The document outlines the key stages in a system development project: 1. Understanding the problem by identifying requirements and gathering data from stakeholders. 2. Planning by conducting a feasibility study and developing a project plan. 3. Designing a solution using tools like prototypes, diagrams, and documentation. 4. Implementing the system through activities like training, testing, and data conversion. 5. Testing, evaluating and maintaining the system to ensure it meets requirements.

1. HSC
Project Management
Planning, Design &
Implementation of a System.

2. Introduction
The development of a new system to solve a
Problem is similar for all types of users.
There are many reasons for the need for a
new or modified system. These include
new management
new technology
new product.

3. Introduction
The development of a new system is the
responsibility of a systems analyst or a group
of people called a project team.
Project teams consist of:
systems analyst
programmers
participants

4. Stages of the system development cycle
Understanding the
problem
Making decisions
Designing solutions
Implementing
Testing,
Evaluating
& maintaining
Statement of the problem
Type of new system
New system
Using new system
Problem with system
Change in purpose
Change type of system
Change system
Change use of system

5. Stages of the system development cycle
Understanding the
problem
Making decisions
Designing solutions
Implementing
Testing,
Evaluating
& maintaining
Statement of the problem
Type of new system
New system
Using new system
Problem with system
Change in purpose
Change type of system
Change system
Change use of system
Understanding the problem-
identifying the requirements
of a system that would solve
the problem.

6. Stages of the system development cycle
Understanding the
problem
Making decisions
Designing solutions
Implementing
Testing,
Evaluating
& maintaining
Statement of the problem
Type of new system
New system
Using new system
Problem with system
Change in purpose
Change type of system
Change system
Change use of system
Making decisions-
determining the feasibility of
a new system to solve
the problem.

7. Stages of the system development cycle
Understanding the
problem
Making decisions
Designing solutions
Implementing
Testing,
Evaluating
& maintaining
Statement of the problem
Type of new system
New system
Using new system
Problem with system
Change in purpose
Change type of system
Change system
Change use of system
Designing solutions-creating
the new system.

8. Stages of the system development cycle
Understanding the
problem
Making decisions
Designing solutions
Implementing
Testing,
Evaluating
& maintaining
Statement of the problem
Type of new system
New system
Using new system
Problem with system
Change in purpose
Change type of system
Change system
Change use of system
Implementing-using the
system to solve
the problem.

9. Stages of the system development cycle
Understanding the
problem
Making decisions
Designing solutions
Implementing
Testing,
Evaluating
& maintaining
Statement of the problem
Type of new system
New system
Using new system
Problem with system
Change in purpose
Change type of system
Change system
Change use of system
Testing, evaluating &
maintaining- the ongoing
operation of the system

10. Introduction
The system development results
in an efficient & error free as
possible system.
It may require the revisit of previous steps
to modify or fine tune the new system.

11. Understanding the problem
A problem may become evident in an
organisation.
Eg privacy, inaccuracy or cost.
To solve the issue a clear understanding of
the problem needs to be formulated.
• redefining the problem
• identifying the important elements.
A CLEAR PROBLEM STATEMENT IS
ESSENTIAL AT THIS STAGE.

12. Understanding the problem
A preliminary investigation determines if a
Quick fix will solve the problem or if a new
System is required.
Steps are
• Understand the current system
• Each information process is examined and flaws
in the system recorded
• Needs & concerns of all participants are considered
• Views need to be gathered in a variety of ways.

13. Understanding the problem
Data & information are collected throughout
the system development cycle.
Data is used:
-to understand the problem;
-to develop an appropriate solution;
-to assess the feasibility of a proposal;
-to design a new system;
-to evaluate the system

14. Understanding the problem
Data needs to be accurate.
Data needs to be collected in an organised
Data may be collected in a number of ways:
• Interviews
• Questionnaires/Surveys
• Observation
• Measurements
Face-to-face Mailed
Face-to-face
Online
Observation
Electronic or
Manual

15. Understanding the problem
The data being collected needs to be both:
1. Valid -in general the responses belong to all.
2. Reliable –other surveys will draw the same result.
The data collected needs to be documented
for it to be analysed. A diagrammatic method
is often used such as:
Context diagram
Data flow diagram
Story board.

