Chapter 13

Chapter 13
Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Building Information Systems
VIDEO CASES
Case 1: IBM: Business Process Management in a Service-Oriented Architecture
and Managing Projects
Case 2: Rapid Application Development With Appcelerator
Instructional Video 1: Salesforce and Google: Developing Sales Support
Systems with Online Apps
Management Information Systems: Managing the Digital Firm, 12e Authors: Kenneth C. Laudon and Jane P. Laudon
Learning Objectives
• How does building new systems produce organizational change?

• What are the core activities in the systems development process?
• What are the principal methodologies for modeling and designing
systems?
• What are the alternative methods for building information
systems?
• What are new approaches for system building in the digital firm
era?
CIMB Group Redesigns Its Account
Opening Process
• Problem: Financial services provider CIMB group wanted to

improve efficiency in business processes, specifically process of

opening accounts at branch
• Solutions: ARIS BPM tool used to identify 25 areas for improving
efficiency. Utilized Malaysia’s government ID smart card to
automate inputting customer data, reducing time spent by 50%
• Demonstrates the use of information systems to streamline and
redesign business processes
• Illustrates first key step in building new system − analysis
Systems as Planned Organizational Change
• Structural organizational changes enabled by IT

Automation
 Increases efficiency
 Replaces manual tasks
Rationalization of procedures
 Streamlines standard operating procedures
 Often found in programs for making continuous quality
improvements
○ Total quality management (TQM)
○ Six sigma
• Structural organizational changes enabled by IT

Business process redesign
 Analyze, simplify, and redesign business processes
 Reorganize workflow, combine steps, eliminate repetition
Paradigm shifts
 Rethink nature of business
 Define new business model
 Change nature of organization
ORGANIZATIONAL CHANGE CARRIES
RISKS AND REWARDS
The most common forms of
organizational change are
automation and

rationalization. These
relatively slow-moving and
slow-changing strategies
present modest returns but
little risk. Faster and more
comprehensive change—such
as redesign and paradigm
shifts—carries high rewards
but offers substantial chances
of failure.
FIGURE 13-1
• Business process management (BPM)

Variety of tools, methodologies to analyze, design, optimize

processes
Used by firms to manage business process redesign
• Steps in BPM
Identify processes for change
Analyze existing processes
Design the new process
Implement the new process
Continuous measurement
AS-IS BUSINESS PROCESS FOR PURCHASING A BOOK FROM A
PHYSICAL BOOKSTORE

FIGURE 13-2 Purchasing a book from a physical bookstore requires many steps to be performed
by both the seller and the customer.
REDESIGNED PROCESS FOR PURCHASING A BOOK ONLINE

Using Internet technology makes it possible to redesign the process for
FIGURE 13-3 purchasing a book so that it requires fewer steps and consumes fewer resources.
• Variety of tools for BPM, to

Identify and document existing processes
 Identify inefficiencies
Create models of improved processes
Capture and enforce business rules for performing processes
Integrate existing systems to support process improvements
Verify that new processes have improved
Measure impact of process changes on key business
performance indicators
CAN BUSINESS PROCESS MANAGEMENT MAKE A DIFFERENCE?

Read the Interactive Session and discuss the following questions

• Why are large companies such as AmerisourceBergen and
Diebold good candidates for business process management?
• What were the business benefits for each company from
redesigning and managing their business processes?
• How did BPM change the way these companies ran their
businesses?
• What might be some of the problems with extending BPM
software across a large number of business processes?
• What companies stand to gain the most by implementing BPM?
Overview of Systems Development
• Systems development:

Activities that go into producing an information system solution
to an organizational problem or opportunity
 Systems analysis
 Systems design
 Programming
 Testing
 Conversion
 Production and maintenance
THE SYSTEMS
DEVELOPMENT

PROCESS
Building a system can be

broken down into six
core activities.
FIGURE 13-4
• Systems analysis

Analysis of problem to be solved by new system
 Defining the problem and identifying causes
 Specifying solutions
○ Systems proposal report identifies and examines
alternative solutions
 Identifying information requirements
Includes feasibility study
 Is solution feasible and good investment?
 Is required technology, skill available?
• System analysis (cont.)

