SAD Flashcards
(161 cards)
1
Q
Combination of hardware and software products and services that companies use to manage, access, communicate, and
share information
A
Information Technology (IT)
2
Q
an organized set of related components established to accomplish a certain task.
A
System
3
Q
Studying an existing system to determine how it works and how it meets users’ needs; typically happens as a result of some impetus for change, combined with the authority to make the change.
A
Analysis
3
Q
The process of developing a plan for an improved system, based on
the result of the systems analysis.
A
Design
3
Q
The catalyst or persuader who overcomes the reluctance
to change within an organization. Systems analyst can function as change agent, but it works best if it is someone inside the organiza
A
System Analyst
3
Q
consists of basic facts that are the system’s raw material.
A
Data
4
Q
data that has been transformed into output that is valuable to
users.
A
Information
5
Q
have five key components: hardware, software, data,
processes, and people
A
Information system
6
Q
orderly grouping of interdependent components linked together according to a plan to achieve a specific objective.
A
System
7
Q
An irreducible part or aggregation of parts that makes up a system; also called a subsystem.
A
Component
8
Q
Dependence of one part of the system on one or more other system parts.
A
Interrelated
9
Q
The line that marks the inside and outside of a system and that sets off the system from its environment.
A
Boundary
10
Q
The overall goal or function of a system.
A
Purpose
11
Q
Everything external to a system that interacts with the system.
A
Environment
12
Q
Point of contact where a system meets its environment or where subsystems meet each other.
A
Interface
12
Q
A limit to what a system can accomplish.
A
Constraint
12
Q
It is a process of collecting factual data, understand the processes involved, identifying problems and recommending feasible suggestions for improving the
system functioning.
A
Systems Analysis
13
Q
sequence of step-by-step approaches that help develop
your final product: the information system.
A
SAD
14
Q
are computer programs, such as computer-aided software engineering (CASE) tools, that make it easy to use specific techniques
A
Tools
14
Q
Three primary roles of System Analyst
A
Consultant, Supporting Expert,
Agent of change
14
Q
designed to support a specific
organizational function or process. The goal of application software is to turn data into information. the information system includes other components. And collectively, they are called Computer-Based Information Systems.
A
Application software
15
Q
processes that you, as an analyst, will follow to help ensure that your work is well thought-out, complete, and comprehensible to others on your project team.
A
Techniques
16
Q
physical layer of the information system
A
hardware
16
Q
System software
A
software
16
Tables store data
data
17
Describe the tasks and business functions that users, managers, and IT staff members perform to achieve specific results
Processes
17
Stakeholders, Users, or end
People
17
Can generate program code, which speeds the implementation process
CASE tools
17
Systems development life cycle (SDLC), has five steps
Structured Analysis
18
Speeds up the development process significantly
Prototyping
18
* Purpose of this phase is to perform a preliminary investigation
* Key part of preliminary investigation is a feasibility study
Systems Planning
19
Deliverable is the System requirements document
System Analysis
19
* Deliverable is system design specification
* Management and user involvement is critical
System Design
20
New system is constructed
Systems Implementation
21
A well-designed system must be secure, reliable, maintainable, and scalable
Systems Support and Security
22
is a project management approach that involves breaking the project into phases and emphasizes continuous collaboration and improvement.
Agile Methods
23
Combines data & processes that act on the data into things called objects
Object-oriented Analysis
24
Successful companies offer a mix of products, technical and financial services, consulting, and customer support.
True
24
includes top managers, middle managers and knowledge workers, supervisors and team leaders
Organization structure
24
must consider company’s mission, objectives, and IT needs
Analyst
25
starts with a systems request
Process
26
SWOT Analysis
strength, weakness, opportunities, threats
27
refers to the reasons, or justification, for a proposal
business case
28
depends on several vital issues
Operational feasibility
28
begins the process & describes problems or desired changes
System Request
29
technical resources needed to develop
Technical Feasibility
30
outweigh the estimated cost usually considered the total cost of ownership (CTO)
Economic Feasibility
31
acceptable time frame
Schedule Feasibility
32
Projects where management must implement them
Discretionary Projects
33
Projects where management has a choice in implementing them
Non-discretionary Projects
33
streamlines of the request process
System request
33
Successful Communication Strategies
Why, Who, What, when, and How
33
usually is a senior systems analyst or an IT department manager if the project is large
Project Management
34
Project Manager serves as the Project Leader
True
35
involves breaking a project down into a series of smaller tasks. Before creating work
Work Breakdown Structure (WBS)
35
a horizontal bar chart that represents a set of tasks.
