hoffer disk 1a data flow diagram figure 3-9 some guidelines for running effective meetings figure...

ELECTRONIC TRANSPARENCIES

D I S K 1

ELECTRONIC TRANSPARENCIES

DISK 1

MODERN SYSTEMSANALYSIS

AND DESIGNJeffrey A. Hoffer • Joey F. George • Joseph S. Valacich

BTHE BENJAMIN/CUMMINGS PUBLISHING COMPANY, INC.

READING, MASSACHUSETTS • MENLO PARK, CALIFORNIANEW YORK • DON MILLS, ONTARIO • HARLOW, U.K. • AMSTERDAMBONN • PARIS • MILAN • MADRID • SYDNEY • SINGAPORE • TOKYO

SEOUL • TAIPEI • MEXICO CITY • SAN JUAN, PUERTO RICO

Executive Editor: Michael PayneSenior Acquisitions Editor: Maureen AllaireAssistant Editor: Susannah DavidsonMarketing Manager: Melissa BaumwaldProduction Editor: Teresa ThomasCover Design: Yvo RiezebosArt Supervisor: Karl MiyajimaArtist: Mark KonradSenior Manufacturing Coordinator: Merry Free OsbornCover art: La belle jardinière, 1939, by Paul Klee, oil and tempura on burlap, Kuntsmuseum Berne, Paul-Klee-Stiftung; ©1996 ARS, New York/VG Bild-Kunst, Bonn.

USA Group, Inc., Atkinson Construction, Allison Engine Company, McHenry County,IVI Publishing, Consensys Group, and Albertson’s Inc. are not affiliated with TheBenjamin/Cummings Publishing Company, Inc.

Copyright © 1996 by The Benjamin/Cummings Publishing Company, Inc.

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording,or any other media or embodiments now known or hereafter to become known, without theprior written permission of the publisher. Manufactured in the United States of America.Published simultaneously in Canada.

ISBN 0–8053–2487–9

BThe Benjamin/Cummings Publishing Company, Inc.2725 Sand Hill RoadMenlo Park, CA 94025http://www.aw.com/bc/is/

CONTENTSDisk 1

Part I Defining the Context for Systems Development

Chapter 1 The Systems Development Environment

Figure 1-1 Differences among data, data flow, and processing logic

Figure 1-2a Traditional approach

Figure 1-2b Database approach

Figure 1-3 Three application systems at Pine Valley Furniture

Figure 1-7 The prototyping methodology

Chapter 2 A Systems Analysis and Design Project at Pine Valley Furniture

Figure 2-2 System Service Request for Purchasing Fulfillment System

Figure 2-4a Top-down view of Purchasing Fulfillment System: Context diagram

Figure 2-4b Top-down view of Purchasing Fulfillment System: Data flow diagram

Figure 2-6a Analysis phase review meeting excerpts: Entity-relationship (E-R)diagram

Figure 2-6b Analysis phase review meeting excerpts: System benefits, costs,and risks

Figure 2-6c Analysis phase review meeting excerpts: Financial justification

Figure 2-8 Example dialogue tree

Figure 2-10 Conversion and installation plan

Figure 2-12 Example system flow chart

Figure 2-13 Example program structure chart

Part II Preparing and Organizing for Systems Development

Chapter 3 Succeeding as a Systems Analyst

Figure 3-2 A general depiction of a system

Figure 3-3 Special characteristics of interfaces

Figure 3-5 Purposes of decomposition

Figure 3-6 An example of system decomposition

Figure 3-7 A fast food restaurant’s customer order information system depicted ina data flow diagram

Figure 3-9 Some guidelines for running effective meetings

Figure 3-10 ACM Code of Ethics and Professional Conduct (Part 1)


Chapter 4 Managing the Information Systems Project

Figure 4-2 A project manager juggles numerous items during a project

Figure 4-4 The project workbook for the Purchasing Fulfillment System projectcontains both hard copy and electronic documents

Figure 4-5a Level of detail in a project plan at the start of the project

Figure 4-5b Level of detail in a project plan in the middle of the project

Figure 4-7 Tradeoffs between the quality of the program code versus the speed ofprogramming

Figure 4-8a Graphical diagrams for depicting project plans: Gantt chart

Figure 4-8b Graphical diagrams for depicting project plans: PERT chart

Figure 4-11 Estimated time calculations for the SPTS project

Figure 4-13 Gantt chart for the SPTS project

Figure 4-14 PERT chart for the SPTS project

Figure 4-15 PERT chart for the SPTS project showing estimated times for eachactivity and their earliest and latest expected completion time

Figure 4-16 Activity slack time calculations for the SPTS project

Figure 4-20 Viewing project information as a PERT chart in Microsoft Projectfor Windows

Chapter 5 Automating Development through CASE

Figure 5-2a A profile of CASE users: Years of IS experience

Figure 5-2b A profile of CASE users: Number of IS projects

Figure 5-3 Popular uses for CASE

Figure 5-5 The growth of the worldwide CASE market

Figure 5-6 The relationship between CASE tools and the systems developmentlife cycle

Figure 5-12 System development items stored in the CASE repository

Figure 5-13 Common components of a comprehensive CASE repository

Figure 5-14 Data dictionary definition of a repository item from Visible SystemsCorporation’s VAW CASE environment

Figure 5-16 Impact of documentation quality on system maintenance

Part III Making the Business Case

Chapter 6 Identifying and Selecting Systems Development Projects

Figure 6-2 Project selection decisions must consider numerous factors and canhave numerous outcomes

Figure 6-3 Information systems development projects come from both top-downand bottom-up initiatives

Figure 6-7 Information systems planning is a three-step process

Figure 6-9 Information systems architecture framework

Figure 6-10 Parallel activities of corporate strategic planning and informationsystems planning

Figure 6-11 Information systems planning information (Pine Valley Furniture)

Figure 6-12 Functional decomposition of information systems planning information(Pine Valley Furniture)

Figure 6-13 Data Entity-to-Function matrix (Pine Valley Furniture)

Figure 6-14 Information System-to-Objective matrix (Pine Valley Furniture)

Figure 6-17 Systems development projects flow from the information systems plan

Chapter 7 Initiating and Planning Systems Development Projects

Figure 7-2 Statement of Work for the Customer Tracking System (Pine ValleyFurniture)

Figure 7-4 Tangible benefits for Customer Tracking System (Pine Valley Furniture)

Figure 7-5 One-time costs for Customer Tracking System (Pine Valley Furniture)

Figure 7-6 Recurring costs for Customer Tracking System (Pine Valley Furniture)

Figure 7-7 Summary spreadsheet reflecting the present value calculations of allbenefits and costs for the Customer Tracking System (Pine ValleyFurniture)

Figure 7-8 Break-even analysis for Customer Tracking System (Pine ValleyFurniture)

Figure 7-9 Effects of degree of project structure, project size, and familiarity withapplication area on project implementation risk

Figure 7-10 Outline of a Baseline Project Plan

Figure 7-11 Statement of project scope (Pine Valley Furniture)

Part IV Analysis

Chapter 8 Determining System Requirements

Figure 8-2a Typical interview guide

Figure 8-2b Typical interview guide (continued)

Figure 8-6 Illustration of the typical room layout for a JAD

Chapter 9 Structuring System Requirements: Process Modeling

Figure 9-2 Comparison of DeMarco and Yourdan and Gane & Sarson DFDsymbol sets

Figure 9-4 Context diagram of Hoosier Burger’s food ordering system

Figure 9-5 Level-0 DFD of Hoosier Burger’s food ordering system

Figure 9-6 Incorrect and correct ways to draw data flow diagrams

Figure 9-7 Level-1 diagram showing the decomposition of Process 1.0 from thelevel-0 diagram for Hoosier Burger’s food ordering system

Figure 9-8 Level-1 diagram showing the decomposition of Process 4.0 from thelevel-0 diagram for Hoosier Burger’s food ordering system

Figure 9-9 Level-2 diagram showing the decomposition of Process 4.3 from thelevel-1 diagram for Process 4.0 for Hoosier Burger’s food orderingsystem

Figure 9-10 An unbalanced set of data flow diagrams: (a) Context diagram;(b) Level-0 diagram

Figure 9-11 Example of data flow splitting: (a) Composite data flow;(b) Disaggregated data flows

Figure 9-12 List of activities involved in Bob Mellankamp’s inventory control systemfor Hoosier Burger

Figure 9-13a Hoosier Burger’s current physical inventory control system: Contextdiagram

Figure 9-13b Hoosier Burger’s current physical inventory control system: Level-0data flow diagram

Figure 9-15 Level-0 data flow diagram for Hoosier Burger’s current logical inventorycontrol system

Figure 9-16 Level-0 data flow diagram for Hoosier Burger’s new logical inventorycontrol system

Figure 9-17 Hoosier Burger’s hiring procedures: (a) Data flow diagram; (b) Analysisof completeness report from CASE tool

