Loading...

Messages

Proposals

Stuck in your homework and missing deadline? Get urgent help in $10/Page with 24 hours deadline

Get Urgent Writing Help In Your Essays, Assignments, Homeworks, Dissertation, Thesis Or Coursework & Achieve A+ Grades.

Privacy Guaranteed - 100% Plagiarism Free Writing - Free Turnitin Report - Professional And Experienced Writers - 24/7 Online Support

Nearly _____ percent of total costs occur after the purchase of hardware and software.

15/12/2020 Client: saad24vbs Deadline: 2 Day

CHAPTER 7 Development Strategies




Chapter 7 is the final chapter in the systems analysis phase of the SDLC. This chapter describes software trends, acquisition and development strategies, traditional versus Web-based development, outsourcing versus in-house development, the system requirements document, prototyping, and preparing for the transition to the next SDLC phase — systems design.


OBJECTIVES


When you finish this chapter, you will be able to:


· Describe the concept of Software as a Service


· Define Web 2.0 and cloud computing


· Explain software acquisition alternatives, including traditional and Web-based software development strategies


· Describe software outsourcing options, including offshore outsourcing and the role of service providers


· Explain advantages and disadvantages of in-house software development


· Discuss cost-benefit analysis and financial analysis tools


· Describe a request for proposal (RFP) and a request for quotation (RFQ)


· Describe the system requirements document


· Explain the transition from systems analysis to systems design


INTRODUCTION


The main objective of the systems analysis phase is to build a logical model of the new information system. In Chapters 4, 5, and 6, you learned about requirements modeling, data and process modeling, and object modeling. Chapter 7 describes the remaining activities in the systems analysis phase, which include evaluation of alternative solutions, preparation of the system requirements document, and presentation of the system requirements document to management. The chapter also explains the transition to systems design.


If you have MIS CourseMate, you can view two Video Learning Sessions that explain return on investment (ROI) and net present value (NPV) financial analysis.


PREVIEW CASE: Mountain View College Bookstore


Background: Wendy Lee, manager of college services at Mountain View College, wants a new information system that will improve efficiency and customer service at the three college bookstores.


In this part of the case, Tina Allen (systems analyst) and David Conroe (student intern) are talking about development strategies for the new system.


Participants:


Tina and David


Location:


Tina’s office, Wednesday morning, November 13, 2013


Project status:


Tina and David developed a logical model that includes data flow diagrams, a data dictionary, and process descriptions. They also created an object model. Now they are ready to discuss development strategies for the new bookstore system.


Discussion topics:


Web-based versus traditional development, cost-benefit analysis, the steps in purchasing a software package, and the transition to systems design.




Tina:


Good morning, David. Are you ready for the next step?


David:


Sure. Now that we have a logical model of the bookstore system, what comes next?


Tina:


We’re at a transition point between the logical design, which describes what the new system will do, and the physical design phase, which describes how it will be done, including the user interface and physical components. Before we start the physical design, we have to study various systems development options and make a recommendation to Wendy.


David:


What are the options?


Tina:


Well, some large organizations use Web-based systems hosted by outside vendors who supply and maintain the software. In a sense, the customer rents the application. I checked with our IT director, and she feels we’re not ready for that approach. She wants us to implement a system on the college network and migrate to a Web-based system later. That brings us to the next set of questions.


David:


Such as?


Tina:


We need to consider our role in the development process. We can build the system ourselves, which is called in-house development. Or we can purchase a software package, which might need some degree of modification to meet our needs. Or we could consider outsourcing options, including hiring an IT consultant to help with development tasks. Either way, we need to do a cost-benefit study.


David:


What about the transition from logical to physical design that you mentioned?


Tina:


The idea is to take our logical design, which is similar to an architect’s proposal, and translate it into a physical design, which is more like a working blueprint. If we decide to develop the system in-house, we’ll start work on the design. If we decide to purchase a package, we’ll follow a series of steps that will help us select the best product. Here’s a task list to get us started:


FIGURE 7-1 Typical development strategies task list.