Gantt Chart
35
was developed by the U.S. Navy to manage very complex projects
Program Evaluation Review Technique (PERT)
36
was developed by private industry to meet similar project management needs
Critical Path Method (CPM)
37
called a bottom-up technique
PERT/CPM
38
more useful for scheduling, monitoring, and controlling the actual work
PERT charts
38
not mutually exclusive techniques, and project managers often use both methods
PERT and Gantt charts
38
any work that has a beginning and an end and requires the use of company resources such as people, time, or money.
Task or activity
38
a recognizable reference point that you can use to monitor progress
Event or milestone
39
Break the project down into smaller tasks, creating a work breakdown structure
Create a Work Breakdown Structure
39
can be hours, days, or weeks — depending on the project.
Task duration
39
(B)
Best-case estimate
40
(P)
Probable-case estimate
41
(W)
Worst-case estimate
42
represents the work that one person can complete in one day
person-day
43
calculation/ formula of task duration
(B+4P+W) / 6
44
Factors Affecting Duration
o Project size and scope
o Human resources
o Experience with similar project
o Constraints
45
has five sections
Task box
45
Tasks in a work breakdown structure must be arranged in a logical sequence
Task Pattern
45
Large or small, tasks depend on each other and must be performed in a sequence, not unlike the commands in a software program
Task Pattern
46
when tasks must be completed one after another
Dependent Tasks
47
when several tasks can start at the same time.
Concurrent task
48
often, two or more concurrent tasks depend on a single prior task.
Predecessor task
49
each concurrent task.
Successor task
49
suppose that a task requires two or more prior tasks to be completed before it can start
Multiple Predecessor Tasks
49
You can identify task patterns by looking carefully at the wording of the task statement
action words/verbs
49
the amount of time that the task could be late without pushing back the completion date of the entire project.
Slack time
49
series of tasks which, if delayed, would affect the completion date of the overall project.
critical path
50
The project manager must keep track of tasks and progress of team members, compare actual progress with the project plan, verify the completion of project
milestones, and set standards and ensure that they are followed
Monitoring and Control Techniques
51
A project manager must report regularly to his or her immediate supervisor upper management, and users
Project Status Reports
52
A system that falls short of business needs also produces problems for users and reduces employee morale and productivity
Business Issues
53
projects without clear scope definitions are risky, because they tend to expand gradually, without specific authorization, in a process
project creep
54
Cost overruns typically result to Unrealistic estimates, Failure to develop an accurate forecast that considers all costs over
the life of the project
Budget Issues
54
the process of planning, scheduling, monitoring and
controlling, and reporting upon the development of an information system
Project Management
54
problems with timetables and project milestones can indicate a failure to recognize task dependencies, confusion between effort and progress, poor monitoring and control methods, personality conflicts among team members, or turnover of project personnel
Schedule Issues
55
responsible for project planning, scheduling, monitoring, and reporting
Project Managers
56
Planning, scheduling, monitoring and reporting all take place within a larger project development framework
TRUE
56
systems analysts use to visualize and document new systems.
requirements modeling techniques and team-based
methods
56
include interviewing, documentation review, observation, surveys and questionnaires, sampling, and research.
system requirements and fact-finding techniques
57
to understand the proposed project, ensure that it will support business requirements, and build
a solid foundation for system development.
systems analysis phase
58
visualize and describe the proposed system
models and other documentation tools
58
Requirements Modeling
- Outputs - Inputs
– Processes - Performance
- Security
58
a sequential development process that flows like a waterfall through all phases of a project (analysis, design, development, and testing, for example), with each phase completely wrapping up before the next phase begins.
Waterfall model
58
enable you to identify a problem, evaluate the key elements, and develop a useful solution
Analytical skills
59
are especially valuable to a systems analyst who must work with people at all organizational levels, balance conflicting needs of users, and communicate effectively.
Interpersonal skills
60
Team-Oriented Methods and Techniques
Joint application development (JAD) and Rapid application development (RAD)
61
which is a user-oriented technique for factfinding and requirements modeling
Joint application development (JAD)
62
resembles a condensed version of the entire SDLC, with users involved every step of the way
Rapid application development (RAD)
63
Users have a vital stake in an information system and they should participate fully
User Involvement
64
Relies heavily on prototyping and user involvement
Rapid Application Development (RAD)
64
team-based technique that speeds up information systems development and produces a functioning information system.