Figure 9-18 VAW repository entry for a data flow

Figure 9-19 Class registration system (for Problem and Exercise 6)

Figure 9-20 DFD for Problem and Exercise 10


Chapter 10 Structuring System Requirements: Logic Modeling

Figure 10-2 Current logical DFD for Hoosier Burger’s inventory control system

Figure 10-3 Structured English representations of the four processes depicted inFigure 10-2

Figure 10-4 Complete decision table for payroll system example

Figure 10-5 Reduced decision table for payroll system example

Figure 10-6 Complete decision table for Hoosier Burger’s inventory reordering

Figure 10-7 Reduced decision table for Hoosier Burger’s inventory reordering

Figure 10-8 Generic decision tree

Figure 10-9 Decision tree representation of the decision logic in the decision tablesin Figures 10-4 and 10-5, with only two choices per decision point

Figure 10-10 Decision tree representation of the decision logic in the decision tablesin Figures 10-4 and 10-5, with multiple choices per decision point

Figure 10-11 State-transition diagram for a two-state coffee maker

Figure 10-12 State-transition diagram for Hoosier Burger’s food-ordering system

Figure 10-13 State-transition table for Hoosier Burger’s food-ordering system

Chapter 11 Structuring System Requirements: Conceptual Data Modeling

Figure 11-5 Entity-relationship notation

Figure 11-6 Example relationships of different degrees

Figure 11-7a Bill-of-materials unary relationship: Many-to-many

Figure 11-7b Bill-of-materials unary relationship: Two instances

Figure 11-8 Examples of cardinalities in relationships: (a) Mandatory cardinalities;(b) One optional, one mandatory cardinality; (c) Optional cardinalities

Figure 11-9 Example associative entity

Figure 11-10 SHIPMENT entity type (a gerund)

Figure 11-11 Examples of business rules: (a) Simple banking relationship; (b) Typicaldomain definitions; (c) Typical triggering operation

Figure 11-12 Typical conceptual data model elements in a project dictionary

Figure 11-15 Preliminary E-R diagram for Hoosier Burger’s inventory control system

Figure 11-16 Final E-R diagram for Hoosier Burger’s inventory control system

Figure 11-17 E-R diagram for Problem and Exercise 8



Chapter 12 Selecting the Best Alternative Design Strategy

Figure 12-4 The steps in Hoosier Burger’s inventory control system

Figure 12-5 Description of three alternative systems that could be developed forHoosier Burger’s inventory system

Figure 12-6 Weighted approach for comparing the three alternative systems forHoosier Burger’s inventory system

Figure 12-9 Hoosier Burger’s revised cost-benefit analysis for its Inventory ControlSystem Project

Figure 12-11 Hoosier Burger’s revised schedule for its Inventory Control Systemproject

Figure 1-1 Differences among data, data flow, and processing logic


Data

Processing LogicEvent::Hours-Worked = 0 Event Action:: If Hours-Worked > 40 then Pay = 40 * Pay-Rate + (Hours-Worked - 40) * (1.5 * Pay-Rate) Else Pay = Pay-Rate * Hours-Worked End if

Data Flow

Valid account number and transaction data

Account number and transaction data

Account number and transactions

Statement

Validate Credit

Card Sale

Transactions

Prepare Statement

Name

John Smith

Joan Chen

Wilma Alvarez

Age

25

42

31

Party

Democrat

Republican

Independent

Tax Data

Personnel Data

Personnel Data

Projects Data

Payroll System

Project Management

System

Figure 1-2a Traditional approach


Figure 1-2b Database approach


Tax Data

Personnel Data

Projects Data

Payroll System

Project Management

System

Figure 1-3 Three application systems at Pine Valley Furniture


Customer Master

File

Inventory Master

File

Back Order File

Inventory Pricing

File

Customer Master

File

Employee Master

File

Payroll System

Invoicing System

Order Filling System

Program A

Program B

Program C

Program A

Program B

Program A

Program B

Orders Department Accounting Department Payroll Department

(Source: McFadden and Hoffer, 1994)

Figure 1-7 The prototyping methodology


Identify Problem

Initial Requirements

Develop Prototype

If Prototype Inefficient

Problems

Wor

king P

roto

type

New Requirements

Next Version

Revise & Enhance Prototype

Implement & Use Prototype

Convert to Operational

System

(Adapted from Naumann and Jenkins, 1982)

Figure 2-2 System Service Request for Purchasing Fulfillment System


Pine Valley Furniture System Service Request

REQUESTED BY DEPARTMENT LOCATION CONTACT TYPE OF REQUEST PROBLEM STATEMENT

URGENCY

DATE

Juanita Lopez Purchasing, Manufacturing Support Headquarters, 1-322 Tel: 4-3267 FAX: 4-3270 e-mail: jlopez

November 1, 1994

[ [ [

] ] ]

[ [ [

] ] ]

New System System Enhancement System Error Correction

Immediate – Operations are impaired or opportunity lost Problems exist, but can be worked around Business losses can be tolerated until new system installed

X

X

Sales growth at PVF has caused greater volume of work for the manufacturing support unit within Purchasing. Further, more concentration on customer service has reduced manufacturing lead times, which puts more pressure on purchasing activities. In addition, cost-cutting measures force Purchasing to be more aggressive in negotiating terms with vendors, improving delivery times, and lowering our investments in inventory. The current modest systems support for manufacturing purchasing is not responsive to these new business conditions. Data are not available, information cannot be summarized, supplier orders cannot be adequately tracked, and commodity buying is not well supported. PVF is spending too much on raw materials and not being responsive to manufacturing needs. SERVICE REQUEST I request a thorough analysis of our current operations with the intent to design and build a completely new information system. This system should handle all purchasing transactions, support display and reporting of critical purchasing data, and assist purchasing agents in commodity buying. IS LIAISON SPONSOR

Chris Martin (Tel: 4-6204 FAX: 4-6200 e-mail: cmartin) Sal Divario, Director, Purchasing

TO BE COMPLETED BY SYSTEMS PRIORITY BOARD

[ [ [ [

] ] ] ]

Request approved Recommend revision Suggest user development Reject for reason

Assigned to Start date

Figure 2-4a Top-down view of Purchasing Fulfillment System: Context diagram


Price & Terms Quotes

Shipment

Request for Quotes

Order

Supplier Material Evaluation

Material Specifications

Production Schedules

Production Capacities

Material Availability

Supplier Material Specifications

0

Purchasing Fulfillment

System

Suppliers

EngineeringProduction Schedulers

Figure 2-4b Top-down view of Purchasing Fulfillment System: Data flow diagram


Production Schedulers

1.0

Forecast Material Needs

6.0

Order Materials

4.0

Select Preferred Supplier

Price & Term Quotes

Material Forecasts

Supplier Material

Evaluations

Supplier Description

Criteria

Material Specifications

Preferred Supplier

Bill of Materials

Product Design

Production Schedules

Production Capacities

Order

Suppliers

Engineering

Production Schedulers

5.0

Produce Bill of

Materials

2.0

Plan Purchase

Agreements

Suppliers

3.0

Develop Purchased

Goods Specs

Figure 2-6a Analysis phase review meeting excerpts: Entity-relationship (E-R) diagram


Sends

Receives

Supplies

Produces

Generates

4

Builds

Bill of Materials

Supplier

Entity

Item

Product

Production Plan

Master Schedule

Shipment

mandatory 1

mandatory many

optional many

Relationships

Legend

Figure 2-6b Analysis phase review meeting excerpts: System benefits, costs, and risks


TANGIBLE ONE-TIME BENEFITSWrite-off of obsolete inventory: $ 40,000Reduction in number of suppliers: 14,000_________

$ 54,000

TANGIBLE RECURRING ANNUAL BENEFITSLower inventory carrying costs: $ 23,000Net materials cost savings: 37,500Less manufacturing rework: 13,000Less manufacturing down-time: 25,000Absorb growth with no additional staff: 32,000_________

$130,500

TANGIBLE ONE-TIME COSTSSystem development: $138,000Equipment: 45,000Training: 5,000Conversion and installation: 23,000_________

$211,000

TANGIBLE RECURRING ANNUAL COSTSData center charges: $ 39,500

INTANGIBLES• Foundation for electronic linkage with suppliers in future• Improved purchasing and manufacturing staff morale• Improved management reporting and decision making

RISKS• Possible negative supplier reaction to system changes• Poor quality data in current systems may necessitate a costly data

cleanup project• Potential delays or problems from possible first use of the Sybase

client/server database engine by PVF

Figure 2-6c Analysis phase review meeting excerpts: Financial justification


A B C D E F G H

1

2

3

4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 TOTALS

$524,423

($353,389

$171,035

.048

$54,000 1.0000

$54,000

$54,000

($211,000

$0 1.0000

$0

($211,000

($157,000 ($157,000

)

)

) )

$130,500 0.8929

$116,518

$170,518

($39,500 0.8929

($35,268

($246,268

$81,250 ($75,750

)

