ELECTRONIC TRANSPARENCIES

ELECTRONIC TRANSPARENCIES

ELECTRONIC TRANSPARENCIES

DISK 1

M

ODERN

S

YSTEMS

A

NALYSIS

AND

D

ESIGN

Jeffrey A. Hoffer • Joey F. George • Joseph S. Valacich

B

THE BENJAMIN/CUMMINGS PUBLISHING COMPANY, INC. READING, MASSACHUSETTS • MENLO PARK, CALIFORNIA

NEW YORK • DON MILLS, ONTARIO • HARLOW, U.K. • AMSTERDAM

BONN • PARIS • MILAN • MADRID • SYDNEY • SINGAPORE • TOKYO

CONTENTS

Disk 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

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 in a data flow diagram

Figure 3-9 Some guidelines for running effective meetings

Figure 3-10 ACM Code of Ethics and Professional Conduct (Part 1) Figure 3-10 ACM Code of Ethics and Professional Conduct (Part 2)

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 project contains 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 of programming

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 4-14 PERT chart for the SPTS project

Figure 4-15 PERT chart for the SPTS project showing estimated times for each activity 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 Project for 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 development life 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 Systems Corporation’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 can have numerous outcomes

Figure 6-3 Information systems development projects come from both top-down and 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 information systems 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 Valley Furniture)

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 all

benefits and costs for the Customer Tracking System (Pine Valley Furniture)

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

Figure 7-9 Effects of degree of project structure, project size, and familiarity with application 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 DFD symbol 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 the level-0 diagram for Hoosier Burger’s food ordering system

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

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

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 system for Hoosier Burger

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

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

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

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

Figure 9-17 Hoosier Burger’s hiring procedures: (a) Data flow diagram; (b) Analysis of 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

Figure 9-21 DFD for Problem and Exercise 11

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 in

Figure 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 tables in 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 tables

in 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) Typical domain 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 Figure 11-18 E-R diagram for Problem and Exercise 11 Figure 11-19 E-R diagram for Problem and Exercise 16

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 for Hoosier Burger’s inventory system

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

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

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

Figure 1-1

Differences among data, data flow, and processing logic

Data

Processing Logic

Event::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 1-2b

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

Figure 1-7

The prototyping methodology Identify Problem Initial Requirements Develop Prototype If Prototype Inefficient Problems

Working Prototype New Requirements

Next Version

Revise & Enhance Prototype Implement & Use Prototype Convert to Operational System

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

Engineering

Production

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 BENEFITS

Write-off of obsolete inventory: $ 40,000

Reduction in number of suppliers: _{_________}14,000 $ 54,000 TANGIBLE RECURRING ANNUAL BENEFITS

Lower inventory carrying costs: $ 23,000

Net materials cost savings: 37,500

Less manufacturing rework: 13,000

Less manufacturing down-time: 25,000

Absorb growth with no additional staff: _{_________}32,000 $130,500 TANGIBLE ONE-TIME COSTS

System development: $138,000

Equipment: 45,000

Training: 5,000

Conversion and installation: _{_________}23,000

$211,000 TANGIBLE RECURRING ANNUAL COSTS

Data 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

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 Duration

1 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 T

March 10 March 17 March 24 March 31

Critical Noncritical Progress Milestone Summary Rolled Up

Purchasing Fulfillment System

Conversion Schedule

Project: Purchasing System Conversion Date: 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

Output Output Output Interrelationship Components Environment Boundary Input Interfaces

Figure 3-3

Special characteristics of interfaces

INTERFACE FUNCTIONS

Because an interface exists at the point where a system meets its

environment, the interface has several special, important functions. An

interface provides

•

Security, protecting the system from undesirable elements that may want

to infiltrate it

•

Filtering unwanted data, both for elements leaving the system and

entering 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 on

different cycles and at different speeds

•

Summarizing raw data and transforming them into the level of detail and

format needed throughout the system (for an input interface) or in the

environment (for an output interface)

Because interface functions are critical in communication between system

components or a system and its environment, interfaces receive much

attention in the design of information systems (see Chapters 13 and 14).

Figure 3-5

Purposes of decomposition

DECOMPOSITION FUNCTIONS

Decomposition aids a systems analyst and other systems development

project team members by

•

Breaking a system into smaller, more manageable and understandable

subsystems

•

Facilitating the focusing of attention on one area (subsystem) at a time

without interference from other parts

•

Allowing attention to concentrate on the part of the system pertinent to a

particular audience, without confusing people with details irrelevant to

their interests

•

Permitting different parts of the system to be built at independent times

and/or by different people

Figure 3-6

An example of system decomposition After Decomposition C D CD Music Music Control settings C D 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 Sold Formatted 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 is

right for you.

•

At the beginning of the meeting, make sure the group understands what

is expected of them and of you.

•

Use physical movement to focus on yourself or on the group, depending

on 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.

Figure 3-10

ACM Code of Ethics and Professional Conduct (Part 1)

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 includes additional considerations of professional conduct; statements in 3.0 pertain to individuals who have a leadership role; and section 4.0 deals with compliance. ACM shall prepare and maintain 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.

Figure 3-10

ACM Code of Ethics and Professional Conduct (Part 2)

(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.

