INFO 380 - April 1, 2004 - Assuming the Role of Systems Analyst Notes By: Fortier, Prins, Egaas Robin Sodeman talks about her capstone and is looking for support. She, is looking to start next week with a catalyst survey. Her Email: rsodeman@u.washington.edu back to the lecture: "The Role of the Systems Analyst" The Roles of a Systems Analyst (SA) 1. Systematically assesses how organizations function 2. Examine data input & processing and information output to improve processes > data = raw facts > Data can come in the form of words, raw facts, documents. It has to have some informing quality about it to be important for the user. - ex: the number 8 doesn't tell us anything about what that 8 represents 3. The SA plays many roles, sometimes balancing several at the same time. 4. 3 primary roles are: consultant, supporting expert, and change agent. > Roles are not mutually exclusive SA (Systems Analyst) as a Consultant > Hired to address an Information Systems issue within the organization > Rely heavily on systematic approach to analyze and design the appropriate Information System > Rely on Information System (IS) users to understand culture from their viewpoints > Pro: fresh perspective insiders lack > Con: true organization culture can never be known Culture of an Org. (Notes on Board - No Slide) - Know how the use info - Identify potential pockets of resistance (large point) - To avoid clashes between what you deliver and client expectation/acceptance - Identify opportunities - Political > Example culture: IBM Past culture strict, stuffy, and business like "Pirates of Silicon Valley" As a consultant on the outside you can never truly understand the culture of an organization What is told or presented to you may not be the whole story, it is your job to go in the back door and find out for yourself SA as Supporting Expert > SA is regularly employed in some systems capacity > Draws on professional expertise concerning IT and its use within organizations > Often not a full-blown project, but a small modification of decision affecting a unit. > SA is not managing the project; merely serves as a resource for those who are Q: Who is responsible if the project fails/succeeds? A: Who? Project Manager?? Head of Accounting?? Night Custodians?? Interns?? Student Workers? THERE IS NO SILVER BULLET (iSchool Motto) SA as Change Agent > Most comprehensive and responsible role the SA takes on, whether internal or external > Serves as a catalyst for change; develops a plan for change, or works with others to facilitate change. > SA acts as a change agent whenever he performs any of the activities of the SDLC & is present for 2 weeks to less than 1 year The Project Manager doesn't want to fire people, but has to, so he has the SA do it Errors are not problems; They cause problems. A symptom gives you evidence that a problem exists. (important!) ()()()()000000)) () ()( ()()('^')()()()( ()()()OWNAGE ()()ASCII RULES ()()()()()()()()(()()(()( \ ()()()()() / / Symptom \__\ / | | // Data entry errors \ \ | O | / Complaints | | Redundant data | \ / \/ \/ \ CENTRALIZATION the root cause If you find that Redundant Data isn't the problem, then the problem is something bigger. If you chop it off at the bottom then all of the upper problems on the tree become moot points and no longer exist. Change Agents Beware > As a starting point in your analysis, recognize that your very presence in the organization changes it - At times analysts are brought in to fulfill political needs for an organization. More like a puppet for the system. (Bob and Bob from Office Space) > You must interact with users and management from the start in order to understand what is going on and to enable change to take place. - Be clear on what you are going to do for the organization. > If your analysis warrants change, the next step is to develop a plan for change along with the people who must enact it Qualities Possessed by a Good SA 1. Problem solver - views analysis of problems as a challenge and enjoys devising workable solutions 2. Communicator - relates to others in a meaningful way over extended time periods - Focus will not always be on Tech Systems. May be on (key components of systems): People, Data/Information, Processes, Technology (Hardware/Software), Financial, Corporate Image (e.g. Mercedes Benz image is mainly Luxury, Quality) 3. Ethical - works to clarify their values as they build relationships (psychological contracts) - With group members and with clients 4. Self-disciplined and self-motivated individual who is able to manage and coordinate multiple project resources concurrently - Example: Project leader needs to keep up with his/her tasks as well as the responsibilities of maintaining the focus and vision of the entire group. System Development Life Cycle: The SDLC (1). Identifying Problems and Opportunities (2). Determining Information Requirements (3). Analyzing System Needs -- Where our project ends-- 4. Designing the Recommended System 5. Developing & Documentation Software 6. Testing & Maintaining the System 7. Implementing & Evaluating the System Identifying Problems & Opportunities (Point #1 from above) 1. What is the organization trying to do? 2. What is it doing that it shouldn't do? 3. What isn't it doing that it should do? > Key players: analyst, users, management (Knowing what they want, by interviewing them, will be important) > Interview user management > Summarize collected data > Estimate project scope > Document the results - Feasibility Report - Primary Data: Data that you collect (Takes a lot of time to collect and to compile and to interview people. Want to minimize this.) - Secondary Data: Someone else has collected, but you use (e.g. Company Website) - You want to collect as much data as possible without actually talking to people. Determining Information Requirements (Point #2 from above) 1. What is being done, when, and how? 2. Who is involved and where do they work? 3. What information do they need? 4. Do the answers to 1 thru 3 make sense? > Key Players: analyst, users, management > Investigate hard data > Interviews and Questionnaires > Observing decision makers and office environments > Prototyping Think of information as a batter, put it together and put it in the oven. When you take it out of the oven, you can take a slice, and if it isn't good, you can change it to your liking with the icing. Determining Information Requirements (Point #2) > By the end of this phase, the analyst should understand how the business functions and have complete information on the people, goals, data, and procedures involved. > The analyst should also be able to decide whether to maintain the status quo, change a process, or create a new one. - Status Quo (keep it the same, business as usual) should always be an option/alternative. It might be the best depending on the resources and availability of the company. Still need to lay out the benefits and the costs. However, this should not be the only option for the company. Analyzing System Needs (Point #3) 1. What is required of the new or existing system? 2. What input, processes, and output are needed? > Context level diagrams > Data flow diagrams > Data dictionaries > Analyze structured decisions > Structured English, Decision tables, Decision trees Analyzing System Needs At this phase of the SDLC, the analyze should be able to prepare a systems proposal. > Statement of the problem or opportunity > Summary of findings w/supporting data > Present Alternatives (3 to 4) > Cost/Benefit Analysis of Alternatives > Recommendation with Pros/Cons & timeline Data Flow Diagram Page 35 (page 33 of 6th Ed.) of Book, E-R Diagram |--------| -------- -------> | | |________| <------- | Entity | | Process| -------> |________| ________ ***** Assignment ***** Draw a data flow diagram of some organization or phenomenon.