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Final
Chapter 12, 13, 14
| Term | Definition |
|---|---|
| Stakeholders | directly or indirectly benefit from the systems development project. |
| Why initiate a systems development project? | Problems with existing system. Increasing competition. Organizational growth. Merger or acquisition. New laws or regulations. |
| Creative analysis | Investigating new approaches to existing problems. No question is a bad question. |
| Critical analysis | Unbiased and careful questioning of whatever system elements are related in the most effective ways. Punch holes in information. Critic. |
| Programmer | Specialist responsible for developing or modifying programs to satisfy user requirements. Writes programs and codes. |
| Performance objectives | Output quality, usefulness, accuracy. Speed at which output is produced. Risk of the system. |
| Cost objectives | Development costs, uniqueness of system application, investments in hardware and related equipment, operating costs. |
| Systems investigation | Identifies problems and opportunities and considers them in light of business goals. Understand the problem. |
| Systems analysis | Studies existing systems and work processes to identify strengths, weaknesses, and opportunities for improvement. Understand the solution. |
| Systems design | How the information system will do what it must do to obtain the problem's solution. Primary output. Select & plan best solution. |
| Systems implementation | Creates or acquires various system components detailed in systems design, assembles them, and places new or modified system into operation. Place solution into effect. |
| Systems maintenance and review | Ensures the system operates as intended. Modifies the system so that it continues to meet changing business needs. Evaluate results of solution. |
| The later in the SDLC an error is detected... | The more expensive it is to correct. Previous phases must be reworked. More people are affected. |
| When to use Outsourcing and On-Demand Computing | I don't have the time and/or expertise. |
| Systems Development success | Deliver a system that meets user and organizational needs on time and within budget. Get users and stakeholders involved. |
| Degree of Change | Continuous improvement projects; high degree of success, relatively modest benefits. Managing change; ability to recognize and deal with existing or potential problems. |
| Quality and Standards | Quality of project planning; bigger the project, the most likely that poor planning will lead to significant problems. Capability Maturity Model (CMM); one way to measure organizational experience. |
| Project Management Tools | Critical path; activities that, if delayed, would delay the entire project. |
| PERT and Gantt Chart | Program evaluation and review technique (PERT) creates three time estimates for an activity; shortest possible time, most likely time, longest possible time. Gantt Chart- graphical tool used for planning, monitoring, and coordinating projects. |
| What does the investigation team do? | Feasibility analysis; is it do-able? Establishes systems development goals. Prepares systems investigation report. Managers, users, and stakeholders, and IS personnel. |
| Feasibility Analysis | Technical Economic; net present value. Legal Operational Schedule |
| Systems Investigation Report | Summarizes results of systems investigation and the process of feasibility analysis. Recommends a course of action; continue on into systems analysis, modify the project in some manner, drop the project. Reviewed by steering committee. |
| Factors that have a strong influence on project success | Degree of Change. Quality and Standards. Use of Project Management Tools. |
| Logical Design | Output, input, process, files & database, telecommunications, procedures, controls & security, personnel & job design |
| Physical Design | How the logical design will be delivered. Hardware, software, database, telecommunications, personnel, procedures & control design. |
| Design of System Security and Controls | Preventing, detecting, and correcting errors. Disaster recovery. |
| Four approaches/techniques to system evaluation | Group consensus, cost/benefit analysis, benchmark tests, point evaluation. |
| The Design Report | The primary result of systems design, reflects the decisions made and preparing the way for systems implementation. |
| Systems Implementation | Hardware acquisition, programming and software acquisition or development, user preparation, hiring and training of personnel, site and data preparation, installation, testing, start-up, and user acceptance. |
| Make or buy decision | Whether to obtain software from external or internal sources. |
| Software as Service (SaaS) | allows businesses to subscribe to web-delivered application software by paying a monthly service charge. |
| Commercial off-the-shelf (COTS) | combines software from various vendors into a finished system. |
| Techniques used for in-house software | CASE and object-oriented approaches, cross-platform development, integrated development environment, documentation. |
| Steps required when using externally developed software | acquire software, modify or customize, acquire interfaces, test and accept, monitor and maintain and make necessary modifications. |
| Steps in the program life cycle | language and software selection, program coding, testing and debugging, documentation, implementation or conversion. |
| Key characteristics of structure programming | top down approach, modular approach, use of programming structures; sequence, decision, loop - iteration. |
| User preparation phase | Training; communicating system capabilities and limitations. |
| Steps involved in testing the information system | Unit, system, volume, integration, acceptance, alpha, beta testing |
| Start up | process of making the final tested information system fully operational. |
| Start up/conversion methods | direct conversion, phase-in approach, pilot start up, parallel start up. |
| Reasons for program maintenance | changes in business processes, new requests from users, bugs or errors, technical or hardware problems. |
| Types of maintenance | slipstreams upgrade, patch, release, version. |
| Types of Review Procedures | Event-driven review- triggered by a problem or opportunity. Time-driven review -performed after a specified amount of time. |
| Computer Waste | Junk email- spam. CAN-SPAM Act- 3forms of compliance: receivers must be able to unsubscribe, content of the email, sending behavior. |
| Preventing computer-related waste and mistakes | Establishing, implementing, monitoring, reviewing policies and procedures. |
| The Computer as a Tool to Commit Crime | Social engineering- using social skills to get users to provide info. dumpster diving- finding secret or confidential info. |
| The computer as the object of crime | illegal access and use; criminal hacker, Trojan horse. antivirus programs, spyware, info and equipment theft, unsafe disposal of personal computers, patent and copyright violations, computer related scams. |
| Preventing computer-related crime | crime prevention by state and federal agencies, using managed security service providers (MSSPs), filtering and classifying internet content. |
| Individual efforts to protect privacy | find out what is stored about you in databases, be careful when you share info, be proactive to protect your privacy, when purchasing online; safeguard your cc numbers, passwords, and personal info. |
| Health concerns in the work environment | occupational stress, seated immobility thromboembolism, carpal tunnel syndrome, video display terminal bill |
| SDLC | Systems Development Life Cycle |
Created by:
kirstieallie
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