Establishing information requirements
 Who needs what information, where, when, and how
 Define objectives of new/modified system
 Detail the functions new system must perform
Faulty requirements analysis is leading cause of systems failure
and high systems development cost
• Systems design
Describes system specifications that will deliver functions

identified during systems analysis
Should address all managerial, organizational, and
technological components of system solution
Role of end users
 User information requirements drive system building
 Users must have sufficient control over design process to
ensure system reflects their business priorities and information
needs
 Insufficient user involvement in design effort is major cause of
system failure
OUTPUT PROCESSING DOCUMENTATION

Medium Computations Operations documentation
Content Program modules Systems documents

Timing Required reports User documentation
Timing of outputs
INPUT CONVERSION
Origins MANUAL PROCEDURES Transfer files
Flow What activities Initiate new procedures
Data entry Who performs them Select testing method
When Cut over to new system
USER INTERFACE
How
Simplicity TRAINING
Where
Efficiency Select training techniques
Logic CONTROLS Develop training modules
Feedback Input controls (characters, limit, reasonableness) Identify training facilities
Errors Processing controls (consistency, record counts)
ORGANIZATIONAL CHANGES
Output controls (totals, samples of output)
DATABASE DESIGN Task redesign
Procedural controls (passwords, special forms)
Logical data model Job redesign
Volume and speed SECURITY Process design
requirements Access controls Organization structure design
File organization and design Catastrophe plans Reporting relationships
Record specifications Audit trails
• Programming:

System specifications from design stage are translated into
software program code
• Testing
Ensures system produces right results
Unit testing: Tests each program in system separately
System testing: Test functioning of system as a whole
Acceptance testing: Makes sure system is ready to be used in
production setting
Test plan: All preparations for series of tests
A SAMPLE TEST PLAN TO TEST A RECORD CHANGE

When developing a test plan, it is imperative to include the various conditions to
FIGURE 13-5 be tested, the requirements for each condition tested, and the expected results.
Test plans require input from both end users and information systems specialists.
• Conversion

Process of changing from old system to new system
Four main strategies
 Parallel strategy
 Direct cutover
 Pilot study
 Phased approach
Requires end-user training
Finalization of detailed documentation showing how system
works from technical and end-user standpoint
• Production and maintenance

System reviewed to determine if revisions needed
May include post-implementation audit document
Maintenance
 Changes in hardware, software, documentation, or procedures
to a production system to correct errors, meet new
requirements, or improve processing efficiency
○ 20% debugging, emergency work
○ 20% changes to hardware, software, data, reporting
○ 60% of work: User enhancements, improving
documentation, recoding for greater processing efficiency
SUMMARY OF SYSTEMS DEVELOPMENT ACTIVITIES

CORE ACTIVITY DESCRIPTION

Systems analysis Identify problem(s)
Specify solutions
Establish information requirements
Systems design Create design specifications
Programming Translate design specifications into code
Testing Unit test

Systems test
Acceptance test
Conversion Plan conversion

Prepare documentation
Train users and technical staff
Production and Operate the system

maintenance Evaluate the system
Modify the system
• Most prominent methodologies for modeling and designing

systems:

Structured methodologies
Object-oriented development
• Structured methodologies
Structured: Techniques are step-by-step, progressive
Process-oriented: Focusing on modeling processes or actions
that manipulate data
Separate data from processes
• Data flow diagram:

Primary tool for representing system’s component processes and
flow of data between them
Offers logical graphic model of information flow
High-level and lower-level diagrams can be used to break
processes down into successive layers of detail
• Data dictionary: Defines contents of data flows and data stores
• Process specifications: Describe transformation occurring within
lowest level of data flow diagrams
• Structure chart: Top-down chart, showing each level of design,
relationship to other levels, and place in overall design structure
DATA FLOW DIAGRAM FOR MAIL-IN