)

)

)

$130,500 0.7972

$104,034

$274,552

($39,500 0.7972

($31,489

($277,757

$72,545 ($3,205

)

)

)

)

$130,500 0.7118

$92,887

$367,439

($39,500 0.7118

($28,115

($305,872

$64,772 $61,567

)

)

)

$130,500 0.6355

$82,935

$450,374

($39,500 0.6355

($25,103

($330,975

$57,832 $119,399

)

)

)

$130,500 0.5674

$74,049

$524,423

($39,500 0.5674

($22,416

($353,389

$51,636 $171,035

)

)

)

)

Net economic benefit Discount rate (12%) PV of benefits NPV of all BENEFITS One-time COSTS Recurring Costs Discount rate (12%) PV of Recurring Costs NPV of all COSTS Overall NPV Overall ROI - (Overall NPV / NPV of all COSTS) Break-even Analysis Yearly NPV Cash Flow Overall NPV Cash Flow Project break-even occurs between years 2 and 3 Use first year of positive cash flow to calculate break-even fraction - ((64,772 / 61,567) / 64,772) = .05 Actual break-even occurred at 2.05 years (about 2 years and 1 month) Note: All dollar values have been rounded to the nearest dollar

Pine Valley Furniture Economic Feasibility Analysis Purchasing Fulfillment System Project

Year of Project

Figure 2-8 Example dialogue tree


0

Login Screen

System

1

Main Menu

0,System

1.2

Find Items For

Supplier

0,1

1.1

Find Suppliers For Item

0,1

1.3

Find Suppliers For Item and Conditions

0,1

1.1.1

Supplier Display

1,1.1

1.3.1

Supplier Display

1.3,1

Figure 2-10 Conversion and installation plan


ID Name Duration1 Start System Conversion 0d

2 Unload current vendor data files 1d

3 Analyze vendor data for errors 2d

4 Clean vendor data files 2d

5 Begin Wood Materials Conversion 0d

6 Extract data for wood materials 1d

7 Clean data for wood materials 1d

8 Load data for wood materials 1d

9 Disable old programs for wood area 1d

10 Add new data for wood materials 1d

11 Run acceptance test for wood area 2d

12 Install new programs for wood area 1d

13 Monitor wood materials use 5d

14 Begin fastener conversion 0d

15 Extract data for fasteners 1d

16 Clean data for fasteners 1d

17 Load data for fasteners 1d

18 Disable old program for fasteners 1d

19 Add new data for fasteners 1d

20 Run acceptance test for fasteners 1d

21 Install new programs for fasteners 1d

22 Monitor fasteners use 3d

23 Terminate conversion 0d

M T W T F S S M T W T F S S M T W T F S S M T W T F S S M TMarch 10 March 17 March 24 March 31

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

��

Critical ��

Noncritical

Progress

Milestone

Summary

Rolled Up

Purchasing Fulfillment SystemConversion Schedule

Project: Purchasing System ConversionDate: March 15, 1996

Figure 2-12 Example system flow chart


Select Vendor

Order Report

Purchase Orders

Production Schedule

Quotes

Vendors

Tentative Orders

Requirements

Bill of Materials

Explode

Rejected Orders

Write Orders

Processing

Printed Output

Display Output

Online Storage

Legend

Items to Order

Order Confirmations

Figure 2-13 Example program structure chart


P.O. Number P.O.

Number P.O. Number

Vendor Number

Vendor Status

Order Data Linenum

Product_No Product Status

Order Quantity

Delivery Date

Module

Legend

data couple

control flag

Write Purchase

Order

Change Existing Purchase

Order

Delete Pending Purchase

Order

Print Purchase

Order

Check for New Vendor

Add New Purchase

Order

Read Product Data for

Purchase

Get Quantity to Order

Get Delivery Terms

for Order

Get Product Data for

Purchase Order

Get Basic Purchase

Order Data

Figure 3-2 A general depiction of a system


OutputOutputOutput

Interrelationship

Components

EnvironmentBoundary

Input

Interfaces

Figure 3-3 Special characteristics of interfaces


INTERFACE FUNCTIONSBecause an interface exists at the point where a system meets itsenvironment, the interface has several special, important functions. Aninterface provides

• Security, protecting the system from undesirable elements that may wantto infiltrate it

• Filtering unwanted data, both for elements leaving the system andentering it

• Coding and decoding incoming and outgoing messages• Detecting and correcting errors in its interaction with the environment• Buffering, providing a layer of slack between the system and its

environment, so that the system and its environment can work ondifferent cycles and at different speeds

• Summarizing raw data and transforming them into the level of detail andformat needed throughout the system (for an input interface) or in theenvironment (for an output interface)

Because interface functions are critical in communication between systemcomponents or a system and its environment, interfaces receive muchattention in the design of information systems (see Chapters 13 and 14).

Figure 3-5 Purposes of decomposition


DECOMPOSITION FUNCTIONSDecomposition aids a systems analyst and other systems developmentproject team members by

• Breaking a system into smaller, more manageable and understandablesubsystems

• Facilitating the focusing of attention on one area (subsystem) at a timewithout interference from other parts

• Allowing attention to concentrate on the part of the system pertinent to aparticular audience, without confusing people with details irrelevant totheir interests

• Permitting different parts of the system to be built at independent timesand/or by different people

Figure 3-6 An example of system decomposition


After Decomposition

CD

CD

Music

MusicControl settings

CD Player System

Control settings

Signal Reading

Subsystem

Signal Amplifying Subsystem

Signal Conversion Subsystem

Signal Control

Subsystem

Figure 3-7 A fast food restaurant’s customer order information system depicted in a data flow diagram


Goods Sold File Inventory File

1.0

Process Customer

Food Order

2.0

Update Goods

Sold File

3.0

Update Inventory

File

4.0

Produce Management

Reports

Customer Kitchen

Restaurant Manager

Customer Order Kitchen Order

Receipt

Inventory Data Formatted

Inventory Data

Goods SoldFormatted

Goods Sold Data

Daily Goods Sold Amount

Management Reports

Daily Inventory Depletion Amounts

Figure 3-9 Some guidelines for running effective meetings


• Become comfortable with your role as facilitator by gaining confidence in your ability, being clear about your purpose, and finding a style that isright for you.

• At the beginning of the meeting, make sure the group understands whatis expected of them and of you.

• Use physical movement to focus on yourself or on the group, dependingon which is called for at the time.

• Reward group member participation with thanks and respect.• Ask questions instead of making statements.• Be willing to wait patiently for group members to answer the questions

you ask them.• Be a good listener.• Keep the group focused.• Encourage group members to feel ownership of the group’s goals and of

their attempts to reach those goals.

(Adapted from Option Technologies, Inc. [1992])



Association for Computing Machinery Professional Code of Ethics

Preamble

These statements of intended conduct are expected of every member (voting members,associate members, and student members) of the Association for Computing Machinery(ACM). Section 1.0 consists of fundamental ethical considerations; section 2.0 includesadditional considerations of professional conduct; statements in 3.0 pertain to individualswho have a leadership role; and section 4.0 deals with compliance. ACM shall prepare andmaintain an additional document for interpreting and following this Code.

(1.0) General Moral Imperatives

(As an ACM member I will . . .)(1.1) Contribute to society and human well-being.(1.2) Avoid harm to others.(1.3) Be honest and trustworthy.(1.4) Be fair and take action not to discriminate.(1.5) Respect property rights (Honor copyrights and patents; give proper credit; not steal,

damage, or copy without permission).(1.6) Respect the privacy of others.(1.7) Honor confidentiality.

(2.0) Additional Professional Obligations

(As an ACM computing professional I will . . .)(2.1) Strive to achieve the highest quality in the processes and products of my work.(2.2) Acquire and maintain professional competence.(2.3) Know and respect existing law pertaining to my professional work.(2.4) Encourage review by peers and all affected parties.(2.5) Give well-grounded evaluations of computer systems, their impacts, and possible risks.(2.6) Honor contracts, agreements, and acknowledged responsibilities.(2.7) Improve public understanding of computing and its consequences.

Revision Draft No. 19 (9/19/91), used with permission



(3.0) Organizational Leadership Imperatives

(As an organizational leader I will . . .)(3.1) Articulate social responsibilities of members of the organizational unit and encourage

full participation in these responsibilities.(3.2) Shape information systems to enhance the quality of working life.(3.3) Articulate proper and authorized uses of organizational computer technology and

enforce those policies.(3.4) Ensure participation of users and other affected parties in system design, development

and implementation.(3.5) Support policies that protect the dignity of users and others affected by a

computerized system.(3.6) Support opportunities for learning the principles and limitations of computer systems.

(4.0) Compliance with Code

(4.1) I will uphold and promote the principles of this Code.(4.2) If I observe an apparent violation of this Code, I will take appropriate action leading to

a remedy.(4.3) I understand that violation of this Code is inconsistent with continued membership in

the ACM.

