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| clarifies whether the system will be developed by the company's own programmers, whether its developement will be outsourced to another firm, or whether the company will buy an existing software package. |
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| specifies how the users will move through the system and the formas and reports that the system will use |
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| Database and File Specifications |
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| define exactly, what data will be stored and where they will be stored |
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| defines the programs that need to be written |
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| the collection of deliverables that are a result of the design phase. It includes the architecture design, interface design, database and file specifications, and program design. |
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| the phase of the SDLC during which the system is actually built; this phase usually gets the most attention; for most systems it is the longest and most expensive single part of the SDLC; Consists of three steps - Construction, Installation and Support Plan |
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| a distinct stage of development in the SDLC; each phase consists of multiple steps with specific techniques to complete each step. |
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| describes how a business will operate if the new system were developed. The set of models include the data and processes necessary to support the underlying business processes. |
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| the second phase of the SDLC that answers the questions; who will use the system, what the system will do, and where and when it will be used. |
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| a strategy that is developed gto guide the project team's effort which includes an analysis of the current system and its problems, and of proposed ways to design a new system. |
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| a committee to which the system request and feasibility analysis are presented so that the committee can decide whether the project should be undertaken. |
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| a description of the hardware, software, and network design that will be used for the system being developed. |
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| the organizations current system |
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| also referred to as the payback method. A common approach to measuring a project's worth and defined as the number of years it takes a firm to recover its original investment in the project from net cash flows. |
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| focuses on the business issues surrounding the system; helps to identify the business value that the system will create, develops ideas for improving the business processes and helps design new business processes and policies. |
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| The business-related reason for initiating the system. |
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| the features and capabilities the information system will have to include |
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| the benefits that the system will create for the organization |
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| a formal cost-benefit analysis usually contains cost and benefits over a selected number of years to show cash flow over time. |
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| a deliverable for project management which describes how the project team will go about developing the system. |
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| second step in the Analysis phase in which information on business, user, and functional needs of the system to be built are collected by interviews, questionaires, or observation, etc. |
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| The new system that will be built |
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| a document of deliverable of the analysis phase which includes the analyses, system concept, and models. the initial deliverable that describes what business requirments the new system should meet. |
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| decides how the system will operate in terms of hardware, software, and network infrastructure that will be in place; the user interface, forms, and reports that will be used; and the specific programs, databases, and files that will be needed. |
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| Specific documents and files that provide understanding about the project. |
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| a task that is completed in a logic order; some tasks are dependent on other tasks and some task are independent |
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| a procedure which is used to accomplish a task or step |
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| A process through which the SDLC includes more and more specific details of the system to be built |
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| The initial phase of the SDLC which includes the fundamental process of understanding why an information system should be built and determining how the project team will go about building it. |
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| the first step in the Planning Phase of the SDLC, and during this process, the system's business value to the organization is identified. |
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PMBOK DEFINITION
the application of knowledge, skills, tools and techniques to project activites to meet project requirements |
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| technology that is still being developed and yet not viable for widespread business use |
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| someone who recognizes the strong business need for a system and has an interent in seeing the system succeed. |
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| the process by which the old system is turned off and the new one is turned on |
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| a developed plan to teach users how to use the new system and help manage the changes caused by the new system |
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| a formal and informal post-implementation review, as well as a systematic way for identifying major and minor changes needed for the system |
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| capabilites and behaviors of a program, a part of a program, or a system. |
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| value that the system provides that can be easily measured or quantified benefits to the organization |
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| value that results from an intuitive belief that the system provides important but hard-to-measure, benefits to the organization |
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| a formal initiation of a project. a document that describes the business reasons for building a system and the value that the system is expected to provide. |
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| a high-level executive, usually but not always the project sponsor who created the systems request. This person supports the project by providing time and resources and by giving political support within the organization by communicating the importance of the system to other organizational decision makers. |
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Term
| Change Management Analyst |