© Cengage Learning 2014


DEVELOPMENT STRATEGIES OVERVIEW


Just a few years ago, a typical company either developed software itself, purchased a software package (which might need some modification), or hired consultants or outside resources to perform the work. Today, a company has many more choices, including application service providers, Web-hosted software options, and firms that offer a variety of enterprise-wide software solutions.


Selecting the best development path is an important decision that requires companies to consider three key topics: the impact of the Internet, software outsourcing options, and in-house software development alternatives. These topics are reviewed in the following sections.


THE IMPACT OF THE INTERNET


The Internet has triggered enormous changes in business methods and operations, and software acquisition is no exception. This section examines a trend that views Software as a Service, the changing marketplace for software, and how Web-based development compares to traditional methods. The section concludes with a description of Internet-related trends, including Web 2.0 and cloud computing.


Software as a Service


In the traditional model, software vendors develop and sell application packages to customers. Typically, customers purchase licenses that give them the right to use the software under the terms of the license agreement. Although this model still accounts for most software acquisition, a new model, called Software as a Service (SaaS) , is changing the picture dramatically.


SaaS is a model of software deployment where an application is hosted as a service provided to customers over the Internet. SaaS reduces the customer’s need for software maintenance, operation, and support.


In a highly competitive marketplace, major vendors constantly strive to deliver new and better solutions. For example, Microsoft claims that its SaaS platform offers the best solution and business value. Microsoft also promotes a broader vision, called Software + Services. The term refers to Microsoft’s strategy for cloud computing, which integrates software applications, platforms and infrastructure. Figure 7-2 shows Accenture’s view that SaaS offers great potential benefits. Accenture invites visitors to download a paper that describes the specific topics listed in the figure.


FIGURE 7-2 Accenture stresses the main benefits of SaaS deployment.


© 2012 Accenture


FIGURE 7-3 The Web Host Industry Review (WHIR) is a clearinghouse for SaaS information.


© 2012 iNET Interactive.


The Web Host Industry Review shown in Figure 7-3 is an online source of information about SaaS products, trends, and events. In a published report, the Review quoted a Gartner, Inc. prediction that worldwide SaaS revenue will reach $14.5 billion in 2012, which is a 17.9 percent increase from 2011, and that by 2015, SaaS revenue will grow to $22.1 billion.


Traditional vs. Web-Based Systems Development


As a systems analyst, you must consider whether development will take place in a Web-centric framework, or in a traditional environment. This section provides an overview of some of the similarities and differences.


FIGURE 7-4 Microsoft’s .NET and IBM’s WebSphere are comprehensive software development environments.


©IBM Corporation 1994, 2012 and ©2012 Microsoft Corporation


In an Internet-based system, the Web becomes an integral part of the application, rather than just a communication channel, and systems analysts need new application development tools and solutions to handle the new systems. Two major Web-based development environments are Microsoft’s .NET and IBM’s WebSphere , which are shown in Figure 7-4. Microsoft regards .NET as a platform-independent software environment. IBM describes WebSphere as a set of products specifically designed to support e-business applications across multiple computing platforms.


Although there is a major trend toward Web-based architecture, many firms rely on traditional systems, either because they are legacy applications that are not easily replaced, or because they do not require a Web component to satisfy user needs. If you need to choose, you should consider some key differences between traditional and Web-based system development. Building the application in a Web-based environment can offer greater benefits, and sometimes greater risks, compared to a traditional environment. The following sections list some characteristics of traditional versus Web-based development.


TRADITIONAL DEVELOPMENT In a traditional systems development environment:


· Systems design is influenced by compatibility issues, including existing hardware and software platforms and legacy system requirements.


· Systems are designed to run on local and wide-area company networks.


· Systems often utilize Internet links and resources, but Web-based features are treated as enhancements rather than core elements of the design.


· Development typically follows one of three main paths: in-house development, purchase of a software package with possible modification, or use of outside consultants.


· Scalability can be affected by network limitations and constraints.


· Many applications require substantial desktop computing power and resources.


· Security issues usually are less complex than with Web-based systems, because the system operates on a private company network, rather than the Internet.