Revision Draft No. 19 (9/19/91), used with permission

Figure 4-2 A project manager juggles numerous items during a project


Customer and Management Expectations

Technological Change

Documentation and

Communication

Contractors and Vendors

Managing People

Methodologies and Tools

Time and Resource

Constraints

Systems Development

Life Cycle

Organizational Change and Complexity

The Art of

Project Management

Figure 4-4 The project workbook for the Purchasing Fulfillment System project contains both hard copy and electronic documents


1. 2. 3. 4. 5. 6. 7. 8. 9.

Project overview Initiation plan and SSR Project scope and risks Management procedures Data descriptions Process descriptions Team correspondence Statement of work Project schedule

1

2

3

4

5

6

7

8

9 PFS Project Data Dictionary Diagrams

PFS Project Data Dictionary Diagrams

PFS Project Data Dictionary Diagrams

Online copies of data dictionary, diagrams, schedules, reports, etc.

Purchasing Fulfillment System

Manager: Chris Martin

Pine Valley Furniture Information Systems Development Group

Figure 4-5a Level of detail in a project plan at the start of the project


Analysis Design Implementation

Time

Plan

ning

leve

l

DetailedStart of project

Current stage of project

End of project

General

Part of project planned so far

Figure 4-5b Level of detail in a project plan in the middle of the project


Analysis Design Implementation

Time

Plan

ning

leve

l

DetailedStart of project

Current stage of project

End of project

General

Part of project planned so far

Figure 4-7 Tradeoffs between the quality of the program code versus the speed of programming


Brenda

Carl

Adam

Qual

ity o

f Wor

k

High

Low

Short LongTime of Programming a Task

(Adapted from Page-Jones, 1985)

Figure 4.8a Graphical diagrams for depicting project plans: Gantt chart


ID Name1 Requirements Collection

2 Screen Design

3 Report Design

4 Database Design

5 User Documentation

6 Programming

7 Testing

8 Installation

April 1996 May 1996 June 1996 July 1996 August 1996 September

��

��

��

��

��

��

��

Critical ��

Noncritical

Progress

Milestone

Summary

Rolled Up

Sales Promotion Tracking

Date: 4/1/96 8:00am

Figure 4-8b Graphical diagrams for depicting project plans: PERT chart


Screen Design

2 6w5/20/96 6/28/96

Report Design

3 6w5/20/96 6/28/96

Database Design

4 2w7/1/96 7/12/96

UserDocumentation

5 5.5w7/15/96 8/21/96

Programming

6 5w7/15/96 8/16/96

Testing

7 3w8/19/96 9/6/96

Installation

8 1w9/9/96 9/13/96

RequirementsCollection

1 5w4/15/96 5/17/96

Name

ID DurationScheduled Start Scheduled Finish

Critical

Noncritical

Milestone

Summary

Subproject

Marked


Date: 4/1/96 8:00am

Figure 4-11 Estimated time calculations for the SPTS project


TIME ESTIMATE EXPECTED TIME (ET)(in weeks) o + 4r + p

ACTIVITY o r p 6

1. Requirements Collection 1 5 9 52. Screen Design 5 6 7 63. Report Design 3 6 9 64. Database Construction 1 2 3 25. User Documentation 3 6 7 5.56. Programming 4 5 6 57. Testing 1 3 5 38. Installation 1 1 1 1

Figure 4-13 Gantt chart for the SPTS project


ID Name1 Requirements Collection

2 Screen Design

3 Report Design

4 Database Design

5 User Documentation

6 Programming

7 Testing

8 Installation

April 1996 May 1996 June 1996 July 1996 August 1996 September

��

��

��

��

��

��

��

Critical ��

Noncritical

Progress

Milestone

Summary

Rolled Up


Date: 4/1/96 8:00am

Figure 4-14 PERT chart for the SPTS project


Requirements Collection

Database Construction

Screen Design Installation

User Documentation

Report Design Programming Testing

8

7

2

3

41

5

6

Figure 4-15 PERT chart for the SPTS project showing estimated times for each activity and their earliest and latest expected completion time


TE = 11 TL = 11

TE = 11 TL = 11

TE = 5 TL = 5

ET = 6 ET = 5 ET = 3

ET = 2

ET = 6 ET = 5.5 ET = 1

ET = 5

7

41

TE = 18.5 TL = 21

TE = 22 TL = 22

TE = 21 TL = 21

TE = 18 TL = 18

TE = 13 TL = 13

5 8

Critical path Non-critical path

2

3 6

Figure 4-16 Activity slack time calculations for the SPTS project


SLACKACTIVITY TE TL TL – TE ON CRITICAL PATH

1 5 5 0 ✓2 11 11 0 ✓3 11 11 0 ✓4 13 13 0 ✓5 18.5 21 2.56 18 18 0 ✓7 21 21 0 ✓8 22 22 0 ✓

Figure 4-20 Viewing project information as a PERT chart in Microsoft Project for Windows


Figure 5-2a A profile of CASE users: Years of IS experience


6 to 10 18.3%

1 to 5 2.8%

More than 15 49.3%

11 to 15 29.6%

(Source: Jones and Arnett, 1992)

Figure 5-2b A profile of CASE users: Number of IS projects (Figures do not add up to 100% due to rounding.)


11 to 20 29.6%

21 to 30 10%

More than 30 15.5%

1 to 10 45.1%


Figure 5-3 Popular uses for CASE


Data Dictionary

Project Management

Documentation

Prototyping

Graphics

Code Generation

Cost/Benefit Analysis

Percentage of users who regularly use this feature

Feat

ure

0 10 20 30 40 50 60

56.3

56.3

54.9

53.5

52.1

47.9

40.8


Figure 5-5 The growth of the worldwide CASE market


Analysis & Design

Code & Application

Reverse Engineering

Generators Integrated CASE

Editors, Compilers, Debuggers & Testing

Tool

Typ

e

0 1 2 3 4 5 6Market Size ($ Billion)

1992

19960.61

1.67

0.85

2.6

1.15

1.8

4.5�

0.170.65

(Source: Pfrenzinger, 1992)

Figure 5-6 The relationship between CASE tools and the systems development life cycle


Project Identification & Selection Project Initiation & Planning

AnalysisRequirements

StructuringRequirements

DefinitionAlternative Generation & Selection

Logical Design Physical Design

Coding Testing InstallationTrainingDocumentation

Maintenance

Implementation

Design

Realm of upper CASE tools

Realm of lower CASE tools

Figure 5-12 System development items stored in the CASE repository


CASE Repository

Diagrams

Documentation Forms and Reports

Analysis & Testing Results

Standard Libraries

Source & Object Code

Project Information

Figure 5-13 Common components of a comprehensive CASE repository


Application Development Environment

Production Environment

Data DictionaryInformation Repository • Business Information • Application Portfolio

Repository

Application Programs

CASE Tools

Figure 5-14 Data dictionary definition of a repository item from Visible Systems Corporation’s VAW CASE environment


Figure 5-16 Impact of documentation quality on system maintenance


400

300

200

100

0

–100

% C

hang

e in

mai

nten

ance

effo

rt fro

m n

orm

Poor Average High

Documentation technical quality

400

200

125

75

300

–15–35 –48 –50 –80

Norm

(Source: Hanna, 1992)

Figure 6-2 Project selection decisions must consider numerous factors and can have numerous outcomes


Existing and Available

Resources

Perceived and Real Needs

List of Potential and Ongoing

Projects

Current Organizational Environment

Evaluation Criteria

Decision Outcome

Project Selection Decision

• Accept Project • Reject Project • Delay Project • Refocus Project • End-User Development • Proof of Concept

Figure 6-3 Information systems development projects come from both top-down and bottom-up initiatives


Top Down

Bottom Up

Schedule of Projects 1. ... 2. ... 3. ...

