. Written and Oral
Presentations
Used to document progress of project and
communicate this to others
Communication takes several forms:
 Meeting agenda
 Meeting minutes
 Interview summaries
 Project schedules and descriptions
 Memoranda requesting information
 Requests for proposals from vendors and
contractors
Appendix 1-30 © 2005 by Prentice Hall

31. Steps to Improving
Communication Skills
Practice
 Conduct a training class
 Volunteer to speak
Videotape presentation and do a self-
appraisal of your skills
Make use of college writing centers
Take classes on business and technical
writing
Appendix 1-31 © 2005 by Prentice Hall

32. Working Alone and with a
Team
Working alone on aspects of project
involves managing:
 Time
 Commitments
 Deadlines
Team work involves establishing
standards of cooperation and
coordination
Appendix 1-32 © 2005 by Prentice Hall

33. Appendix 1-33 © 2005 by Prentice Hall

34. Facilitating Groups
Involves guiding a group without being
a part of the group
Useful skill for sessions such as Joint
Application Development (JAD)
Appendix 1-34 © 2005 by Prentice Hall

35. Guidelines for Effective Meetings
Be comfortable with facilitator role.
Make sure group understands expectations.
Use physical movement to indicate where to
focus.
Give thanks and respect for participation.
Ask questions instead of making statements.
Be a patient and good listener.
Keep the group focused.
Encourage group members to feel ownership
of goals and outcomes.
Appendix 1-35 © 2005 by Prentice Hall

36. Managing Expectations
Managing expectations is directly related to
successful system implementation.
Skills for successful expectation
management:
 Understanding of technology and workflows
 Ability to communicate a realistic picture of new
system to users
 Effective education of management and users
throughout systems development life cycle
Appendix 1-36 © 2005 by Prentice Hall

37. Systems Analysis as a
Profession
Standards have been established for
education, training, certification and
practice.
Several aspects:
 Standards of Practice
 Ethics
 Career Paths
Appendix 1-37 © 2005 by Prentice Hall

38. Standards of Practice
Endorsed Development Methodology
 Specific procedures and techniques are to be
used during development process.
 Promote consistency and reliability across all of an
organization’s development projects.
Approved Development Platforms
 Organizations standardize around a specific
platform, sometimes tied to development
methodology.
Appendix 1-38 © 2005 by Prentice Hall

39. Standards of Practice
Standardization of Roles
 Roles are becoming better defined across
organizations.
Development of a Common Language
 Common programming languages
 Common modeling languages, such as
Unified Modeling Language (UML)
Appendix 1-39 © 2005 by Prentice Hall

40. Ethics
Professional Ethics
 ACM Code of Ethics
Business Ethics
 Stockholder approach
 Any action taken by a business is acceptable as long as
it is legal and maximizes stockholder profit.
 Stakeholder approach
 Any action that violates rights of stakeholder must be
rejected.
 Social Contract approach
 Any action that is deceptive, can dehumanize employees
or that could discriminate is rejected.
Appendix 1-40 © 2005 by Prentice Hall

41. ACM Code of Conduct
Appendix 1-41 © 2005 by Prentice Hall

42. ACM Code of Conduct (cont.)
Appendix 1-42 © 2005 by Prentice Hall

43. ACM Code of Conduct (cont.)
Appendix 1-43 © 2005 by Prentice Hall

44. ACM Code of Conduct (cont.)
Appendix 1-44 © 2005 by Prentice Hall

45. Career Paths
Consulting
Information Systems within a large
corporation
Software vendors
Other opportunities outside of systems
analysis
Appendix 1-45 © 2005 by Prentice Hall

46. Summary
In this chapter you learned how to:
 Describe the organizational roles involved in
information systems development.
 Discuss analytical skills required for success as a
systems analyst.
 Discuss technical skills required for success as a
systems analyst.
 Discuss management skills required for success as
a systems analyst.
 Discuss interpersonal skills required for success as a
systems analyst.
 Describe the systems analysis profession.
Appendix 1-46 © 2005 by Prentice Hall