WEB-BASED DEVELOPMENT In a Web-based systems development environment:


· Systems are developed and delivered in an Internet-based framework such as .NET or WebSphere.


· Internet-based development treats the Web as the platform, rather than just a communication channel.


· Web-based systems are easily scalable, and can run on multiple hardware environments.


· Large firms tend to deploy Web-based systems as enterprise-wide software solutions for applications such as customer relationship management, order processing, and materials management.


· Web-based software treats the software application as a service that is less dependent on desktop computing power and resources.


· When companies acquire Web-based software as a service rather than a product they purchase, they can limit in-house involvement to a minimum and have the vendor install, configure, and maintain the system by paying agreed-upon fees.


· Web-based software usually requires additional layers, called middleware , to communicate with existing software and legacy systems.


Evolving Trends: Web 2.0 and Cloud Computing


In the constantly changing world of IT, no area is more dynamic than Internet technology. Two examples of evolving trends are Web 2.0 and cloud computing. Systems analysts should be aware of these concepts and consider them as they plan large-scale systems. Web 2.0 and cloud computing are discussed in more detail in Chapter 10, System Architecture.


Many IT professionals use the term Web 2.0 to describe a second generation of the Web that enables people to collaborate, interact, and share information much more effectively. This new environment is based on continuously available user applications rather than static HTML Web pages, without limitations regarding the number of users or how they access, modify, and exchange data. The Web 2.0 environment enhances interactive experiences, including wikis and blogs, and social-networking applications such as Twitter, LinkedIn, and Facebook.


The term cloud computing refers to the cloud symbol that indicates a network or the Internet. Some industry leaders predict that cloud computing will offer an overall online software and data environment supported by supercomputer technology. If so, cloud computing would be an ultimate form of SaaS, delivering services and data to users who would need only an Internet connection and a browser. However, as the InfoWorld article shown in Figure 7-5 points out, no standard definition of cloud computing exists, and the concept means different things to different people.


FIGURE 7-5 Cloud computing holds the promise of a new generation of powerful Web applications and services. This is an evolving technology, and at this point, the term means different things to different people.


©1994–2012 Infoworld, Inc./Eric Knorr/Galen Gruman


OUTSOURCING


Outsourcing is the transfer of information systems development, operation, or maintenance to an outside firm that provides these services, for a fee, on a temporary or long-term basis. Outsourcing can refer to relatively minor programming tasks, renting software from a service provider, outsourcing a basic business process (often called business process outsourcing , or BPO ), or handling a company’s entire IT function. Numerous firms and organizations offer information about outsourcing topics and issues. For example, the Outsourcing Center site at www.outsourcing-center.com provides free research, case studies, database directories, market intelligence, and updates on trends and best practices in outsourcing as a strategic business solution.


The Growth of Outsourcing


Traditionally, firms outsourced IT tasks as a way of controlling costs and dealing with rapid technological change. While those reasons still are valid, outsourcing has become part of an overall IT strategy for many organizations. The outsourcing trend also has affected software vendors, who have adjusted their marketing accordingly. For example, Oracle Corporation offers a service called Oracle On Demand, which provides e-business applications, as shown in Figure 7-6. Oracle also cites data that shows that businesses spend up to 80% of their IT budgets maintaining existing software and systems, which forces IT managers “… to spend time managing tedious upgrades instead of revenue-generating IT projects.”


A firm that offers outsourcing solutions is called a service provider . Some service providers concentrate on specific software applications; others offer business services such as order processing and customer billing. Still others offer enterprise-wide software solutions that integrate and manage functions such as accounting, manufacturing, and inventory control.


Two popular outsourcing options involve application service providers and firms that offer Internet business services. These terms are explained in the following sections.


FIGURE 7-6 Oracle Corporation offers a fixed-fee outsourcing plan called Oracle On Demand.


