Infs2603

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Final Exam – INFS2603
Exam Information:
* Worth 60% of final mark (There will be a general discussion question on architecture!!) * Consists of two 30 mark questions and one 40 mark question * When listing techniques, make sure you know all the disadvantages and advantages for them, and when to use them (e.g. requirements gathering, requirements and stakeholder analysis) * Apply study material to real life scenarios, AND INCLUDE EXAMPLES * Main topics that will be covered: Weeks 2, 3, 8, 9, 10

Week 2 Notes – Projects and Stakeholder management
* A system analyst creates value for a business and is required to have the following skills: * Technical knowledge e.g. cost-benefit analysts
* Business knowledge e.g. organisational structure and business concerns * Analytical skills
* Interpersonal/people skills e.g. listening empathetically, adapting systems to users * and ethical skills e.g. privacy and sensitive information * A system analyst can act as a “change agent” who identifies the improvements needed, designs systems to implement those changes and trains/motivates others to use these systems * Projects are driven by business needs to create value (tangible or intangible e.g. improved customer service) * Ways in which IS can add value:

* Reduced costs
* Improved services
* Better performance
* Support for new products and services
* More information provided
* Stronger controls
* The success of projects is measured with cost, scheduling and performance/functionality * Manage your project through milestones
* The term “business case” refers to the reasons/justification for a new proposal (feasibility)

* Stakeholders are people who can affect or are affected by the system and can make or break your business * Get stakeholders on your side e.g. bring everyone together (meetings) and co-create * Tools for stakeholder analysis and determining sources of resistance: * Rich Pictures are informal and give a rough idea of your stakeholders and relationships * Stakeholder matrix analysis tells us the potential threat and potential for co-operation for each stakeholder, and the strategies we can use to make them supportive e.g. collaborate or monitor. Note: sometimes we can’t help them being “mixed blessings” * Stakeholder typology determines the position of each stakeholder based on: their power, their legitimacy (having the right to use their power), and their urgency * Internal stakeholders may include top managers, user/staff requests, IT department * External stakeholders may include government, suppliers, customers, competitors Week 3 – Requirements Determination

* A requirement is something that the system must do or what characteristic it must have * A functional requirement is one that is directly related to the business process tasks * Usually displayed in graphical form. They are “functions”/activities * A non-functional requirement relates to performance, usability, reliability and security * Written in narrative form, and are usually hidden in the background * A good requirement is one that is unambiguous and testable * Requirements analysis strategies (includes determining trade-offs with requirements): * Business Process Automation (BPA) leaves organisational operations unchanged and uses computer technology to do some of the work * Low risk, but low pay-off and narrow breadth of analysis * Planners spend a long time understanding the current system using: * Problem Analysis – managers describe solutions to problems they’re having. This doesn’t capitalise on opportunities. * Root Cause Analysis – users list all root causes of problems and analysts investigate each root and determine their priority * Business Process Involvement (BPI) makes moderate changes to...
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