16. Understanding the problem
The analysis of the existing system should
determine:
How the system works?
What it does?
Who uses it?

17. Understanding the problem
The requirement report is a statement
about the needs of a new system.
• Outlines the aims & objectives of the
new system
• How it will help the organisation is
based on the data collected from the
participants
• Must match the goals of the
organisation.

18. Understanding the problem
The requirement report is a statement
about the needs of a new system.
The requirement report also provides an
overview of the new system in terms of the:
• data/information to be used
• information processes
• information technology
The requirement report is used to develop
potential solutions to the problem.

19. Understanding the problem
If the preliminary investigation recommends
further examination, a project plan is developed
for the system.
A project plan is a plan that organises a
project by specifying who, what, how and when.
It includes:
• Gantt charts
• Scheduling tasks
• Journal & diary entries
• Funding management plan
• Communication management plan

20. Understanding the problem
Information management software helps
individuals to manage information &
schedule tasks:
• It allows emails to be exchanged &
organised.
• Appointments, events, & meetings are
entered into electronic calendar.
• Allows tasks to be assigned.

21. Understanding the problem
It provides a quick method of determining if a
project is on schedule. The chart can be used to
gauge progress and to identify any problems.
A Gantt chart is a popular way of managing a project
Understanding the
problem
Making decisions
Designing solutions
Implementing
Testing, evaluating
and maintaining
Time (weeks) 1 2 3 4 5 6 7

22. Making decision
Decisions are made on possible solutions
developed using the requirement
report and the scope of the problem.
A feasibility study is carried out with the constraints
and recommendations are made.
(no change; new system; investigate another solution)
Constraints/feasibilty issues are considered
(Economic; Technical; Schedule & Organisational/
Operational.)

23. Making decision
The management will then select the most
appropriate option & the project plan may
need further modification.
The details of the new system are presented,
along with recommendations for design,
implementation and maintenance.

24. Making decision
Data dictionaries contain a comprehensive
description of each field in the database.
They commonly include
•a field name,
•data type, (text, OLE,)
•number of characters (field size) ,
•description for the purpose of the field
•example. (postcode 2045)

25. Making decision
A schema shows the organisational structure of a
database
Schema or ERD

26. Making decision
Context diagrams are used to represent the
entire information systems.
The system is shown as a single process
along with the inputs & outputs (external
entities ) to the system.

27. Making decision
Context diagrams

28. Making decision
Data flow diagrams represent the information
system as a number of processes that together form
the single process of a context diagram.
The source of the data, its flow between processes
& its destination along with data generated by the
system is represented.
A data flow diagram shows:
• The input for the system (source)
• Processes performed by the system
• Output form the system (destination)
• Storage

29. Making decision
Data flow diagrams

30. Making decision
A Decision tree is a diagrammatic way of
Representing all possible combinations of
decisions & there resulting actions.
Example page 71
It represents the decisions made within a
system as the branches of a tree. Each
branch finishes in a particular action.

31. Making decision
A Decision tree

32. Making decision
A decision table represents all possible
conditions & the actions that will result.
The table is divided vertically into
conditions & actions & horizontally into
the rules that are based on combinations
of the conditions.

33. Making decision
A decision table

34. Making decision
Story boards are a diagrammatic way of
representing the elements of the information
system.
There are two types linear (ordered) and
non-linear (no order).

35. Designing Solutions
Designing a solution is the transformation
of the specifications into appropriate
hardware, software & information systems.
It involves purchasing hardware, writing or
buying software and specifying information
processes to make the system operational.

36. Designing Solutions
The new system is developed from the
prototype.
Screen designs for input & output are
created. The format & layout of each
screen, report & menu must be created
using good design principles.

37. Designing Solutions
The technical specifications of hardware
need to be identified before the hardware
is bought & installed.
The new system must be tested before
implementation.
Test data is prepared to test any potential
problem.

38. Designing Solutions
Design tools are used to better understand
the system & document the new system.
The tools are used to assist in explaining
the operation of the new system.