© 2011, Oracle


APPLICATION SERVICE PROVIDERS An application service provider (ASP) is a firm that delivers a software application, or access to an application, by charging a usage or subscription fee. An ASP provides more than a license to use the software; it rents an operational package to the customer. ASPs typically provide commercially available software such as databases and accounting packages. If a company uses an ASP to supply a data management package, for example, the company does not have to design, develop, implement, or maintain the package. ASPs represent a rapidly growing trend, using the Internet as the primary delivery channel.


INTERNET BUSINESS SERVICES Some firms offer Internet business services (IBS) , which provide powerful Web-based support for transactions such as order processing, billing, and customer relationship management. Another term for IBS is managed hosting , because system operations are managed by the outside firm, or host.


An IBS solution is attractive to customers because it offers online data center support, mainframe computing power for mission-critical functions, and universal access via the Internet. Many firms, such as Rackspace, compete in the managed hosting market, as shown in Figure 7-7.


Outsourcing Fees


FIGURE 7-7 Rackspace Corporation offers multi-platform managed hosting and IBS services.


©2012 Rackspace, US Inc.


Firms that offer Software as a Service, rather than a product, have developed fee structures that are based on how the application is used by customers during a specific time period. Several models exist, including fixed fee, subscription, and usage or transaction. A fixed fee model uses a set fee based on a specified level of service and user support. An example of a fixed fee model is Oracle’s On Demand service. A subscription model has a variable fee based on the number of users or workstations that have access to the application. Finally, a usage model or transaction model charges a variable fee based on the volume of transactions or operations performed by the application.


When a company considers outsourcing, it should estimate usage characteristics to determine which fee structure would be most desirable, and then attempt to negotiate a service provider contract based on that model.


Outsourcing Issues and Concerns


When a company decides to outsource IT functions, it takes an important step that can affect the firm’s resources, operations, and profitability. Mission-critical IT systems should be outsourced only if the result is a cost-attractive, reliable, business solution that fits the company’s long-term business strategy and involves an acceptable level of risk. Moving IT work overseas raises even more issues, including potential concerns about control, culture, communication, and security.


In addition to long-term strategic consequences, outsourcing also can raise some concerns. For example, a company must turn over sensitive data to an external service provider and trust the provider to maintain security, confidentiality, and quality. Also, before outsourcing, a company must carefully review issues relating to insurance, potential liability, licensing and information ownership, warranties, and disaster recovery.


Most important, a company considering outsourcing must realize that the solution can be only as good as the outsourcing firm that provides the service. A dynamic economy can give rise to business failures and uncertainty about the future. In this climate, it is especially important to review the history and financial condition of an outsourcing firm before making a commitment.


Mergers and acquisitions also can affect outsourcing clients. For example, after their merger, Compaq and Hewlett-Packard restructured and streamlined the products and services offered by the new company. Even with large, financially healthy firms such as these, a merger or acquisition can have some impact on clients and customers. If stability is important, an outsourcing client should consider these issues.


Outsourcing can be especially attractive to a company whose volume fluctuates widely, such as a defense contractor. In other situations, a company might decide to outsource application development tasks to an IT consulting firm if the company lacks the time or expertise to handle the work on its own. Outsourcing relieves a company of the responsibility of adding IT staff in busy times and downsizing when the workload lightens. A major disadvantage of outsourcing is that it raises employee concerns about job security. Talented IT people usually prefer positions where the firm is committed to in-house IT development — if they do not feel secure, they might decide to work directly for the service provider.


Offshore Outsourcing


Offshore outsourcing , or global outsourcing , refers to the practice of shifting IT development, support, and operations to other countries. In a trend similar to the outflow of manufacturing jobs over a several-decade period, many firms are sending IT work overseas at an increasing rate.


For example, Dartmouth professor Matthew Slaughter has noted that IT work will move offshore even faster than manufacturing, because it is easier to ship work across networks and telephone lines and put consultants on airplanes than it is to ship bulky raw materials, build factories, and deal with tariffs and transportation issues. Several years ago, the IT consulting firm Gartner, Inc., accurately forecast the steady growth of offshore outsourcing, and predicted that outsourcing would evolve from labor-intensive maintenance and support to higher-level systems development and software design.