Evaluate, Prioritize, and

Schedule Projects

Sources of Potential Projects

Project Identification and Selection

Project Initiation and Planning

• Top Management • Steering Committee

• User Departments • Development Group

Figure 6-7 Information systems planning is a three-step process


Current Situation: • listing of manual & automated processes • listing of manual & automated data • technology inventory • human resources inventory

Future Situation: • blueprints of manual & automated processes • blueprints of manual & automated data • technology blueprints • human resources blueprints

Schedule of Projects:

Step 1

Step 2

Step 3viend

dkfjsk dkksl f

kdkj dkj s

ak df kdjfdd

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Figure 6-9 Information systems architecture framework


1

2

3

4

5

6

Business Scope

Business Model

Information Systems Model

Technology Model

Technology Definition

Information System

Data Process Network

List of Entities Important to the Business

List of Functions the Business Performs

List of Locations in which the Business Operates

Business Entities and their Inter-relationships

Function and Process Decomposition

Communications Links between Business Locations

Model of the Business Data and its Inter-relationships

Flows between Application Processes

Distribution Network

Database Design Process Specifications Configuration Design

Database Schema and Subschema Definition

Program Code and Control Blocks

Configuration Definition

Data and Information Application Programs System Configuration

(Adapted from Zachman, 1987)

Figure 6-10 Parallel activities of corporate strategic planning and information systems planning


Current Situation: • listing of manual & automated processes • listing of manual & automated data • technology inventory • human resources inventory

Future Situation: • blueprints of manual & automated processes • blueprints of manual & automated data • technology blueprints • human resources blueprints

Schedule of Projects:

Corporate Strategic Planning Information Systems Planning

Current Enterprise

Future Enterprise

Strategic Plan

viend

dkfjsk dkksl f

kdkj dkj s

ak df kdjfdd

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Figure 6-11 Information systems planning information (Pine Valley Furniture)


FUNCTIONS: DATA ENTITIES: INFORMATION SYSTEMS:• business planning • customer • payroll processing• product development • product • accounts payable• marketing and sales • vendor • accounts receivable• production operations • raw material • time card processing• finance and accounting • order • inventory management• human resources • invoice …… • equipment

…

Figure 6-12 Functional decomposition of information systems planning information(Pine Valley Furniture)


Business functions

Supporting functions

Business Planning

Product Development

Marketing and Sales

Production Operations

Finance and Accounting

Human Resources

Market Analysis

Sales Forecasting

Concept Analysis

Product Design

Marketing Research

Order Fulfillment

Distribution

Production Scheduling

Fabrication

Assembly

Finishing

Capital Budgeting

Accounts Receivable

Accounts Payable

Recruiting

Training

Figure 6-13 Data Entity-to-Function matrix (Pine Valley Furniture)


Cus

tom

er

Prod

uct

Ven

dor

Raw

Mat

eria

l

Ord

er

Wor

k C

ente

r

Equ

ipm

ent

Em

ploy

ees

Invo

ice

Wor

k O

rder

. . .

Marketing and Sales Marketing Research Order Fulfillment Distribution Production Operations Production Scheduling Fabrication Assembly Finishing Finance and Accounting Capital Budgeting Accounts Receivable Accounts Payable Human Resources Recruiting Training . . . X = data entity is used within business function

Data Entity Types

Business Functions

X X X

X

X X X

X

X

X

X

X X

X

X

X X X X

X

X X X X

X

X X X X

X X

X X X X

Figure 6-14 Information System-to-Objective matrix (Pine Valley Furniture)


Prof

it

Serv

ice

Inno

vati

on

Pers

onne

l

Div

ersi

ty

Transaction Processing Order Tracking Order Processing Plant Scheduling Payroll Accounts Payable Accounts Receivable Cash Management . . . Management Information Systems Sales Management Sales Region Analysis Inventory Control Production Scheduling . . . C = objective currently supported by existing systems F = objective is planned to be supported by future system

Objective

Information System

F C F C C C F

C F C F

F C F

C

F F C F

F

F F C F

F C F

C C

C F

F

F F

Figure 6-17 Systems development projects flow from the information systems plan


Information Systems Plan: Organizational Mission Informational Inventory Mission and Objectives of IS Constraints Long-Term Plan Short-Term Plan Conclusions

Project 5Project 4

Project 3Project 2

Project 1I.

II. III. IV. V.

VI. VII.

Figure 7-2 Statement of Work for the Customer Tracking System (Pine Valley Furniture)


Pine Valley Furniture Statement of Work Project Name: PVF Project Manager: Customer: Project Sponsor: Project Start/End (projected): PVF Development Staff Estimates (man-months): Project Description Goal Objective Phases of Work

Prepared: 9/20/95 Customer Tracking Systems Jim Woo Marketing Jackie Judson 10/1/95–2/1/96

Programmers: Jr. Analysts: Sr. Analysts: Supervisors: Consultants: Librarian: TOTAL: This project will implement a customer tracking system for the marketing department. The purpose of this system is to automate the … to save employee time, reduce errors, have more timely information, … • minimize data entry errors • provide more timely information • … The following tasks and deliverables reflect the current understanding of the project: In Analysis, … In Design, … In Implementation, …

2.0 1.5 0.3 0.1 0.0 0.1

4.0

Figure 7-4 Tangible benefits for Customer Tracking System (Pine Valley Furniture)


TANGIBLE BENEFITS WORKSHEETCustomer Tracking System Project

Year 1 through 5

A. Cost reduction or avoidance $ 4,500

B. Error reduction 2,500

C. Increased flexibility 7,500

D. Increased speed of activity 10,500

E. Improvement in management planning or control 25,000

F. Other __________________________________________ 0_______

TOTAL tangible benefits $50,000

Figure 7-5 One-time costs for Customer Tracking System (Pine Valley Furniture)


ONE-TIME COSTS WORKSHEETCustomer Tracking System Project

Year 0

A. Development costs $20,000

B. New hardware 15,000

C. New (purchased) software, if any1. Packaged applications software 5,0002. Other _______________________________________ 0

D. User training 2,500

E. Site preparation 0

F. Other __________________________________________ 0_______

TOTAL one-time cost $42,500

Figure 7-6 Recurring costs for Customer Tracking System (Pine Valley Furniture)


RECURRING COSTS WORKSHEETCustomer Tracking System Project

Year 1 through 5

A. Application software maintenance $25,000

B. Incremental data storage required: 20 MB X $50. 1,000(estimated cost/MB = $50)

C. Incremental communications (lines, messages, . . .) 2,000

D. New software or hardware leases 0

E. Supplies 500

F. Other ___________________________________________ 0_______

TOTAL recurring costs $28,500

Figure 7-7 Summary spreadsheet reflecting the present value calculations of all benefits and costs for the Customer Tracking System (Pine Valley Furniture)


A B C D E F G H

1

2

3

Pine Valley Furniture Economic Feasibility Analysis Customer Tracking System Project

4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

Year of ProjectYear 0 Year 1 Year 2 Year 3 Year 4 Year 5 TOTALS

$180,239

($145,236

$35,003

0.24

$0 1.0000

$0

$0

($42,500

$0 1.0000

$0

($42,500

($42,500 ($42,500

)

)

) )

$50,000 0.8929

$44,643

$44,643

($28,500 0.8929

($25,446

($67,946

$19,196 ($23,304

)

)

)

)

$50,000 0.7972

$39,860

$84,503

($28,500 0.7972

($22,720

($90,666

$17,140 ($6,164

)

)

)

)

$50,000 0.7118

$35,589

$120,092

($28,500 0.7118

($20,286

($110,952

$15,303 $9,139

)

)

)

$50,000 0.6355

$31,776

$151,867

($28,500 0.6355

($18,112

($129,064

$13,664 $22,803

)

)

)

$50,000 0.5674

$28,371

$180,239

($28,500 0.5674

($16,172

($145,236

$12,200 $35,003

)

)

)

)

Net economic benefit Discount rate (12%) PV of benefits NPV of all BENEFITS One-time COSTS Recurring Costs Discount rate (12%) PV of Recurring Costs NPV of all COSTS Overall NPV Overall ROI - (Overall NPV / NPV of all COSTS) Break-even Analysis Yearly NPV Cash Flow Overall NPV Cash Flow Project break-even occurs between years 2 and 3 Use first year of positive cash flow to calculate break-even fraction - ((15303 - 9139) / 15303) = .403 Actual break-even occurred at 2.4 years Note: All dollar values have been rounded to the nearest dollar

Figure 7-8 Break-even analysis for Customer Tracking System (Pine Valley Furniture)


200

150

100

50

0

Year

Project break-even point

0 1 2 3 4 5�

Benefits

Costs

Dolla

rs ($

thou

sand

s)

Figure 7-9 Effects of degree of project structure, project size, and familiarity with application area on project implementation risk


High Familiarity with Technology or Application Area Low Familiarity with Technology or Application Area

Large Project Small Project

Large Project Small Project

Low Structure High Structure(1)

Low risk (very susceptible

to mismanagement) (3)

Very low risk (very susceptible

to mismanagement)

(5) Very high risk

(7) High risk

(2)

Low risk

(4) Very low risk

(6) Medium risk

(8) Medium-low risk

(Adapted from: Cash et al., 1992)

Figure 7-10 Outline of a Baseline Project Plan


1.0

2.0

3.0

4.0

Introduction A. B. System Description A. B. Feasibility Assessment A. B. C. D. E. F. Management Issues A. B. C. D.

