Chapter 9 Lecture Notes

Chapter 9 Lecture Notes - Chapter 9 Lecture Notes 1...

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Chapter 9 Lecture Notes 1. Business Case Objectives a. Build a strong, integrated set of arguments and evidence b. Prove that an information system adds value to the organization or its constituents c. Ferret out systems that are not adding value d. Proposed system – determine whether the new system is a good or not e. Existing system – determine whether the company will continue to fund the system 2. The productivity paradox a. IS productivity figures are difficult to demonstrate due to: a.i. Measurement problems a.ii. Time lags a.iii. Redistribution a.iv. Mismanagement 3. Making a successful business case a. Three common types of arguments in a business case for an IS a.i. Faith a.i.1. Arguments based on beliefs about organizational strategy, competitive advantage, industry forces, customer perceptions, market share, and so on a.i.2. Firm’s mission and objectives, strategy for achieving them and types of IS needed should clearly be described. a.ii. Fear a.ii.1. Arguments based on the notion that if the system is not implemented, the firm will lose out to the competition or go out of business a.ii.2. Key factors are the competitive forces in the environment a.iii. Fact a.iii.1. Arguments based on data, quantitative analysis, and/or indisputable factors a.iii.2. Provide detailed cost-benefit analysis as proof 4. Cost-benefit analysis a. Identifying costs a.i. Total cost of ownership (TCO) a.ii. Nonrecurring costs vs. recurring costs a.iii. Tangible vs. intangible costs b. Identifying benefits b.i. Tangible benefits vs. intangible benefits c. Performing cost-benefit analysis c.i. Breakeven analysis c.ii. Net-present value analysis d. Comparing competing investments d.i. Weighted multi-criteria analysis 5. Presenting the business case a. Know the audience
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a.i. People from different areas of the firm typically hold very different perspectives b. Convert benefits to monetary terms c. Devise proxy variables c.i. Alternative measures of outcome d. Measure what is important to management d.i. Concentrate on the issue senior business managers care about d.ii. Hot-button issues: cycle time, regulatory and compliance issues, customer feedback, employee morale 6. The systems development process a. Systems analysis and design a.i. Designing, building, and maintaining information systems a.ii. Follow a standardized approach b. Systems analyst – a person who performs the systems analysis task b.i.
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  • Fall '09
  • Systems Development Life Cycle, Software development process, analyst, systems development

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