Rapid Application Development (RAD)
65
The development model focuses on quick prototyping and iterative development and is very different from the JAD model which focuses on planning and sequential design.
66
Attempt to develop a system incrementally
Agile methods
67
where team members prepare to lunge at each other to achieve their objectives.
Scrum is a rugby term
67
Involves graphical methods and nontechnical language that represent the system at various stages of development
Modeling Tools and Techniques
67
a top-down representation of a function or process.
Functional decomposition diagram (FDD)
67
analyst can show business functions and break them down into lower-level functions and processes.
Functional decomposition diagram (FDD)
68
similar to drawing an organization chart — you start at the top and work your way down
Functional decomposition diagram (FDD)
69
describes one or more business
processes, such as handling an airline reservation, filling a product order, or updating a customer account
Business Process Modeling
70
includes various shapes and symbols to represent events, processes, and workflows.
business process modeling
notation (BPMN)
70
show how the system stores, processes, and transforms data
Data Flow Diagram (DFD)
70
maps out the flow of information for any process or system
Data Flow Diagram (DFD)
70
uses defined symbols like rectangles, circles and arrows, plus short text labels, to show data inputs, outputs, storage points and the routes between each destination
Data Flow Diagram (DFD)
71
uses object-oriented design concepts, but it is independent of any specific programming language and can be used to describe business processes and requirements generally.
Unified Modeling Language
71
can be made for a general scenario or multiple scenarios that encapsulate the system’s functioning.
Use Case Diagrams
72
use case diagram displays three kinds of entities:
the system, the actors,
and the use cases
72
represented by a box encompassing the use cases
system
73
users or systems that interact with the main system
and are represented by figures.
actors
74
functions performed by the actors interacting with the system. Ellipses represent use cases.
use cases
75
shows the timing of interactions between objects as they occur. A systems analyst might use a sequence diagram to show all possible outcomes, or focus on a single scenario.
sequence diagram
76
The Web site must report online volume statistics every four hours, and hourly during peak periods.
Outputs
76
shows process interactions arranged in time sequence in the field of software engineering.
sequence diagram or system sequence diagram (SSD
76
Manufacturing employees must swipe their ID cards into online data collection terminals that record labor costs and calculate production efficiency
inputs
76
The student records system must calculate the GPA at the end of each semester
Processes
77
The system must support 25 users online simultaneously
Performance
78
The system must provide logon security at the operating system level and at the application level
Controls
79
Business Functions
Marketing
Productions
Human Resources
Accounting
IT
79
A scalable system offers a better return on the initial investment
Scalability
79
Organizational Levels
Top management
middle manager/knowledge workers
supervisors/ team leaders
operational employees
80
SDLC 5 Steps
Planning, analysis, design, implementation and support and security
80
SDLC
System Development Life Cycle
81
begins process and describes problems or desired changes
System request
82
displays cause of a problem
Fishbone
83
intercomnected set of components used to collect, store, process, and transmit data abd digital information.
Information System
84
a step-by-step process for developing high quality information.
System Analysis and Design
85
structured methodology for capturing and visualizing all of inputs, outputs process steps that are required to transform input to output.
IPO (Input Output Process)
86
Food chains
Production- oriented
87
online gaming, web hosting
Internet-oriented
88
exceptional customer service
Service-oriented
89
conduct business through website
dot-com
90
directly serve customer, no third person involve
Business to Consumer (B2C)
91
Between one business to another
Business to Business (B2B)
92
support company-wide operations
Enterprise Computing
93
support user at all level
Business Support System
94
generated by day-to-day operations
Transaction Processing
95
called expert system
Knowledge managment systems
96
describes information that a system must provide
Modeling
97
graphical presentation of a concept that systems developers can analyze, test, and modify.
Modeling
98
data structure and design
Data Model
99
design & protocol of telecommunication links
Network model
100
describes object and combines data and processes
Object model
101
Logic that programmers use to write codes
Process Model
102
meaning of SDLC
System Development Life Cycle
103
pessimistic
Worst-Case Estimate
104
realistic
probable-case esrimate
105
optimistic
best-case estimate
106
List of System requirements Checklist
Output
Inputs
Processes
Performance
Controls
Scalbility