39. Designing Solutions
The design tools used in the designing solution stage
of the systems development cycle include:
• Context diagrams
• Data flow Diagrams
• Decision trees
• Decision tables
• Data dictionaries
• Storyboards

40. Implementation
During the implementation stage the
hardware & software is installed & tested.
Participants are trained so that they
understand the benefits of the new system
& how to use it.

41. Implementation
Participants need to be instructed about &
assisted with the major features &
functions of the system over a period of
time.
Information processes are continually
tested during the implementation of the
system over a period of time.

42. Implementation
Minor changes to procedures are immediately
implemented.
Data is converted to the new system using one
of the conversion methods.
The method of conversion chosen must be
justified, as there are advantages &
disadvantages in each of the methods.

43. Implementation
Direct conversion involves the immediate
change to the new system on a chosen date.
(probably best for small systems)
Phased conversion is the replacement of
one system by another in a series of stages.
Eg department by Department (each
module is tested individually & staff
develops confidence in the new system.)

44. Implementation
Pilot conversion involves building &
testing the new system before replacing the
old system. Eg operators maybe working
along another operator on the new
System, or with access to the old system
(the old system is still available if the new
system fails or experiences problems)

45. Implementation
Parallel conversion involves the old &
new system both working together at the
same time. ( this allows the participants &
users to get used to the new system & to
check the new system’s output.)

46. Testing
Testing is a way to verify the quality of the
project.
Testing a system is a very important part of
the implementation of a system.
Without rigorous testing, the system cannot
guarantee to work as expected.
Tests must be designed to examine the
systems operation under all possible events.

47. Testing
Testing of hardware involves use of
Diagnostic software.
Backup systems should be tested by
selecting files to be stored.
Software is tested using data that has been
Structured to test all decisions made within
the system.
Test data must cover all possible
combinations of data that may be
encountered.

48. Testing
The System should be tested in a variety of
ways.
Volume Data: many systems handle large
amounts of data and should be tested as
Such.
-Data can be used or created for this purpose
-Insufficient data may give false test results

49. Testing
The System should be tested in a variety of
ways.
Simulated Data: This will place a system
under realistic situations. Operating as many
of the operations and users as possible.
.

50. Testing
The System should be tested in a variety of
ways.
Live Data: occurs after installation and uses
real situations as a test.
This ensures that all parts of the system are
working as expected.

51. Evaluating & maintaining
Evaluation determines whether the system is
working as expected or whether changes are
required.
Maintenance is the modification of the system
by making minor improvements.
The format evaluation will check to see if:
• The system has met its benefits & cost
objectives
• Make recommendations for future changes.

52. Evaluating & maintaining
The operations manual details the procedures that
participants should follow when using a new system.
The operations manual should:
• Be in a user friendly format
• Have clear concise instructions in point form
• Contain screen dumps to clarify instructions
• Have instructions for file management & security.

53. Evaluating & maintaining

54. The system development cycle, in brief
• implementing: implementation plan, conversion
method (direct, parallel, phased, pilot), participant
training, data conversion, system testing, user
documentation
• testing, evaluating, maintaining: acceptance
testing on test and ‘live’ data, system audit,
operation manual

55. Development Approaches There are six different approaches to
Systems Development listed in the syllabus:
Traditional: involving Project Management with an
attempt at strict adherence to time frames and a
plan as developed in the planning stage.
Traditional Project Management is used more for
larger projects because of larger overheads with
smaller projects often using other methodologies.

56. Development Approaches There are six different approaches to
Systems Development listed in the syllabus:
Outsourcing: This is where an external company is
hired to do work that was previously carried out by
employees of the company. This is very useful
when skills and resources are required which the
company has difficulty in supplying or in reducing
management issues but cost are usually higher.

57. Development Approaches There are six different approaches to Systems
Development listed in the syllabus:
Prototyping: This is where a version of the
system or software is developed and trialled.
This is useful if expensive hardware or
infrastructure is not required such as in
software or web site design. It would not be
useful for network development because of
the cost and infrastructure required.

58. Development Approaches There are six different
approaches to Systems Development listed in the syllabus:
Customisation: Customisation of an "off the
shelf" product is a common solution for
many companies. This is particularly useful
for HR, finance and database solutions
with products such as Oracle (which now
also includes People Soft) and SAP being
two very successful examples.

