Post on 01-Jan-2016
©1999 Addison Wesley Longman Slide 1.3
Table 2.1 Processing Résumés Using Resumix
CUSTOMER
Manager who needs to hire an employee
Applicant who receives responses about a job application
Government agency that receives reports about compliance to equal opportunity guidelines
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Table 2.1 Processing Résumés Using Resumix
PRODUCT
List of applicants who fit the criteria
Selected data items about each applicant
Automatically generated rejection letters
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Table 2.1 Processing Résumés Using Resumix
BUSINESS PROCESS
Major Steps:
•Define the criteria for selecting applicants
•Receive résumés
•Scan résumés and extract data
•Select applicants meeting criteria and forward their résumés to the hiring manager
•Send out rejection letters
•Track the hiring process
•Store applicant data for future searches
Rationale:
Instead of finding appropriate candidates by searching through paper résumés, extract the information on the résumés and do the search automatically.
©1999 Addison Wesley Longman Slide 1.6
Table 2.1 Processing Résumés Using Resumix
PARTICIPANTS
Human resources employees
Manager doing the hiring
INFORMATION
Description of job opening
Scanned résumés converted into a database format
List of qualified applicants
TECHNOLOGY
Résumix software
Scanner
Unidentified computers
©1999 Addison Wesley Longman Slide 1.10
Figure 2.4Business processes and functional areas of business
©1999 Addison Wesley Longman Slide 1.11
Figure 2.5Information technology, information systems, and work systems
©1999 Addison Wesley Longman Slide 1.12
Table 2.2Roles of information Systems within Work Systems
Bar code scanners and computers identify the items sold and calculate the bill
Work system supported by the information system: Performing customer checkout
Aspects of the work system not included in the information system: Establishing personal contact with customers, putting the groceries in bags
University registration system permits students to sign up for specific class sections
Work system supported by the information system: Registering for classes
Aspects of the work system not included in the information system: Deciding which classes to take and which sections to sign up for in order to have a good weekly schedule
Word Processing system used for typing and revising chapters
Work system supported by the information system: Writing a book
Aspects of the work system not included in the information system: Deciding what to say in the book and how to say it
©1999 Addison Wesley Longman Slide 1.13
Table 2.2Roles of information Systems within Work Systems
Interactive system top managers use to monitor their organization’s performance
Work system supported by the information system: Keeping track of organizational performance
Aspects of the work system not included in the information system: Talking to people to understand their views about what is happening
System that identifies people by scanning and analyzing voice prints
Work system supported by the information system: Preventing unauthorized access to restricted areas
Aspects of the work system not included in the information system: Human guards, cameras, and other security measures
©1999 Addison Wesley Longman Slide 1.14
Figure 2.6The WCA framework for thinking about any system in business
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Figure 2.8Relationship between data, information, and knowledge
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Table 2.3Issues Raised by Five Perspectives for Understanding a Work System
ARCHITECTURE•What are the components of the system that performs the work and who uses the work product?•How are the components linked?•How do the components operate together?
PERFORMANCE•How well do the components operate individually?•How well does the system operate? (How well is the work performed?)•How well should the system operate?
INFRASTRUCTURE•What technical and human infrastructure does the work rely on? •In what ways does infrastructure present opportunities or obstacles?
CONTEXT•What are the impacts of the organizational and technical context?•In what ways does the context present opportunities or obstacles?
RISKS•What foreseeable things can prevent the work from happening, can make the work inefficient, or can cause defects in the work product?•What are the likely responses to these problems?
©1999 Addison Wesley Longman Slide 1.18
Figure 2.9From work system architecture to customer satisfaction
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Table 2.4 Architecture, Perspective #1
CUSTOMER
Customer’s entire cycle of involvement with the product
Requirements
Acquisition
Use
Maintenance
Retirement
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Table 2.4 Architecture, Perspective #1
PRODUCT
Components
Information content
Physical Content
Service content
©1999 Addison Wesley Longman Slide 1.22
Table 2.4 Architecture, Perspective #1
BUSINESS PROCESS
Process operation:
•Processes providing inputs
•Sequence and scheduling of major steps
•Processes receiving the outputs
Process characteristics:
•Degree of structure
•Range of involvement
•Level of integration
•Complexity
•Degree of reliance on machines
•Linkage of planning, execution, and control
•Attention to exceptions, errors, and malfunctions
©1999 Addison Wesley Longman Slide 1.23
Table 2.4 Architecture, Perspective #1
PARTICIPANTS
Formal and informal organization:
Job responsibilty
Organization chart
INFORMATION
Major data files in the database:
Data organization and access
TECHNOLOGY
Major components:
Hardware
Software
©1999 Addison Wesley Longman Slide 1.25
Table 2.5Performance, Perspective #2
CUSTOMER
Customer Satisfaction
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Table 2.5Performance, Perspective #2
PRODUCT
Cost
Quality
Responsiveness
Reliability
Conformance to standards and regulations
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Table 2.5Performance, Perspective #2
BUSINESS PROCESS
Rate of output
Consistency
Productivity
Cycle time
Flexibility
Security
©1999 Addison Wesley Longman Slide 1.28
Table 2.5Performance, Perspective #2
PARTICIPANTS
Skills
Involvement
Commitment
Job satisfaction
INFORMATION
Quality
Accessibility
Presentation
Prevention of unauthorized access
TECHNOLOGY
Functional capabilities
Ease of use
Compatibility
Maintainability
©1999 Addison Wesley Longman Slide 1.29
Table 2.6Comparing Vague Descriptions, Measurements, and Interpretations
ACCURACY OF INFORMATIONVague description: The information doesn’t seem very accurate.Measurement: 97.5% of the readings are correct within 5%.Interpretation:This is (or is not) accurate enough, given the way the information will be used.