BASELINE PROJECT PLAN REPORT

Project Overview—Provides an executive summary that specifies the project’s scope, feasibility, justification, resource requirements, and schedules. Additionally, a brief statement of the problem, the environment in which the system is to be implemented, and constraints that affect the project are provided. Recommendation—Provides a summary of important findings from the planning process and recommendations for subsequent activities. Alternatives—Provides a brief presentation of alternative system configurations. System Description—Provides a description of the selected configuration and a narrative of input information, tasks performed, and resultant information. Economic Analysis—Provides an economic justification for the system using cost-benefit analysis. Technical Analysis—Provides a discussion of relevant technical risk factors and an overall risk rating of the project. Operational Analysis—Provides an analysis of how the proposed system solves business problems or takes advantage of business opportunities in addition to an assessment of how current day-to-day activities will be changed by the system. Legal and Contractual Analysis—Provides a description of any legal or contractual risks related to the project (e.g., copyright or nondisclosure issues, data capture or transferring, and so on). Political Analysis—Provides a description of how key stakeholders within the organization view the proposed system. Schedules, Timeline, and Resource Analysis—Provides a description of potential timeframe and completion date scenarios using various resource allocation schemes. Team Configuration and Management—Provides a description of the team member roles and reporting relationships. Communication Plan—Provides a description of the communication procedures to be followed by management, team members, and the customer. Project Standards and Procedures—Provides a description of how deliverables will be evaluated and accepted by the customer. Other Project-Specific Topics—Provides a description of any other relevant issues related to the project uncovered during planning.

Figure 7-11 Statement of project scope (Pine Valley Furniture)


General Project Information Problem/Opportunity Statement: Project Objectives: Project Description: Business Benefits: Project Deliverables: Estimated Project Duration:

Project Name: Sponsor: Project Manager:

Customer Tracking System Jackie Judson, VP Marketing Jim Woo

Pine Valley Furniture Statement of Project Scope

Sales growth has out-paced the marketing department’s ability to accurately track and forecast customer buying trends. An improved method for performing this process must be found in order to reach company objectives. To enable the marketing department to accurately track and forecast customer buying patterns in order to better serve customers with the best mix of products. This will also enable PVF to identify the proper application of production and material resources. A new information system will be constructed that will collect all customer purchasing activity, support display and reporting of sales information, aggregate data and show trends in order to assist marketing personnel in understanding dynamic market conditions. The project will follow PVF’s systems development life cycle. Improved understanding of customer buying patterns Improved utilizaton of marketing and sales personnel Improved utilization of production and materials Customer tracking system analysis and design Customer tracking system programs Customer tracking documentation Training procedures 5 months

Prepared by: Jim Woo Date: September 18, 1995

Figure 8-2a Typical interview guide


Interview Outline

Interviewee: Name of person being interviewed

Location/Medium: Office, conference room, or phone number

Objectives: What data to collect On what to gain agreement What areas to explore

Agenda: Introduction Background on Project Overview of Interview Topics To Be Covered Permission to Tape Record Topic 1 Questions Topic 2 Questions … Summary of Major Points Questions from Interviewee Closing

General Observations:

Unresolved Issues, Topics not Covered:

Interviewer: Name of person leading interview

Appointment Date: Start Time: End Time:

Reminders: Background/experience of interviewee Known opinions of interviewee

Approximate Time: 1 minute 2 minutes

1 minute

5 minutes 7 minutes … 2 minutes 5 minutes 1 minute

Interviewee seemed busy — probably need to call in a few days for follow-up questions since he gave only short answers. PC was turned off —probably not a regular PC user.

He needs to look up sales figures from 1992. He raised the issue of how to handle returned goods, but we did not have time to discuss.

Figure 8-2b Typical interview guide (continued)


Questions: When to ask question, if conditional Question number: 1 If yes, go to Question 2 Question: 2

Notes: Answer Observations Answer Observations

Yes, I ask for a report on my product line weekly

Seemed anxious — may be over- estimating usage frequency

Have you used the current sales tracking system? If so, how often?

Sales are shown in units, not dollars

System can show sales in dollars, but user does not know this.

What do you like least about this system?

Interviewee: Date:

Figure 8-6 Illustration of the typical room layout for a JAD


Flip Chart

PrinterFlip Chart Sheets

OrderProcessingOverview

Agenda

Magnetic Board

1. 2. 3. 4. 5. 6. 7. 8. 9.

Overview ... ... ... ... ... ... ...

Screen for Overheads

Name Tents

Overhead Projector

Scanner

OpenIssues

(Adapted from Wood and Silver, 1989)

Figure 9-2 Comparison of DeMarco and Yourdan and Gane & Sarson DFD symbol sets


process

data store

source/sink

data flow

DeMarco & Yourdon symbols Gane & Sarson symbols


RESTAURANT MANAGER

KITCHEN

Receipt

Customer OrderFood Order

Management Reports

0

Food Ordering System

CUSTOMER

Figure 9-4 Context diagram of Hoosier Burger’s food ordering system

Figure 9-5 Level-0 DFD of Hoosier Burger’s food ordering system


CUSTOMER

RESTAURANT MANAGER

KITCHEN

Receipt

Customer OrderFood Order

Management Reports

Goods Sold

Inventory Data

Formatted Goods Sold Data

Formatted Inventory Data


Daily Goods Sold Amounts

Inventory FileD1

Goods Sold FileD2

1.0

Receive and Transform Customer

Food Order

3.0

Update Inventory

File

2.0

Update Goods Sold

File

4.0

Produce Management

Reports

Figure 9-6 Incorrect and correct ways to draw data flow diagrams


Incorrect Correct

A.

B.

D.

E.

F.

H.

K.

L.

M.

J.

Rule

A

B

A

A

A

B

A

A

A

A

AA

B

C

Figure 9-7 Level-1 diagram showing the decomposition of Process 1.0 from the level-0 diagram for Hoosier Burger’s food ordering system


Customer Order

Customer OrderCustomer Order

Customer Order

Customer Order Food Order

Inventory Data

Goods Sold Data

Receipt

1.1

Receive Customer

Order

1.2

Generate Customer Receipt

1.5

Generate Inventory

Decrements

1.4

Generate Goods Sold Increments

1.3

Transform Order to Kitchen Format

Figure 9-8 Level-1 diagram showing the decomposition of Process 4.0 from the level-0 diagram for Hoosier Burger’s food ordering system


Daily Goods Sold Amounts

Inventory Data

Goods Sold Data

Aggregated Data

Management Reports


4.2

Aggregate Goods Sold

and Inventory Data

4.1

Access Goods Sold

and Inventory Data

4.3

Prepare Management

Reports

Figure 9-9 Level-2 diagram showing the decomposition of Process 4.3 from the level-1 diagram for Process 4.0 for Hoosier Burger’s food ordering system


4.3.2

Print Management

Reports

Formatted DataAggregated Data Management Reports

4.3.1

Format Management

Reports

Figure 9-10 An unbalanced set of data flow diagrams


Formatted C

A

C B

Formatted A

1.0

SOURCE ONE

2.0

SOURCE TWO SINK

A B

0

SOURCE SINK

(a) Context diagram

(b) Level-0 diagram

Figure 9-11 Example of data flow splitting


X.1

X.2

Payment

Coupon

Write Software

X.0

Payment and Coupon

(a) Composite data flow

(b) Disaggregated data flows

Figure 9-12 List of activities involved in Bob Mellankamp’s inventory control system for Hoosier Burger


1. Meet delivery trucks before opening restaurant.

2. Unload and store deliveries.

3. Log invoices and file in accordion file.

4. Manually add amounts received to stock logs.

5. After closing, print inventory report.

6. Count physical inventory amounts.

7. Compare inventory report totals to physical count totals.

8. Compare physical count totals to minimum order quantities; if the amountis less, make order; if not, do nothing.

9. Pay bills that are due and record them as paid.

Figure 9-13a Hoosier Burger’s current physical inventory control system: Context diagram


Invoice Usage Count

On-hand Count

Payment

Order

0

Inventory System

SUPPLIER

INVENTORY REPORTS

STOCK-ON-HAND

Figure 9-13b Hoosier Burger’s current physical inventory control system: Level-0 data flow diagram


Invoice

Payment

Invoice Paid

Invoices

Amounts Used

Amounts Received

Inventory Amounts

Orders

Minimum Order Quantities

Quantity On-hand

Logged Invoice

Invoice Data

Usage Count

On-hand CountInvoices

INVOICE LOG SHEET

SUPPLIER

5.0

Bob Places

New Orders

D2

1.0

Bob Logs

Invoice

6.0

Bob Pays

Bills Due

2.0

ACCORDION FILED1

Bob Logs Amounts Received

2.0

2.0

Bob Compares Physical Count to Report Count

3.0

2.0

Bob Records Inventory Amounts

4.0

INVENTORY REPORTS

STOCK ON-HAND

STOCK LOGSD3

Figure 9-15 Level-0 data flow diagram for Hoosier Burger’s current logical inventory control system


Invoices

InvoicesPayments

Orders

Counts

Amounts UsedAmounts Added

Inventory Levels


INVENTORYD1

1.0

Update Inventory

Added

3.0

Generate Orders

4.0

Generate Payments

2.0

Update Inventory

Used

SUPPLIER STOCK-ON-HAND

Figure 9-16 Level-0 data flow diagram for Hoosier Burger’s new logical inventory control system


Invoices

InvoicesPayments Orders

Counts

Amounts Used

Amounts Added

Inventory Levels

Inventory Levels


INVENTORYD1

1.0

Update Inventory

Added

3.0

Generate Orders

4.0

Generate Payments

2.0

Update Inventory

Used


Query Request

Query Result

5.0

Query Inventory

Levels

MANAGER

Figure 9-17 Hoosier Burger’s hiring procedures


Notice to ApplicantApplication

Application

Application

Application

Request for Reference

Reference Data

Data to Schedule Interview

Full Applicant Data

APPLICANT

REFERENCE

APPLICANT FILED1

2

Interview Applicant

3

Receive References & Prepare Summary

4

Decide If Hire

1

Receive and

Review Application

DFD Analysis Errors [Project 'S330']Error: Process labeled 'Interview Applicant' is an input only Process.Error: Process labeled 'Receive References & Prepare Summary' is aninput only Process.Error: Process labeled 'Decide If Hire' is an output only Process.

