Building Systems

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Chapter
Building Systems
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Management Information Systems Chapter 13
Building Systems
LEARNING OBJECTIVES

• Demonstrate how building new systems produces
  organizational change.
• Identify and describe the core activities in the
  systems development process.
• Evaluate alternative methods for building
  information systems.
• Compare alternative methodologies for modeling
  systems.
• Identify and describe new approaches for
  system-building in the digital firm era.

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Management Information Systems Chapter 13
Building Systems
A New Ordering System for Girl Scout Cookies

• Problem Inefficient manual procedures, high
  error rate.
• Solutions Eliminate manual procedures, design
  new ordering process, and implement database
  building software to batch and track orders
  automatically and schedule order pickups.
• QuickBase for Corporate Workgroups software
  service increased efficiency and reduced errors.
• Demonstrates ITs role in updating traditional
  business processes.
• Illustrates digital technology as the focus of
  designing and building new information systems.

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Management Information Systems Chapter 13
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Systems as Planned Organizational Change

• Systems development and organizational change
• Business process reengineering
• Steps in effective reengineering
• Process improvement Business process management,
  total quality management, and six sigma
• Business process management (BPM)
• Total quality management (TQM)
• Six sigma
• How information systems support quality
  improvements

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Management Information Systems Chapter 13
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Systems as Planned Organizational Change
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 changesuch
as reengineering and paradigm shiftscarries high
rewards but offers substantial chances of failure.
Figure 13-1
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Management Information Systems Chapter 13
Building Systems
Overview of Systems Development

• Systems analysis
• Establishing information requirements
• Systems design
• The role of end users
• Completing the systems development process
• Programming
• Testing
• Conversion
• Production and Maintenance

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Management Information Systems Chapter 13
Building Systems
Overview of Systems Development
The Systems Development Process
Building a system can be broken down into six
core activities.
Figure 13-3
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Management Information Systems Chapter 13
Building Systems
Overview of Systems Development

• Modeling and designing systems Structured and
  object-oriented methodologies
• Structured methodologies
• Object-oriented development
• Computer-aided software engineering

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Management Information Systems Chapter 13
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Overview of Systems Development
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 13-6
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Management Information Systems Chapter 13
Building Systems
Overview of Systems Development
Class and Inheritance
This figure illustrates how classes inherit the
common features of their superclass.
Figure 13-7
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Building Systems
Alternative Systems-Building Approaches

• Traditional systems life cycle
• Prototyping
• Steps in prototyping
• Advantages and disadvantages of prototyping
• End-user development
• Application software packages and outsourcing

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Application Development for the Digital Firm

• Rapid application development (RAD)
• Component-based development and Web services
• Web services and service-oriented computing

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Management Information Systems Chapter 13
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Application Development for the Digital Firm
How to Get Outsourcing Right Avoid Getting It
Wrong

• Read the Interactive Session Management, and
  then discuss the following questions
• What is the basis for vendor firms claiming they
  can provide IT services more economically than a
  firms own IT staff?
• Why is it difficult to write iron-clad legal
  contracts specifying in detail strategic alliance
  outsourcing relationships?
• Why do joint ventures and co-sourcing outsourcing
  relationships have a better chance of success?