Quiz
WEEK 1-APT 2010
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Questions in this quiz (31)
1list key system analysis skills:
- Atechnical
- Bbusiness
- Canalytical
- Dinterpersonal
- Emanagement
- Fethical
- Gcarrots
2Describe the following aspects of the a systems analyst:
Business analyst-idenitfying business [blank_start]value[blank_end] that the system will [blank_start]create[blank_end]- Avalue
- Bcreate
3Describe the following aspects of the role of a systems analyst:
Requirements analyst-this involves [blank_start]engaging[blank_end] the various stakeholders in order to gain a holistic [blank_start]understanding[blank_end] of the system so as to meet their [blank_start]needs[blank_end]- Aengaging
- Bunderstanding
- Cneeds
4Describe the following aspects of the role of a systems analyst:
Infrastucture analyst-this involves [blank_start]ensurig[blank_end] that the new information system [blank_start]comforms[blank_end] to organizzational [blank_start]standards[blank_end] and helps identify infrastructure changes that will be needed to support the system- Aensurig
- Bcomforms
- Cstandards
5Describe the following aspects of the role of a systems analyst:
Change management analyst-this involves the [blank_start]smooth transition[blank_end] from old to new information system through dealing effectively with people and management. Also involves [blank_start]training[blank_end] of new [blank_start]personnel[blank_end] to adopt the new system and developing strategies to overcome [blank_start]resistance[blank_end] to change- Asmooth transition
- Btraining
- Cpersonnel
- Dresistance
6[blank_start]Planning[blank_end] Phase
1.Project [blank_start]Initiation[blank_end]
-Prepare system request
-Perform preliminary [blank_start]feasibility[blank_end] analysis
2.set up the project
-project plan, inlcuding [blank_start]work plan[blank_end] and staffing plan- APlanning
- BInitiation
- Cwork plan
- Dfeasibility
7[blank_start]Analysis[blank_end] phase
1.Determine analysis strategy
-study existing system and its [blank_start]problems[blank_end]
2.Collect and analyze [blank_start]requirements[blank_end]
-developnew sys concept
-describe new system with analysis models
3.Prepare and present system [blank_start]proposal[blank_end]
-summarize results of the analysis phase
-go/no go desciion made by sponsor and steering committee- AAnalysis
- Bproblems
- Crequirements
- Dproposal
8[blank_start]Design[blank_end] Phase
1.Determine design [blank_start]strategy[blank_end]
-build/buy/outsourse
2.Design ssystem [blank_start]components[blank_end]
-architecture, interface, database, programs
-assemble design elements into system specifications
3.Present to steering [blank_start]committee[blank_end]
-Go/No go decision before entering final phase- ADesign
- Bstrategy
- Ccomponents
- Dcommittee
9[blank_start]Implementation[blank_end] phase
1.system [blank_start]construction[blank_end]
-programming and testing
2.system [blank_start]installation[blank_end]
-training
-conversion to the new system
3.on-going system [blank_start]support[blank_end]- AImplementation
- Bconstruction
- Cinstallation
- Dsupport
10PROJECT INITIATION
Where do IS projects come from?
1.fullfil a [blank_start]business need[blank_end]
-enable a business [blank_start]initiative[blank_end] or strategy
-support a merger/ acquisition
-fixx a "point of pain"
-utilize a [blank_start]new technology[blank_end]
-outgrowth of [blank_start]business process management[blank_end] (BPM)- Abusiness need
- Binitiative
- Cnew technology
- Dbusiness process management
11WHAT BPM?