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

Planning level

Detailed

Start 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

Planning level

Detailed

Start 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

Quality of Work

High

Low

Short

Long

Time of Programming a Task

Figure 4.8a

Graphical diagrams for depicting project plans: Gantt chart ID Name 1 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

Figure 4-8b

Graphical diagrams for depicting project plans: PERT chart Screen Design 2 6w 5/20/96 6/28/96 Report Design 3 6w 5/20/96 6/28/96 Database Design 4 2w 7/1/96 7/12/96 User Documentation 5 5.5w 7/15/96 8/21/96 Programming 6 5w 7/15/96 8/16/96 Testing 7 3w 8/19/96 9/6/96 Installation 8 1w 9/9/96 9/13/96 Requirements Collection 1 5w 4/15/96 5/17/96 Name ID Duration Scheduled Start Scheduled Finish

Critical Noncritical Milestone Summary Subproject Marked

Sales Promotion Tracking

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

5

2. Screen Design

5

6

7

6

3. Report Design

3

6

9

6

4. Database Construction

1

2

3

2

5. User Documentation

3

6

7

5.5

6. Programming

4

5

6

5

7. Testing

1

3

5

3

8. Installation

1

1

1

1

Figure 4-13

Gantt chart for the SPTS project ID Name 1 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

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

4

1

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

T

_E

= 11

T

_L

= 11

T

_E

= 11

T

_L

= 11

T

_E

= 5

T

_L

= 5

E T = 6

E T = 5

E T = 3

E T = 2

E T = 6

E T = 5.5

E T = 1

E T = 5

7

4

1

T

_E

= 18.5

T

_L

= 21

T

_E

= 22

T

_L

= 22

T

_E

= 21

T

_L

= 21

T

_E

= 18

T

_L

= 18

T

_E

= 13

T

_L

= 13

5

8

Critical path

Non-critical path

2

Figure 4-16

Activity slack time calculations for the SPTS project

SLACK

ACTIVITY

T

_E

T

_L

T

_L

– T

_E

ON CRITICAL PATH

1

5

5

0

✓

2

11

11

0

✓

3

11

11

0

✓

4

13

13

0

✓

5

18.5

21

2.5

6

18

18

0

✓

7

21

21

0

✓

8

22

22

0

✓

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%

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

Feature

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 Type

0 1 2 3 4 5 6

Market Size ($ Billion)

1992 1996 0.61 1.67 0.85 2.6 1.1 5 1.8 4.5 0.17 0.65

Figure 5-6

The relationship between CASE tools and the systems development life cycle

Project Identification & Selection

Project Initiation & Planning

Analysis

Requirements

Structuring

Requirements

Definition

Alternative

Generation

& Selection

Logical Design

Physical Design

Coding

Documentation

Testing

Training

Installation

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 Dictionary

Information 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

% Change in maintenance effort from norm

Poor Average High

Documentation technical quality 400 200 125 75 30 0 –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 3

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 6-9

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

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)

Customer

Product

Vendor

Raw Material

Order

Work Center

Equipment

Employees

Invoice

Work Order

. . .

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)

Profit

_Service

Innovation

Personnel

Diversity

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 5

Project 4

Project 3

Project 2

Project 1

I.

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 WORKSHEET

Customer 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

Figure 7-5

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

ONE-TIME COSTS WORKSHEET

Customer Tracking System Project

Year 0

A. Development costs

$20,000

B. New hardware

15,000

C. New (purchased) software, if any

1. Packaged applications software

5,000

2. Other _______________________________________

0

D. User training

2,500

E. Site preparation

0

F. Other __________________________________________

_{_______}

0

Figure 7-6

Recurring costs for Customer Tracking System (Pine Valley Furniture)

RECURRING COSTS WORKSHEET

Customer 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

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 Project

Year 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

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

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

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?

Figure 8-6

Illustration of the typical room layout for a JAD Flip Chart Printer Flip Chart Sheets Order Processing Overview Agenda Magnetic Board 1. 2. 3. 4. 5. 6. 7. 8. 9. Overview ... ... ... ... ... ... ... Screen for Overheads Name Tents Overhead Projector Scanner Open Issues

Figure 9-2

Comparison of DeMarco and Yourdan and Gane & Sarson DFD symbol sets process data store source/sink data flow

RESTAURANT

MANAGER

KITCHEN

Receipt

Customer Order

Food Order

Management

Reports

0

Food

Ordering

System

CUSTOMER

Figure 9-5

Level-0 DFD of Hoosier Burger’s food ordering system CUSTOMER RESTAURANT MANAGER KITCHEN Receipt Customer Order Food Order Management Reports Goods Sold Inventory Data Formatted Goods Sold Data

Formatted Inventory Data

Daily Inventory Depletion Amounts Daily Goods Sold

Amounts Inventory File D1 Goods Sold File D2 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 A A 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 Order Customer 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

Daily Inventory

Depletion Amounts

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 Data

Aggregated Data

Management Reports

4.3.1

Format

Management

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

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

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 amount

is less, make order; if not, do nothing.

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 Count Invoices 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 FILE D1 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 LOGS D3

Figure 9-15

Level-0 data flow diagram for Hoosier Burger’s current logical inventory control system Invoices Invoices Payments Orders Counts Amounts Used Amounts Added Inventory Levels Minimum Order Quantities INVENTORY D1 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 Invoices Payments Orders Counts Amounts Used Amounts Added Inventory Levels Inventory Levels Minimum Order Quantities INVENTORY D1 1.0 Update Inventory Added 3.0 Generate Orders 4.0 Generate Payments 2.0 Update Inventory Used SUPPLIER STOCK-ON-HAND Query Request Query Result 5.0 Query Inventory Levels MANAGER

Figure 9-17

Hoosier Burger’s hiring procedures Notice to Applicant Application Application Application Application Request for Reference Reference Data Data to Schedule Interview

Full Applicant Data

APPLICANT REFERENCE APPLICANT FILE D1 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 an input only Process.

Error: Process labeled 'Decide If Hire' is an output only Process.

(a) Data flow diagram