59. Development Approaches There are six different
approaches to Systems Development listed in the syllabus:
Participant Development: Participant
development happens when people within
the information system develop their own
solution. This usually will involve readily
available technology and would be
unlikely to work with complex systems.

60. Development Approaches There are six different approaches to Systems
Development listed in the syllabus:
Agile Methods: The biggest distinction between
traditional and agile methodologies is the attitude to
plans and planning. Traditional methodologies focus
on producing detailed plans and treat deviations as
errors that need to be corrected. Agile methodologies
also produce plans, but see them only as
approximations. Deviation from the plan are treated
as feedback, and plans are adjusted accordingly.

61. Development Approaches There are six different approaches to Systems
Development listed in the syllabus:
Agile Methods (continued) As such while traditional
methodologies resist change, agile methodologies see
change and view it as a normal part of a project. Agile
methodologies approach development in an iterative
and incremental manner.
Each part of the plan is divided into small
timeframes called interations at which point any
changes will be added into the project.

62. STAGEPROCESSES source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Understanding the problem
The first stage of the process, understanding
the purpose and identifying changes that
may be made to an existing system.
Identify and communicate with participants
in the current system.
Suggest the use of a prototype to clarify
participants understanding.

63. STAGEPROCESSES source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Planning
The second stage involves the conducting of a
feasibility study.
The nature of the problem is clearly described
in a report and recommendations are made to
management as to whether the proposed
solution is practicable.
A project plan is developed.

64. STAGEPROCESSES source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Designing
This third stage involves the documentation
of the development of a solution to the new
system. A prototype may be used to help clarify
the solution to the participant. System design
tools can also be used to explain the solution,
for example; context diagrams, data flow
diagrams, decision trees, decision tables,
data dictionaries, storyboards.

65. STAGEPROCESSES source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Implementing
At this stage decisions are made on how the
new system will be implemented.
An implementation plan is developed setting
out clearly:
-support for the participants of the new system
through training?,
-methods of testing the new system
-the conversion from the old system to the new
designed system.
-steps in an operation manual/s.

66. STAGEPROCESSES source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Testing, evaluating and maintaining
This stage is the most important; users begin
to use the new system, the performance of
which is tested against the design specifications.
The maintenance of the new system is important
through the training of participants and the
reviewing of the operation manual/s.

67. Social & Ethical issues source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Keywords
• Machine Centred Systems,
• Human centred systems,
• Work environment,
• Ergonomics,
• Telecommuting,
• Social isolation,
• Deskilling

68. Social & Ethical issues source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
These days information systems are affecting
everyone's lives.
People's privacy is being compromised.
People find that have been put out of work by a
computer.
Some people just struggle with the technology.
A new system should help process the work better and
a positive change.
But what about the negatives?
How is the system affecting the participants?
Is their work load less or has it increased?
Is the new system infringing on their privacy?

69. Social & Ethical issues source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Machine Centred Systems: are designed
around the computer at the expense of people.
The machine centred system will simplify and
make the computer more efficient and the
people need to work around the computer.
Human Centred Systems: are designed around
the needs of people first and the computers are
made to fit in with the needs of the participants.

70. Social & Ethical issues source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
The Work Environment
A new system may mean drastic changes in the
work environment.
This may cause stress for some workers.
However some changes may also be detrimental
to the physical health of the participants.
As such all ergonomic factors need to be taken
into account when designing new systems.

71. Social & Ethical issues source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
The Changing Nature of the Work
Unfortunately changes in technology are not
always positive and may be impacting
significantly upon the social structure of the
work place.
Telecommuting: More workers now are able to
work from home through the internet.

72. Social & Ethical issues source http://hsc.csu.edu.au/ipt/project_work/1-2/stages.htm
Social Isolation: People are gregarious animals.
Gregarious means that we like meeting with
other people. Unfortunately technology can
isolate people as well as bring people together.
This is particularly a problem in machine
centred work places.
Deskilling: As much as the technical skills of
some workers are increasing at a fast pace other
areas of the work force are particularly being
deskilled as the computers take over more of
their work.