A methodology used by organizations to continuously [blank_start]improve[blank_end] end-to-end business process
-internal and cross-organizational processes
-Benefits include:
--Enhanced [blank_start]process agility[blank_end]
--Process [blank_start]alignment with industry[blank_end] "best practices"
--Increased [blank_start]process efficiencies[blank_end]- Aprocess agility
- Balignment with industry
- Cprocess efficiencies
- Dimprove
12What is BPM? (continued)
-Four-step continuous cycle:
--Define and map the [blank_start]steps[blank_end] in a business process
--Create ways to [blank_start]improve on steps[blank_end] in the process that add value
--Find ways to [blank_start]eliminate or consolidate[blank_end] steps in the process that don't add value
--Create or adjust [blank_start]electronic workflows[blank_end] to match the improved process maps- Asteps
- Bimprove on steps
- Celiminate or consolidate
- Delectronic workflows
13BPM identifies business needs
-Business process [blank_start]automation[blank_end]
--create or adjust electronic workflows to match the improved process maps
-Business process [blank_start]improvement[blank_end]
--study the business processes
--create new, redesigned processes to improve the process workflows, and / or
--utilize new tech enabling new process structures
-Busines process [blank_start]re-engineering[blank_end]
--Total overhaul of work processes- Aautomation
- Bimprovement
- Cre-engineering
14Do we have a project yet?
=a strong business need leads to a person or group stepping up as the Project [blank_start]sponsor[blank_end]
--Driving force behind project
--Specifies overall business value
--Determines business value
--Formally requests a project via the system [blank_start]Request[blank_end]- ARequest
- Bsponsor
15THE SYSTEMS REQUEST
=Describes business [blank_start]reasons[blank_end] for project
=Defines system's [blank_start]expected value[blank_end]
--Force the sponsor to formalize his /her ideas
--Provide a [blank_start]framework[blank_end] for collecting initial project information
--Standardize information to be used by steering (approval) committee
=Lists project's key elements- Areasons
- Bexpected value
- Cframework
16Define project Sponsor
The person who [blank_start]initiates[blank_end] the project and who serves as the [blank_start]primary[blank_end] point of contact for the project on the [blank_start]business[blank_end] side- Ainitiates
- Bprimary
- Cbusiness
17Giving examples explain what a [blank_start]business need[blank_end] is
=The business-related [blank_start]reason for[blank_end] initiating the system
e.g
-Reach a [blank_start]new market[blank_end] segment
-offer a capability to [blank_start]keep up with[blank_end] competitors
-[blank_start]improve access[blank_end] to information
-decrease [blank_start]defects[blank_end]
-[blank_start]streamline[blank_end] supply acquisition- Abusiness need
- Breason for
- Cnew market
- Dkeep up with
- Eimprove access
- Fdefects
- Gstreamline
18With examples explain what Business requirements are:
=the new or enhanced business [blank_start]capabilities[blank_end] that the system will [blank_start]provide[blank_end]
e.g
-provide online access to information
-capture customer [blank_start]demographic[blank_end] information
-include product [blank_start]search capabilities[blank_end]
-produce performance reports- Acapabilities
- Bprovide
- Cdemographic
- Dsearch capabilities
19With examples , explain what BUSINESS VALUE is
=The [blank_start]benefits[blank_end] that the [blank_start]system[blank_end] will [blank_start]create[blank_end] for the organization
e.g
-3% increase in sales
-1% increase in market share
-200000Ksh cost savings from decreased supply costs
-150000Kshs savings from removal of outdated technology- Abenefits
- Bcreate
- Csystem
20With examples, describe Special issues or Constraints
=Issues that pertain to the [blank_start]approval[blank_end] committee's decision
e.g
-government-mandated [blank_start]deadline[blank_end] for May 30
-top-level security [blank_start]clearance[blank_end] needed by project team to work with data- Aapproval
- Bdeadline
- Cclearance
21Feasibility analysis
Detailed business case for the project
-Technical feasibility: [blank_start]can[blank_end] we build it?
-Economic feasibility: [blank_start]should[blank_end] we build it?