In addition to exporting IT jobs, many large multinational firms, including Microsoft and IBM, have opened technical centers in India and other countries. Some observers believe that India might gain as many as 2 million IT jobs in the next decade.


The main reason for offshore outsourcing is the same as domestic outsourcing: lower bottom-line costs. Offshore outsourcing, however, involves some unique risks and concerns. For example, workers, customers, and shareholders in some companies have protested this trend, and have raised public awareness of possible economic impact. Even more important, offshore outsourcing involves unique concerns regarding project control, security issues, disparate cultures, and effective communication with critical functions that might be located halfway around the globe.


CASE IN POINT 7.1: TURNKEY SERVICES


Turnkey Services is an application service provider that offers payroll and tax preparation services for hundreds of businesses in the Midwest. The firm is considering a major expansion into accounting and financial services, and is looking into the possibility of supporting this move by hiring IT subcontractors in several foreign countries. Peter Belmont, Turnkey’s president, has asked you to help him reach a decision. Specifically, he wants you to cite the pros and cons of offshore outsourcing. He expects you to perform Internet research on this topic, and he wants you to present your views at a meeting of Turnkey managers next week.


IN-HOUSE SOFTWARE DEVELOPMENT OPTIONS


In addition to numerous outsourcing options, a company can choose to develop its own systems, or purchase, possibly customize, and implement a software package. These development alternatives are shown in Figure 7-8. Although many factors influence this decision, the most important consideration is the total cost of ownership (TCO), which was explained in Chapter 4. In addition to these options, companies also develop user applications designed around commercial software packages, such as Microsoft Office, to improve user productivity and efficiency.


Make or Buy Decision


The choice between developing versus purchasing software often is called a make or buy , or build or buy decision. The company’s IT department makes, builds, and develops in-house software . A software package is obtained from a vendor or application service provider.


FIGURE 7-8 Instead of outsourcing, a company can choose to develop a system in-house, or purchase and possibly customize a commercial package.


© Cengage Learning 2014


The package might be a standard commercial program or a customized package designed specifically for the purchaser. Companies that develop software for sale are called software vendors . A firm that enhances a commercial package by adding custom features and configuring it for a particular industry is called a value-added reseller (VAR) .


Software packages are available for every type of business activity. A software package that can be used by many different types of organizations is called a horizontal application . An accounting package is a good example of a horizontal application because it can be utilized by many different businesses, or separate divisions that exist in large, diversified companies.


In contrast, a software package developed to handle information requirements for a specific type of business is called a vertical application . For example, organizations with special system requirements include colleges, banks, hospitals, insurance companies, construction companies, real estate firms, and airlines. Figure 7-9 shows guests checking in at a hotel, and a typical restaurant touch screen. Both companies need vertical applications to handle their unique business requirements, but often use horizontal applications for basic business needs, such as payroll processing and accounts payable.


Of the in-house software acquisition options — developing a system, buying a software package, or customizing a software package — each has advantages, disadvantages, and cost considerations, as shown in Figure 7-10 on the next page. These software acquisition options are described in detail in the following sections.


FIGURE 7-9 Hotel chains and restaurants both need vertical applications to support their unique business requirements.


©Andresr/Shutterstock.com (top), © 2012 by Action Systems, Inc. (bottom)


FIGURE 7-10 Companies consider various factors when comparing in-house development with the purchase of a software package.


© Cengage Learning 2014


Developing Software In-House


With an enormous variety of software packages available to handle horizontal and vertical business operations, why would a firm choose to develop its own software? Typically, companies choose in-house development to satisfy unique business requirements, to minimize changes in business procedures and policies, to meet constraints of existing systems and existing technology, and to develop internal resources and capabilities.


SATISFY UNIQUE BUSINESS REQUIREMENTS Companies often decide to develop software in-house because no commercially available software package can meet their unique business requirements. A college, for example, needs a course scheduling system based on curriculum requirements, student demand, classroom space, and available instructors. A package delivery company needs a system to identify the best combination of routes and loading patterns for the company’s fleet of delivery trucks. If existing software packages cannot handle those requirements, then in-house developed software might be the only choice.