(a) Data flow diagram

(b) Analysis of completeness report from CASE tool

Figure 9-18 VAW repository entry for a data flow


Date:Time:

5/15/942:06 PM

Page: 1

Date Created: 5/15/94

Project: S330

Single Entry ListingData Flow Diagrams

Request for Reference Data Flow

Description:

Alias:

Composition:

Notes:

Location:

Date Last Altered:

A letter sent by Hoosier Burger to individuals or companies listed as references on employee applications.

Reference Letter

Applicant nameDate of applicationPosition applied forQualifications sought

This is a personal letter that Bob Mellankamp writes himself. Astandard part of the letter is a requested date by which the reference is to be returned, and this date is two weeks from the date on which Bob’sletter is sent.

applicant (0)

Source: Dest:

5/15/94

Receive and Review Application (Process)REFERENCE (External Entity)

Figure 9-19 Class registration system (for Problem and Exercise 6)


Class Schedule

Class Schedule

Course �Request

Course Request

List of Courses

Course Request

List of Courses

Possible Classes

Possible Classes

Scheduled Classes

Scheduled Classes

Context Diagram

Level-O Diagram

To student

From Student

From Department

0

Class Registration

System

Student

Department Roster of ClassesD1

1

Receive Course Request

3

Check for

Availability

2

Receive Course Lists

Class RosterD2



DF2

DF5

DF4

DF1

DF2

DF3DF6DS1

1.0

P2

2.0

P1

E1

E2



DF2

DF5

DF4DF1

DF3

DF3

DF6

Level 0

Level 1

Level 2

E2

DF7

DF9DF1 DF2

DF8

DF6

DF9

DF8DF10

DF11 DF12

DF2

DS1

DS2

P2P1

P3

E1

DS2

P1.2P1.1

P1.4.1 P1.4.3

P1.3

P1.4.2

P1.4

Figure 10-2 Current logical DFD for Hoosier Burger’s inventory control system


Invoices

InvoicesPayments

Orders

Counts

Amounts UsedAmounts Added

Inventory Levels


INVENTORYD1

1.0

Update Inventory

Added

3.0

Generate Orders

4.0

Generate Payments

2.0

Update Inventory

Used


Figure 10-3 Structured English representations of the four processes depicted in Figure 10-2


Process 1.0: Update Inventory AddedDOREAD next Invoice-item-recordFIND matching Inventory-recordADD Quantity-added from Invoice-item-record to Quantity-in-stock on Inventory-record

UNTIL End-of-file

Process 2.0: Update Inventory UsedDOREAD next Stock-item-recordFIND matching Inventory-recordSUBTRACT Quantity-used on Stock-item-record from Quantity-in-stockon Inventory-record

UNTIL End-of-file

Process 3.0: Generate OrdersDOREAD next Inventory-recordBEGIN IFIF Quantity-in-stock is less than Minimum-order-quantityTHEN GENERATE Order

END IFUNTIL End-of-file

Process 4.0: Generate PaymentsREAD Today's-dateDOSORT Invoice-records by DateREAD next Invoice-recordBEGIN IFIF Date is 30 days or greater than Today's-dateTHEN GENERATE Payments

END IFUNTIL End-of-file

Figure 10-4 Complete decision table for payroll system example


Employee type Hours worked Pay base salary Calculate hourly wage Calculate overtime Produce Absence Report

Condition Stubs Action Stubs

Rules

1 S

<40

X

2 H

<40

X

X

3 S 40

X

4 H 40

X

5 S

>40

X

6 H

>40

X X

Conditions/ Courses of Action

Figure 10-5 Reduced decision table for payroll system example


Employee type Hours worked Pay base salary Calculate hourly wage Calculate overtime Produce Absence Report

Rules

1 S –

X

2 H

<40

X

X

3 H 40

X

4 H

>40

X X


Figure 10-6 Complete decision table for Hoosier Burger’s inventory reordering


Type of item Time of week Season of year Standing daily order Standing weekend order Minimum order quantity Holiday reduction Summer reduction

Rules

1 P D A

X

2 N D A

X

3 P W A

X

4 N W A

X

5 P D S

X

X

6 N D S

X

7 P W S

X

X

8 N W S

X

9 P D H

X

X

10 N D H

X

11 P W H

X

X

12 N W H

X


Type of item: P = perishable N = non-perishable

Time of week: D = weekday W = weekend

Season of year: A = academic year S = summer H = holiday

Figure 10-7 Reduced decision table for Hoosier Burger’s inventory reordering


Type of itemTime of weekSeason of year

Standing daily orderStanding weekend orderMinimum order quantityHoliday reductionSummer reduction

Rules

1PDA

X

2PWA

X

3PDS

X

X

4PWS

X

X

5PDH

X

X

6PWH

X

X

7N––

X

Conditions/Courses of Action

Figure 10-8 Generic decision tree


Yes

No

2

1

Sunday

Weekday

Saturday

1) Sun up?

2) What day is it?

Sleep two more hours

Time to get up

Sleep one more hour

Go back to sleep

Legend:

Figure 10-9 Decision tree representation of the decision logic in the decision tables in Figures 10-4 and 10-5, with only two choices per decision point


Yes

No Yes

No Yes

No1) Salaried? 2) Hours worked < 40? 3) Hours worked = 40?

Pay base salary

Pay hourly wage; Absence report

Pay hourly wage; Pay overtime wage

1

2

3 Pay hourly wage

Legend:

Figure 10-10 Decision tree representation of the decision logic in the decision tables in Figures 10-4 and 10-5, with multiple choices per decision point


Salaried

Hourly

= 40

< 40

> 40

1) Type of employee

2) Hours worked

Pay base salary

Pay hourly wage; Absence report

Pay hourly wage

Pay hourly wage; Pay overtime wage

1

2

Legend:

Figure 10-11 State-transition diagram for a two-state coffee maker

C1: Switch button to “on”

C2: Switch button to “off”

• turn off light • turn off burner

• turn on light • turn on burner • draw water through systems until none remains

1. Idle 2. Making coffee


Figure 10-12 State-transition diagram for Hoosier Burger’s food-ordering system


R2: Clear pushed

R2: Clear pushed

R2: Clear pushed

R2: Clear pushed

R1: Menu item button pushed

R1: Menu item button pushed R5: Unexpected button pushed

R5: Unexpected button pushed

R5: Unexpected button pushed

R4: Total pushed

R3: Void pushed

R3: Void pushed

R7: Close cash drawer

R6: Payment due pushed

• Accept menu item input

• Clear screen • Display “order voided” message

• Clear screen • Wait for input

• Display error message • Total amount for menu items ordered • Send order to kitchen • Display amount due • Display item totals next to item buttons

• Display amount of change due

• Print receipt • Send goods sold data • Send inventory data

2. Opening Order 4. Voiding Order

3. Error State1. Idle 5. Closing Order

7. Recording Order 6. Cash Drawer Open

Figure 10-13 State-transition table for Hoosier Burger’s food-ordering system


1.

2.

3.

4.

5.

6.

7.

Idle

Opening Order

Error State

Voiding Order

Closing Order

Cash Drawer Open

Recording Order

R1:Menu itempushed2

2

event ignoredeventignoredeventignoredeventignoredeventignored

R2:Clearpushed

eventignored1

1

1

event ignoredeventignored1

eventignored4

event ignoredeventignored4

eventignoredeventignored

R3:Voidpushed

eventignored5

event ignoredeventignoredeventignoredeventignoredeventignored

R4:Totalpushed

eventignored3

3

eventignored3


R5:Oddbuttonpushed

eventignoredeventignoredevent ignoredeventignored6


R6:Paymentduepushed

can’thappencan’thappencan’thappencan’thappencan’thappen7

can’thappen

R7:Cash drawerclosedStates

Note: In the R7 column, the event Close Cash Drawer can’t happen because the cash drawer is already closed for all states except State 6, Cash Drawer Open.