SKILLS OF PARTICIPATIONVague description: The sales people are very experienced.Measurement: Every salesperson has 5 or more years of experience; 60% have more than 10 years.Interpretation:This system is (or is not) approptiate for such experienced people.
CYCLE TIME OF BUSINESS PROCESSVague description: This business process seems to take a long time.Measurement: The three major steps take an average of 1.3 days each, but the waiting time between the steps is around 5 days.Interpretation:This is (or is not) better than the average for this industry, but we can (or cannot) improve by eliminating some of the waiting time.
QUALITY OF THE WORK SYSTEM OUPUTVague description: We produce top quality frozen food, but our customer’s aren’t enthusiastic.Measurement:65% of our customers rate it average or good even though our factory defect rate is only.003%Interpretation: Our manufacturing process does (or doesn’t) seem O.K., but we do (or don’t) need to improve customer satisfaction.
©1999 Addison Wesley Longman Slide 1.31
Table 2.7Infrastructure, Perspective #3
CUSTOMER
Technical and human infrastructure the customer must have to use the product
©1999 Addison Wesley Longman Slide 1.32
Table 2.7Infrastructure, Perspective #3
PRODUCT
Infrastructure related to information content
Infrastructure related to physical content
Infrastructure related to service content
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Table 2.7Infrastructure, Perspective #3
BUSINESS PROCESS
Infrastructure related to internal operation of the process
Infrastructure related to inputs from other processes
Infrastructure re;ated to transferring the product to other processes
©1999 Addison Wesley Longman Slide 1.34
Table 2.7Infrastructure, Perspective #3
PARTICIPANTS
Shared
human infrastructure
INFORMATION
Shared
information infrastructure
TECHNOLOGY
Shared
technology infrastructure
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Table 2.8Context, Perspective #4
CUSTOMER
Issues in the customer’s environment that may affect satisfaction or use
Business and competitive climate
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Table 2.8Context, Perspective #4
PRODUCT
Substitute products
Ways the customer might bypass this type of product altogether
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Table 2.8Context, Perspective #4
BUSINESS PROCESS
Organizational culture
Concerns of stakeholders
Organizational policies and initiatives
Government regulations and industry standards
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Table 2.8Context, Perspective #4
PARTICIPANTS
Incentives
Other responsibilities and job pressures
INFORMATION
Policies and practices regarding information sharing, privacy, etc.
TECHNOLOGY
Technology policies and practices
Technology that may become available soon
©1999 Addison Wesley Longman Slide 1.41
Table 2.9Risk, Perspective #4
CUSTOMER
Customer dissatisfaction
Interference by other stakeholders
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Table 2.9Risk, Perspective #4
PRODUCT
Inadequate or unreliable products
Fraudulent products
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Table 2.9Risk, Perspective #4
BUSINESS PROCESS
Operator error
Sloppy procedures
Inadequate backup and recovery
Mismatch between process requirements and participant’s abilities
Unauthorized access to computers, programs, data
©1999 Addison Wesley Longman Slide 1.44
Table 2.9Risk, Perspective #4
PARTICIPANTS
Crime by insiders or outsiders
Inattention by participants
Failure to follow procedures
Inadequate training
INFORMATION
Data errors
Fraudulent data
Data theft
TECHNOLOGY
Equipment failure
Software bugs
Inadequate performance
Inability to build common sense into information systems
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Figure 2.10Steps in systems analysis for business professionals
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Table 2.10Definitions of Topics in a System Snapshot
CUSTOMER
Product used by: Internal or external customers who use or receive direct benefit from the product
Other stakeholders: People who have a significant stake in the work system or its product even though they do not use the product directly and do not participate directly in the work system
Infrastructure requirements: Infrastructure the customer should have to use the product effectively
©1999 Addison Wesley Longman Slide 1.48
Table 2.10Definitions of Topics in a System Snapshot
PRODUCT
Information content: The aspects of the product that consist of information
Physical content: The aspects of the product that consist of physical things
Service content: The aspects of the product that consist of services performed for specific customers
©1999 Addison Wesley Longman Slide 1.49
Table 2.10Definitions of Topics in a System Snapshot
BUSINESS PROCESS
Major steps: Listing the major steps in this business process
Rationale: The overriding idea or approach that determined the process would be performed using the current approach rather than another
Processes providing inputs: External processes outside the work system that produce inputs of information, physical things, or services needed in order for this business process to operate
Processes receiving the product: The customer’s processes that receive and use the product of this work system
©1999 Addison Wesley Longman Slide 1.50
Table 2.10Definitions of Topics in a System Snapshot
PARTICIPANTS
People who perform the work
Shared human infrastructure
INFORMATION
Created or modified within this system
Received from other work system
TECHNOLOGY
Technology within the system
Shared technology infrastructure
©1999 Addison Wesley Longman Slide 1.51
Table 2.11The 10 Issues in the Work-Centered Analysis Method
Systems analysis step
1. Define the problem
2. Describe the current work system in enough depth
and
3. Design potential improvements
4.Decide what to do
Corresponding issues for thinking about a system
Issue 1: Problem Definition
Issue 2: Improvements from product changesIssue 3: Improvements from process changesIssue 4: Improvements related to work system participantsIssue 5: Improvements from better informationIssue 6: Improvements from better technologyIssue 7: Improvements from shared infrastructureIssue 8: Improvements related to the business contextIssue 9: Improvements from risk reduction
Issue 10: Recommendation
©1999 Addison Wesley Longman Slide 1.52
Table 2.12 Common Systems Analysis Pitfalls Related to Elements of the WCA Framework