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Definition
| focuses on the people and management issues surrounding the system installation; ensures adequate documentation and support are available to users; provides user training; and developes strategies to overcome resistance to change. |
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| a part of technical feasibility. Questions whether or not the new system will be able to co-exist and pass databack and forth with the As-is system. |
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| The first step in the Implementation phase. The system is built and tested to ensure that it performs as designed. |
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Definition
| Also called the economic feasibility analysis; includes Development Costs, Operational Costs, tangible benefits, and intangible benefits; values are assigned to Costs and Benefits; cash flow is determined; ROI, Break-Even Point, and NPV are determined. |
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Term
| Familiarity with technology |
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Definition
| a source of technical risk, if the technology is new to the organization; can produce a greater chance that problems will occur and delays will be incurred because of the need to learn how to use the technology. Risk increases dramatically when the technology staff itself is new. |
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| Familiarity with the application |
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Definition
| analysts have a greater chance of understanding users and finding opportunities for improvement if they have some knowledge of the business application; for users familiarity, building extensions to the existing system will be better understood |
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Definition
| tangible costs that are required to operate the system; ongoing or recurring costs, such as; Salaries, licensing fees for software, equipment upgrades, and communication charges. |
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Definition
| second element of the feasibility analysis; aka, cost-benefit analysis; identifies the financial risk associated with the project; answers the question, Should we build the system?; determined by identifying costs and benefits associated with the system, assigning values to them, and then calculating the cash flow and return on investment for the project. |
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Definition
| thought of as one-time costs; tangible expenses that are incurred during the creation of the system, such as salaries for the porject team, hardware and software expenses, consultant fees, training, and office space and equipment. |
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Definition
| more difficult because they are sometimes accepted without assigning a dollar value; however, estimates have to be made regarding these benefits, such as improving Customer Service where a percentage of the dollar value can be valued in monetary terms. |
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Definition
| same as Intangible Benefits |
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Definition
| used to compare the present value of all cash inflows and outflows for the project in today's dollar terms; the difference in the total present value of the benefits and the total present value of the costs. |
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| Organizational Feasibility |
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Definition
| how well the system ultimately will be accepted by its users and incorporated into the ongoing operations of the organization |
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Definition
| how well the goals of the project align with business objectives; or the fit between the project and business strategy; the greater the alignment, the less risky the project will be |
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| a person, group, or organization that can affect (or can be affected by)a new system |
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| a way to assess organizational feasibility |
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| Organizational Management |
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| an important set of stakeholders, the managment of the organization, other than the champion |
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| an important group of stakeholders who ultimately will use the system once it has been installed in the organization |
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| the extent to which the system can be successfully designed, developed, and installed by the IT group. Answers the question, "Can We Build It?" |
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Definition
| the number of years it takes a firm to recover its original investment in the project from net cash flows. |
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| include revenue that the system enables the organization to collect, such as increased sales. |
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| a decision-making body that governs the use of business resources. |
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Definition
| a measurement which can convey risk; whether it measures number of people on the development team, the length of time it will take to complete the project, or the number of distinct features in the system. |
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Definition
| a detail business case to better understand the opportunities and limitations associated with the proposed project. guides an organization on whether to proceed; also identifies important risks associated with the project that must be addressed if the project is approved |
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Definition
| focuses on technical issues surrounding the ways the system will interact with the organization's technical infrastructure; ensures that the new information system conforms to organizational structures and helps identify infrastructure chanes that will be needed to support the system. |
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Definition
| often a highly experienced systems analyst. This individual ensures the project is completed on time and within budget and that the system delivers the expected value to the organization |
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| Systems Development Life Cycle (SDLC) |
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Definition
| the process of understanding how an information system (IS) can support business needs, how to design and build the system, and deliver the system to users. |
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Definition
| key person in the SDLC; assists and guides the project team so that the team developes the right system; must understand how to apply technology to solve business problems |
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| an organization that leverages the capabilities of emerging technology to develop business strategies and introduce them into the market place. This allows a company to use the advantage of htis position to make money and continue to innovate while competitors trail behind. |
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Definition
| a section of the system request used as a catchall category for other information that should be considered by the approval or steering committee in assessing the project |
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Definition
| a deliverable given to the approval committee at the end of the project initiation that assesses technical, economic, and organization feasibility |
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