Systems Analysis and Design, 10th Edition solutions manual and test bank by Harry J. Rosenblatt

Systems Analysis and Design, 10th Edition  solutions manual and test bank by Harry J. Rosenblatt

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Systems Analysis and Design, 10th Edition

• i
• Harry J. Rosenblatt College of the Albemarle
• ISBN-10: 1285171349
• ISBN-13: 9781285171340
• 760 Pages Hardcover 
• Previous Editions: 2012, 2011, 2010
• © 2014  Published

-Ntt=5718321611071317525621089148669173129&N=4294922389&Ns=P_CopyRight_Year|

Systems Analysis and Design, Tenth Edition

End of Chapter Solutions

  Chapter Exercises                                                                    s

Questions

1.           How does strategic planning influence day-to-day business operations? Why is it important for systems analysts to understand a company’s strategic plan?

Strategic planning identifies long-term organizational goals, strategies, and resources that serve as a framework for day-to-day operations. Because information technology is essential, IT managers, and systems analysts, must understand and participate in strategic planning. The case of the two stonecutters on page 50 is a good example – all you have to do is substitute systems analysts for stonecutters and change the cathedral to a major IT-related project. (Page 50)

2.           What is a SWOT analysis? Prepare a SWOT analysis of your school or your employer.

During strategic planning, top managers ask a series of questions that is called a SWOT analysis because it examines a company’s strengths (S), weaknesses (W), opportunities (O), and threats (T). Each question leads to an IT-related issue, which in turn requires more review, analysis, and planning. (Page 51)

3.           What is an effective way to assess user requests for additional features and functions?

The most common approach is to use a systems review committee to evaluate user requests. With a broader viewpoint, a committee can establish priorities more effectively than an individual, and one person’s bias is less likely to affect a committee’s decisions. On the other hand, action on requests must wait until the committee meets. To avoid delay, committee members use memos, e-mail, and teleconferencing to communicate with each other. Another potential disadvantage of a committee is that members could favor projects requested by their own departments, and internal political differences can delay important decision.(Page 59)

4.           What are four types of feasibility? Which type focuses on total cost of ownership? Which type is influenced primarily by users?

A systems project must be feasible from an operational, technical, economic, and schedule standpoint. Operational feasibility means that a proposed system will be used effectively after it has been developed. If users have difficulty with a new system, it will not produce the expected benefits. Technical feasibility refers to the technical resources needed to develop, purchase, install, or operate the system. Economic feasibility means that the projected benefits of the proposed system outweigh the estimated costs and usually consider the total cost of ownership (TCO), which includes ongoing support and maintenance costs, as well as acquisition costs. Economic feasibility focuses on total cost of ownership. Operational feasibility is influenced primarily by users, and how the proposed system will support them. (Pages 62 - 64)

5.           Describe the six steps in a typical preliminary investigation. Why should an analyst be careful when using the word problem?

The steps are described in detail, starting with Figure 2-15 on page 66. When interacting with users, analysts should be careful in using the word “problem,” because it has a negative meaning. When you ask users about problems, some will stress current system limitations rather than desirable new features or enhancements. Instead of focusing on difficulties, an analyst should question users about additional capability they would like to have. (Page 66)

6.           What is project scope? What are constraints? Provide an example of a mandatory, external, future constraint. Also provide an example of a discretionary, internal, present constraint.

A project’s scope defines the boundaries, or extent, of the project as specifically as possible. For example, the statement, “Payroll is not being produced accurately” is too general, compared with the statement, “Overtime pay is not being calculated correctly for production workers on the second shift at the Yorktown plant.” Similarly, the statement, “The project scope is to modify the accounts receivable system” is not as specific as the statement, “The project scope is to allow customers to inquire online about account balances and recent transactions.”

A constraint, or requirement, is a condition that the system must satisfy or an outcome that the system must achieve. A constraint can involve hardware, software, time, policy, law, or cost. Constraints can be classified as present versus future, internal versus external, and mandatory versus desirable. Constraints are present or future depending on whether the constraint must be met as soon as the system is developed, or modified at some future time. Constraints are internal or external, depending on whether the constraint arises from within the organization or from an external force, such as a government regulation. Constraints are mandatory or desirable depending on whether the constraint is absolutely essential, or merely desirable.

An example of a mandatory, external, future constraint might be a government tax reporting requirement that goes into effect next year.

An example of a discretionary, internal, present constraint might be a management decision to begin work on a new system not, rather than waiting until year-end. (Pages 68 - 69)

7.           Identify and briefly describe five common fact-finding methods.

The methods are:

·        Analyze organization charts. In many instances, an analyst will not know the organizational structure of departments involved in the study. He or she should obtain organization charts to understand the functions and identify people you want to interview. If organization charts are not available, or are out-of-date, you should obtain the necessary information from department personnel and construct your own chart. Even when charts are available, you should verify their accuracy.

·        Conduct interviews. The primary method of obtaining information during the preliminary investigation is the interview. The chapter provides several hints and tips that can make interviews more effective.

·        Review documentation. Although interviews are an extremely important method of obtaining information, you also might want to investigate the current system documentation. The documentation might not be up to date, so you should check with users to confirm that you are receiving accurate and complete information.

·        Observe operations. Another fact-finding method is to observe the current system in operation, as shown in Figure 2-20. You might see how workers carry out typical tasks. You might choose to trace or follow the actual paths taken by input source documents or output data.

·        Conduct a user survey. Interviews can be time consuming. Sometimes you can obtain information from a larger group by conducting a user survey. In this case, you design a form that users complete and return to you for tabulation.

·        Other techniques. Several other fact-finding techniques, including sampling and research, are described in Chapter 4. (Pages 68-70)