CD4101 - these are general notes from the module PDF

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these are general notes from the module...

Description

CD4101 Coursework modules: -

Information system analysis Information system persistence and business layer design.

Learning objectives addressed: 6 7 8 9 11 12 13

Two-hour exam :50% Learning objectives addressed: 1 2 3 4 5 10

Definitions of data: -

A series of non-random symbols, numbers, values or words. A series of facts obtained by observation

Information is data that have been processed so that they are meaningful: Data -> transformation process-> information Data and information vary regarding importance to different people.]

Lecture 2: Tangible value = (value of info) – (cost of gathering info) Intangible value = (improvements in decision behaviour) – (cost of gathering information) Benefits of information: -

Improved inventory control Enhanced customer service Increased production Reduced admin costs Greater customer loyalty Enhanced public image

Formal communication – involves presenting information in a structured and consistent manner. Informal communication – involves less well-structured info that is transmitted by informal means, such as casual conversations between staff members. Hard data is also known as quantitative data Soft data is known as qualitative data Decision making: Structured decisions- situations where the rules and constraints governing the decision are known. Unstructured decision- complex situations where the rules governing the decision are complicated or unknown.

CD4101 Cognitive style- this describes the way in which a manager absorbs info and reaches decisions. A manager’s cognitive styles will fall between analytical and intuitive styles. Managers schedule: one hour slots, for meetings. Makers schedule: half day slots, requiring flow. Managers hold the power

Basic concepts of business information systems:

process -> output Business information systems- is a group of interrelated components that work collectively to carry out input, processing, output, storage and control actions which convert data into information products. These info products can be used to support forecasting, planning, control, coordination, decision making and operational activities in an organisation.

Enterprise and functional BIS: This is about importance of BIS in relation to management. Five forces model: According to porter and millar, the 5 forces are: -

Bargaining power of suppliers. Threat of new entrants. Threat of substitutes. Bargaining power of customers. Extent of rivalry between existing competitors.

Why initiate a new project? -

New capability. Cost savings Improved internal / external information flow Improved customer service Compliance with legislation of regulation changes Improved business responsiveness Improved reach, to new customers. Improved control Competitive advantage.

Business

CD4101 Tangible costs- costs can be calculated as monetary value Intangible costs- monetary value cannot be assigned.

Requirements: -

Defines as what a system should do, its functionality. Developing the wrong functionality is one of boehms top ten risks. Incorrect requirements are a prime source of project failures. Errors in requirements are most expensive.

Requirements elicitation techniques: Interviews (Most popular strategy): -

Gather detailed info through dialog. Can elicit candid honest insights.

Questionnaire’s (complimentary to interviews, as a confirmatory technique): -

Gather responses from wider variety of participants. Must be designed carefully to be valid.

Documentation review (provides insight into existing systems and procedures): -

Rich source of insight. Often out of date.

Observation (a way to find out what users do): -

Provides dynamic view of system and business processes. More current than documentation. Time consuming. Hawthorne effect.

Brainstorming (for creating new requirements): -

Group interaction creates ideas not though of individually. Group may develop ownership of requirements. Subject to negative group dynamics, especially if there is a dominant personality.

Use cases: What is a use case? “A narrative document that describes the sequences of events of an actor… using a system to complete a process” A semi structured description of the interaction between an agent and a system leading to a goal. Agent: may be a human user (typically) or another system. Goal: what the agent is trying to accomplish. Always start with “this use case begins when”

CD4101 Alistair Cockburn describes two forms of use cases: -

Full dressed, detailed description that includes constraints, and alternate sequence of events. Casual, a less detailed description.

Fully dressed: -

number & title (as a verb-phrase) goal in context - longer statement of goal, if necessary scope level (summary, primary task, sub function) preconditions - what must be true before the use case can begin success end condition - what is true if goal achieved failed end condition - what is true, if the goal is abandoned primary actor - the main actor, who starts the use case trigger - event that starts the use case main success scenario - sequence of events and responses extensions - alternative paths from the main success scenario sub-variations - alternate sequences of events related information

casual: -

Title (goal) Primary Actor Scope (short narrative description of what happens) Level...