UNIVERSITY REGISTRATION SYSTEM

FIGURE 13-6
The system has three processes: Verify availability (1.0), Enroll student (2.0), and Confirm
registration (3.0). The name and content of each of the data flows appear adjacent to each
arrow. There is one external entity in this system: the student. There are two data stores: the
student master file and the course file.
HIGH-LEVEL STRUCTURE CHART FOR A PAYROLL SYSTEM

This structure chart shows the highest or most abstract level of design for a
payroll system, providing an overview of the entire system.
FIGURE 13-7
• Object-oriented development
Object is basic unit of systems analysis and design

 Object:
○ Combines data and the processes that operate on those
data
○ Data encapsulated in object can be accessed and modified
only by operations, or methods, associated with that object
Object-oriented modeling based on concepts of class and
inheritance
 Objects belong to a certain class and have features of that
class
 May inherit structures and behaviors of a more general,
ancestor class
CLASS AND
INHERITANCE

This figure illustrates how
classes inherit the
common features of their
superclass.
FIGURE 13-8
• Object-oriented development

More iterative and incremental than traditional structured
development
 Systems analysis: Interactions between system and users
analyzed to identify objects
 Design phase: Describes how objects will behave and interact;
grouped into classes, subclasses and hierarchies
 Implementation: Some classes may be reused from existing
library of classes, others created or inherited
Because objects are reusable, object-oriented development can
potentially reduce time and cost of development
• Computer-aided software engineering (CASE)

Software tools to automate development and reduce repetitive
work, including
 Graphics facilities for producing charts and diagrams
 Screen and report generators, reporting facilities
 Analysis and checking tools
 Data dictionaries
 Code and documentation generators
Support iterative design by automating revisions and changes and
providing prototyping facilities
Require organizational discipline to be used effectively
Alternative Systems Building Approaches
• Alternative Systems-Building Methods

Traditional systems life-cycle
Prototyping
End-user development
Application software packages
Outsourcing
• Traditional systems lifecycle:

Oldest method for building information systems
Phased approach divides development into formal stages
 Follows “waterfall” approach: Tasks in one stage finish before
another stage begins
Maintains formal division of labor between end users and
information systems specialists
Emphasizes formal specifications and paperwork
Still used for building large complex systems
Can be costly, time-consuming, and inflexible
• Prototyping

Building experimental system rapidly and inexpensively for end
users to evaluate
Prototype: Working but preliminary version of information
system
 Approved prototype serves as template for final system
Steps in prototyping
 Identify user requirements
 Develop initial prototype
 Use prototype
 Revise and enhance prototype
THE PROTOTYPING PROCESS

The process of developing a
prototype can be broken down
into four steps. Because a
prototype can be developed
quickly and inexpensively,
systems builders can go through
several iterations, repeating
steps 3 and 4, to refine and
enhance the prototype before
arriving at the final operational
one.
FIGURE 13-9
• Advantages of prototyping

Useful if some uncertainty in requirements or design solutions
Often used for end-user interface design
More likely to fulfill end-user requirements
• Disadvantages
May gloss over essential steps
May not accommodate large quantities of data or large number
of users
 May not undergo full testing or documentation
• End-user development:

Uses fourth-generation languages to allow end-users to develop
systems with little or no help from technical specialists
Fourth generation languages: Less procedural than
conventional programming languages
 PC software tools
 Query languages
 Report generators
 Graphics languages
 Application generators
 Application software packages
 Very high-level programming languages
• End-user development (cont.):

Advantages:
 More rapid completion of projects
 High-level of user involvement and satisfaction
Disadvantages:
 Not designed for processing-intensive applications
 Inadequate management and control, testing, documentation
 Loss of control over data
Managing end-user development
 Require cost-justification of end-user system projects
 Establish hardware, software, and quality standards
• Application software packages
Save time and money
Many offer customization features:

 Software can be modified to meet unique requirements without
destroying integrity of package software
Evaluation criteria for systems analysis include:
 Functions provided by the package, flexibility, user
friendliness, hardware and software resources, database
requirements, installation and maintenance efforts,
documentation, vendor quality, and cost
Request for Proposal (RFP)
 Detailed list of questions submitted to packaged-software
vendors
 Used to evaluate alternative software packages
• Outsourcing

Several types
 Cloud and SaaS providers
○ Subscribing companies use software and computer
hardware provided by vendors
 External vendors
○ Hired to design, create software
○ Domestic outsourcing
» Driven by firms need for additional skills, resources,
assets
○ Offshore outsourcing
» Driven by cost-savings
• Outsourcing (cont.)

Advantages
 Allows organization flexibility in IT needs
Disadvantages
 Hidden costs, e.g.
○ Identifying and selecting vendor
○ Transitioning to vendor
 Opening up proprietary business processes to third party
TOTAL COST OF OFFSHORE OUTSOURCING

If a firm spends $10 million on offshore outsourcing contracts, that company will
FIGURE 13-10 actually spend 15.2 percent in extra costs even under the best-case scenario. In
the worst-case scenario, where there is a dramatic drop in productivity along with
exceptionally high transition and layoff costs, a firm can expect to pay up to 57
percent in extra costs on top of the $10 million outlay for an offshore contract.
Application Development for the Digital
Firm
• Rapid application development (RAD)

Process of creating workable systems in a very short period of
time
Utilizes techniques such as:
 Visual programming and other tools for building graphical user
interfaces
 Iterative prototyping of key system elements
 Automation of program code generation
 Close teamwork among end users and information systems
specialists
Firm
• Joint application design (JAD)

Used to accelerate generation of information requirements and
to develop initial systems design
Brings end users and information systems specialists together
in interactive session to discuss system’s design
Can significantly speed up design phase and involve users at
intense level
Firm
• Agile development

Focuses on rapid delivery of working software by breaking large
project into several small sub-projects
Subprojects
– Treated as separate, complete projects
– Completed in short periods of time using iteration and
continuous feedback
Emphasizes face-to-face communication over written
documents, allowing collaboration and faster decision making
Firm
• Component-based development
Groups of objects that provide software for common functions

(e.g., online ordering) and can be combined to create large-scale
business applications
Web services
 Reusable software components that use XML and open Internet
standards (platform independent)
 Enable applications to communicate with no custom
programming required to share data and services
 Can engage other Web services for more complex transactions
 Using platform and device-independent standards can result in
significant cost-savings and opportunities for collaboration with
other companies

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Chapter 13

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• How does building new systems produce organizational change?

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Problem: Financial services provider CIMB group wanted to

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Structural organizational changes enabled by IT

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Structural organizational changes enabled by IT

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Business process management (BPM)

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

REDESIGNED PROCESS FOR PURCHASING A BOOK ONLINE

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Variety of tools for BPM, to

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

CAN BUSINESS PROCESS MANAGEMENT MAKE A DIFFERENCE?

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Building a system can be

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• System analysis (cont.)

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

OUTPUT PROCESSING DOCUMENTATION

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Production and maintenance

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

SUMMARY OF SYSTEMS DEVELOPMENT ACTIVITIES

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Systems design Create design specifications

Programming Translate design specifications into code

Testing Unit test

Conversion Plan conversion

Production and Operate the system

• Most prominent methodologies for modeling and designing

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Data flow diagram:

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

DATA FLOW DIAGRAM FOR MAIL-IN

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

HIGH-LEVEL STRUCTURE CHART FOR A PAYROLL SYSTEM

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Computer-aided software engineering (CASE)

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Alternative Systems-Building Methods

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

• Traditional systems lifecycle:

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.

Copyright © 2013 Dorling Kindersley (India) Pvt. Ltd.