Figure 11-5 Entity-relationship notation


Entity Relationship Primary key

Attribute Multivalued attribute

Gerund (Associative

entity)

Relationship degree

Basic symbols

Relationship cardinality

Mandatory 1 cardinality

Many (M) cardinality (1, 2, ..., many)

Optional 0 or 1 cardinality

Optional zero-many cardinality (0, 1, 2, ..., many)

Class-subclass relationship

(n is a number for an upper limit, if one exists)

Unary Binary

Ternary

n

n

(see Appendix C)

IS-A

(see Appendix C)

Exclusive relationship

Figure 11-6 Example relationships of different degrees


Ternary relationship

PART

QUANTITY

Ships WAREHOUSEVENDOR

One-to-one One-to-many

Unary relationship

PERSONIs

Married to

EMPLOYEE

Manages

One-to-one

One-to-many

Many-to-many

Binary relationship

Is Assigned

Contains

Registers for

PARKING PLACE

PRODUCT

COURSE

EMPLOYEE

PRODUCT LINE

STUDENT

Figure 11-7a Bill-of-materials unary relationship: Many-to-many


QUANTITYHas

ComponentsITEM

Figure 11-7b Bill-of-materials unary relationship: Two instances


A

(1)X (2)Y(1)V

(3)U (2)V

B

(1)Y (1)Z(2)X

(3)U (2)V (1)V (2)W

Is Assigned

toEMPLOYEE PROJECT

Is Married

toPERSON

PATIENT Has PATIENT HISTORY

Figure 11-8 Examples of cardinalities in relationships


(a) Mandatory cardinalities

(b) One optional, one mandatory cardinality

(c) Optional cardinalities

Figure 11-9 Example associative entity


DATE COMPLETED

EMPLOYEE COMPLETES COURSE

Figure 11-10 SHIPMENT entity type (a gerund)


SHIPMENT NO. QUANTITY

VENDOR

WAREHOUSE

SHIPMENT

PART

VENDOR PART

Quotes Price

QUANTITY PRICE

Figure 11-11 Examples of business rules


Is for

ACCT. NO. BALANCE AMOUNT DATE

TIMEACCOUNT WITHDRAWAL

(a) Simple banking relationship

(b) Typical domain definitions

(c) Typical triggering operation

Name: ACCT NO. Name: AMOUNTMeaning: Customer account number in bank Meaning: Dollar amount of transactionData type: Character Data type: NumericFormat: nnn-nnnn Format: 2 decimal placesUniqueness: Must be unique Range: 0–10,000Null support: Non-null Uniqueness: Nonunique

Null support: Non-null

User rule: WITHDRAWAL AMOUNT may not exceed ACCOUNT BALANCEEvent: InsertEntity Name: WITHDRAWALCondition: WITHDRAWAL AMOUNT> ACCOUNT BALANCEAction: Reject the insert transaction

Figure 11-12 Typical conceptual data model elements in a project dictionary


Entity (major category of data)Name A short and a long name that uniquely label the entityDescription Explanation so that it is clear what objects are covered by this entityAlias Alternative names used for this entity (that is, synonyms)Primary key Name(s) of attribute(s) that form the unique identifier for each instance of this entityAttributes List of attributes associated with this entity and the number of instances of each

and repetition attribute for each entity instanceAbstraction Indication of any superclasses or subclasses or composition of entity types involving this

entityAttribute (entity characteristic)Name A short and a long name that uniquely label the attributeDescription Explanation of the attribute so that its meaning is clearly different from all other

attributesAlias Alternative names used for this attribute (that is, synonyms)Domain The permitted values that this attribute may assumeComputation If this is not raw data, the formula or method to calculate the attribute’s valueAggregation Indication of any groupings of attributes involving this attribute (e.g., a month attribute

as part of a date attribute)Relationship (association between entity instances)Name A short and a long name that uniquely label the relationshipDescription Explanation of the relationship so that its meaning is clearly different from all other

relationshipsDegree Names of entities involved in the relationshipCardinality The potential number of instances of each entity involved in the relationshipInsertion rules Business rules that control the inclusion of entity instances in this relationshipDeletion rules Business rules that control the elimination of entity instances from this relationship

Figure 11-15 Preliminary E-R diagram for Hoosier Burger’s inventory control system


Sells

Is Sold on

Is Ordered on

Orders

Includes

Is Included on

Is Received for

Received on

SALE

ITEM SALE

PRODUCT

INVOICE

INVOICE ITEM

INVENTORY ITEM

RECIPE

Figure 11-16 Final E-R diagram for Hoosier Burger’s inventory control system


Receipt No. Sale Date Vendor No. Invoice No.

Paid?

Product No.

Quantity Sold

Quantity Used

Quantity Added

Product Description

Item Description

Item No.

Quantity in Stock

Type of Item

Minimum Order Quantity

Sells

Is Sold on

Is Ordered on

Orders

Includes

Is Included on

Is Received for

Received on

SALE

ITEM SALE

PRODUCT

INVOICE

INVOICE ITEM

INVENTORY ITEM

RECIPE

Invoice Date



TIME TASK ID

TASK

SKILL

Works on

EMPLOYEEPROJECT

EMPL #PROJ #

Includes

Done at

Used onTOOL CITY



ORDER BACKORDERGenerates

CUSTOMER

Places

Includes

PRODUCT Comprised of

COMPONENT VENDORSupplied by



AGENT # CONSIGNMENT #

$ VALUE

VESSEL ID COUNTRY OF REGISTRY

VOYAGE ID TONNAGE

CONTAINER #

SIZE

AGENT

VESSEL VOYAGE

CONSIGNMENT CONTAINERIs

Responsible for

May Contain

Holds

Goes on

Transports

DESTINATION

Figure 12-4 The steps in Hoosier Burger’s inventory control system


1. Meet delivery trucks before opening restaurant2. Unload and store deliveries3. Log invoices and file in accordion file4. Manually add amounts received to stock logs5. After closing, print inventory report6. Count physical inventory amounts7. Compare inventory reports totals to physical

count totals8. Compare physical count totals to minimum

order quantities; if the amount is less, makeorder; if not, do nothing

9. Pay bills that are due and record them as paid

Figure 12-5 Description of three alternative systems that could be developed for Hoosier Burger’s inventory system


CRITERIA ALTERNATIVE A ALTERNATIVE B ALTERNATIVE CRequirements1. Easy real-time entry of new Yes Yes Yes

shipment data2. Automatic re-order decisions For some items For all items For all items3. Real-time data on Not available Available for some Fully available

inventory levels items only

Constraints1. Cost to develop $25,000 $50,000 $65,0002. Cost of hardware $25,000 $50,000 $50,0003. Time to operation Three months Six months Nine months4. Ease of training One week of training Two weeks of training One week of training

Figure 12-6 Weighted approach for comparing the three alternative systems for Hoosier Burger’s inventory system


Criteria

RequirementsReal-time data entryAuto re-orderReal-time data query

ConstraintsDevelopment costsHardware costsTime to operationEase of training

Total

Weight

18181450

2015105

50

100

Rating

531

5555

Alternative AScore

905414

158

100755025

250

408

Rating

553

4443

Alternative BScore

909042

222

80604015

195

417

Rating

555

3435

Alternative CScore

909070

250

60603025

175

425

Figure 12-9 Hoosier Burger’s revised cost-benefit analysis for its Inventory Control System Project


Hoosier Burger Economic Feasibility Analysis Inventory Control System

Year of ProductYear 0 Year 1 Year 2 Year 3 Year 4 Year 5 TOTALS

$140,586

($122,210

$18,377

0.15

$0 1

$0

$0

($115,000

$0 1

$0

($115,000

)

)

$39,000 0.8928571

$34,821

$34,821

($2,000 0.8928571

($1,786

($116,786

)

)

)

$39,000 0.7971939

$31,091

$65,912

($2,000 0.7971939

($1,594

($118,380

)

)

)

$39,000 0.7117802

$27,759

$93,671

($2,000 0.7117802

($1,424

($119,804

)

)

)

$39,000 0.6355181

$24,785

$118,457

($2,000 0.6355181

($1,271

($121,075

)

)

)

$39,000 0.5674269

$22,130

$140,586

($2,000 0.5674269

($1,135

($122,210

)

)

)

)

Net economic benefit Discount rate (12%) PV of benefits NPV of all BENEFITS One-time COSTS Recurring Costs Discount rate (12%) PV of Recurring Costs NPV of all COSTS Overall NPV Overall ROI - (Overall NPV / NPV of all COSTS)

Figure 12-11 Hoosier Burger’s revised schedule for its Inventory Control System project


4 5 weeks

10/6/97 11/28/97

3 8 weeks

Design Intervals

Physical database design

5 4 weeks

Data conversion

Conversion

10 2 weeks

3/16/98 3/27/98

8 2 weeks

2/9/98 3/13/98

7 5 weeks

Testing

Documentation

9 1 week

Logical design

1 6 weeks

6/30/97 8/8/97

Interface design

2 8 weeks

8/11/97 10/3/97

Coding

6 10 weeks

12/1/97 2/6/98

Training

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