-organizational feasibility: [blank_start]if[blank_end] we build it, will they come?- Acan
- Bshould
- Cif
22Sources of Technical Risk
=users and analysts lack of familiarity with the business [blank_start]application[blank_end] area
=Lack of familiarity with [blank_start]technology[blank_end]
=Project [blank_start]size[blank_end]
=[blank_start]Compatibility[blank_end] with existing systems- Atechnology
- Bapplication
- Csize
- DCompatibility
23Economic feasibility
-identify [blank_start]costs[blank_end] and benefits
-Assign [blank_start]values[blank_end] to costs and benefits
-Determine [blank_start]cash flow[blank_end]
-Assess financial [blank_start]viability[blank_end]
--ROI
--Break even point
--Net present value- Acosts
- Bvalues
- Ccash flow
- Dviability
24List examples of development costs
1. Devp team [blank_start]salaries[blank_end]
2. Consultant fees
3. Devp [blank_start]training[blank_end]
4. Hardware and software
5. Vendor [blank_start]installation[blank_end]
6. [blank_start]Office space[blank_end] and equipment
7. Data conversion costs- Asalaries
- Btraining
- Cinstallation
- DOffice space
25List examples of operational costs
1. Software [blank_start]upgrades[blank_end]
2. Software [blank_start]licensing[blank_end] fees
3. Hardware [blank_start]repair[blank_end] and upgrades
4. Cloud storage fees
5. Operational team salaries
6. Communication charges
7. User [blank_start]training[blank_end]- Aupgrades
- Blicensing
- Crepair
- Dtraining
26List examples of [blank_start]tangible[blank_end] benefits
1. Increased [blank_start]sales[blank_end]
2. Reduction in [blank_start]staff[blank_end]
3. Reduction in inventory
4. Reductions in [blank_start]IT costs[blank_end]
5. Better supplier prices- Atangible
- Bsales
- CIT costs
- Dstaff
27List examples of [blank_start]intangible[blank_end] benefits
1. Increased [blank_start]market share[blank_end]
2. Increased [blank_start]brand[blank_end] recognition
3. Higher quality products
4. Improved [blank_start]customer services[blank_end]
5. Better supplier relations- Amarket share
- Bbrand
- Ccustomer services
- Dintangible
28Organizational feasibility
-strategic alignment
--Are project [blank_start]goals[blank_end] aligned with business strategy?
-Evaluate effects on various stakeholders
• Strong and influential project [blank_start]champion[blank_end]?
• Strong and widespread organizational management [blank_start]support[blank_end]?
• [blank_start]Receptive[blank_end]/ resistant system users?- Agoals
- Bchampion
- Csupport
- DReceptive
29Strategic alignment
• Close [blank_start]alignment with strategy[blank_end] increases the likelihood of success
Stakeholder groups can be influenced
• Presentations describing and promoting benefits
• Emphasizing [blank_start]personal benefits[blank_end] as well as organizational benefits
• [blank_start]Prototypes[blank_end] help prove the system concept
• [blank_start]Real user[blank_end] involvement throughout project- Aalignment with strategy
- Bpersonal benefits
- CPrototypes
- DReal user
30Feasibility assessment
All projects have feasibility risks. Once risks are known, steps can be taken to mitigate:
For example, if unfamiliar with new technology
• Provide enough budget for [blank_start]training[blank_end]
• Provide enough budget to hire [blank_start]consultants[blank_end] with expertise
• Allow more [blank_start]schedule time[blank_end] to move up the learning curve
• Use a methodology that incorporates [blank_start]experimentation[blank_end]- Atraining
- Bconsultants
- Cschedule time
- Dexperimentation
31Essential to continuously [blank_start]review[blank_end] and revise the feasibility assessment
• How well are we managing the risks we previously identified? Are [blank_start]adjustments[blank_end] needed?
• Are there any [blank_start]new risks[blank_end] that have appeared?- Areview
- Badjustments
- Cnew risks
Information
- Description
- system analyst and information systems developments
- Author
- Denis Ndungu
- Language
- English
- Views
- 2
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