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2 Chapter 1Introduction to Systems Analysis and Design
with several fundamental concepts and many practical techniques that you can use to
improve the probability of success.
e key person in the SDLC is the systems analyst, who analyzes the business situation,
identi es opportunities for improvements, and designs an information system to implement
them. Being a systems analyst is one of the most interesting, exciting, and challenging jobs
around. Systems analysts work with a variety of people and learn how they conduct business.
Speci cally, they work with a team of systems analysts, programmers, and others on a com-
mon mission. Systems analysts feel the satisfaction of seeing systems that they designed and
developed make a signi cant business impact, knowing that they contributed unique skills to
make that happen.
However, the primary objective of a systems analyst is not to create a wonderful sys-
tem; instead, it is to create value for the organization, which for most companies means
increasing pro ts (government agencies and not-for-pro t organizations measure value
di erently). Many failed systems have been abandoned because the analysts tried to build a
wonderful system without clearly understanding how the system would t with an organi-
zation’s goals, current business processes, and other information systems to provide value.
An investment in an information system is like any other investment. e goal is not to
acquire the tool, because the tool is simply a means to an end; the goal is to enable the
organization to perform work better so that it can earn greater pro ts or serve its constit-
uents more e ectively.
is book introduces the fundamental skills a systems analyst needs. is pragmatic book
discusses best practices in systems development; it does not present a general survey of systems
development that covers everything about the topic. By de nition, systems analysts do things
and challenge the current way that organizations work. To get the most out of this book, you
will need to actively apply to your own systems development project the ideas and concepts in
the examples. is book guides you through all the steps for delivering a successful informa-
tion system. By the time you nish the book, you won’t be an expert analyst, but you will be
ready to start building systems for real.
THE SYSTEMS DEVELOPMENT LIFE CYCLE
In many ways, building an information system is similar to building a house. First, the house
(or the information system) starts with a basic idea. Second, this idea is transformed into a
simple drawing that is shown to the customer and re ned (o en through several drawings,
each improving on the last) until the customer agrees that the picture depicts what he or she
wants. ird, a set of blueprints is designed that presents much more detailed information about
thehouse (e.g., the type of water faucets or where the telephone jacks will be placed). Finally,
the house is built following the blueprints, o en with some changes directed by the customer
as the house is erected.
e SDLC has a similar set of four fundamental phases: planning, analysis, design, and
implementation. Di erent projects might emphasize di erent parts of the SDLC or approach the
SDLC phases in di erent ways, but all projects have elements of these four phases. Each phase is
itself composed of a series of steps, which rely upon techniques that produce deliverables (speci c
documents and les that provide understanding about the project).
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For more information on the problem, see Capers Jones, Patterns of So ware System Failure and Success (London:
International ompson Computer Press, 1996); KeithEllis, Business Analysis Benchmark: e Impact of Business
Requirements on the Success of Technology Projects (2008). Retrieved May 2014 from IAG Consulting, www.iag.biz;
H. H. Jorgensen, L. Owen, and A. Neus, Making Change Work (2008). Retrieved May 2014 from IBM, www.ibm.
com; Panorama Consulting Solutions, 2012 ERP Report (2012). Retrieved May 2014 from Panorama- Consulting.com.