MINIMIZE CHANGES IN BUSINESS PROCEDURES AND POLICIES A company also might choose to develop its own software if available packages will require changes in current business operations or processes. Installing a new software package almost always requires some degree of change in how a company does business; however, if the installation of a purchased package will be too disruptive, the organization might decide to develop its own software instead.


MEET CONSTRAINTS OF EXISTING SYSTEMS Any new software installed must work with existing systems. For example, if a new budgeting system must interface with an existing accounting system, finding a software package that works correctly with the existing accounting system might prove difficult. If so, a company could develop its own software to ensure that the new system will interface with the old system.


MEET CONSTRAINTS OF EXISTING TECHNOLOGY Another reason to develop software in-house is that the new system must work with existing hardware and legacy systems. That could require a custom design, an upgrade to the environment, or in-house software that can operate within those constraints. As a systems analyst, you addressed the issue of technical feasibility during the preliminary investigation. Now, in the systems analysis phase, you must determine whether in-house software development is the best overall solution.


DEVELOP INTERNAL RESOURCES AND CAPABILITIES By designing a system in-house, companies can develop and train an IT staff that understands the organization’s business functions and information support needs. Many firms feel that in-house IT resources and capabilities provide a competitive advantage because an in-house team can respond quickly when business problems or opportunities arise. For example, if a company lacks internal resources, it must depend on an outside firm for vital business support. Also, outsourcing options might be attractive, but a series of short-term solutions would not necessarily translate into lower TCO over the long term. Top managers often feel more comfortable with an internal IT team to provide overall guidance and long-term stability. In-house development also allows a firm to leverage the skill set of the IT team, which is already on board and being compensated.


Purchasing a Software Package


If a company decides not to outsource, a commercially available software package might be an attractive alternative to developing its own software. Advantages of purchasing a software package over developing software in-house include lower costs, less time to implement a system, proven reliability and performance benchmarks, less technical development staff, future upgrades that are provided by the vendor, and the ability to obtain input from other companies who already have implemented the software.


LOWER COSTS Because many companies use software packages, software vendors spread the development costs over many customers. Compared with software developed in-house, a software package almost always is less expensive, particularly in terms of initial investment. However, even though the initial cost is less, purchased software can involve expenses caused by business disruption, changing business processes, and retraining employees.


REQUIRES LESSTIME TO IMPLEMENT When you purchase a package, it already has been designed, programmed, tested, and documented. The in-house time normally spent on those tasks, therefore, is eliminated. Of course, you still must install the software and integrate it into your systems environment, which can take a significant amount of time. Also, even though implementation is quicker, TOC can be higher due to added training expenses and software modifications.


PROVEN RELIABILITY AND PERFORMANCE BENCHMARKS If the package has been on the market for any length of time, any major problems probably have been detected already and corrected by the vendor. If the product is popular, it almost certainly has been rated and evaluated by independent reviewers.


REQUIRES LESS TECHNICAL DEVELOPMENT STAFF Companies that use commercial software packages often are able to reduce the number of programmers and systems analysts on the IT staff. Using commercial software also means that the IT staff can concentrate on systems whose requirements cannot be satisfied by software packages.


FUTURE UPGRADES PROVIDED BY THE VENDOR Software vendors regularly upgrade software packages by adding improvements and enhancements to create a new version or release. A new release of a software package, for example, can include drivers to support a new laser printer or a new type of data storage technology. In many cases, the vendor receives input and suggestions from current users when planning future upgrades.


INPUT FROM OTHER COMPANIES Using a commercial software package means that you can contact users in other companies to obtain their input and impressions. You might be able to try the package or make a site visit to observe the system in operation before making a final decision.


Customizing a Software Package


If the standard version of a software product does not satisfy a company’s requirements, the firm can consider adapting the package to meet its needs. Three ways to customize a software package are:


1. You can purchase a basic package that vendors will customize to suit your needs. Many vendors offer basic packages in a standard version with addon components that are configured individually. A vendor offers options when the standard application will not satisfy all customers. A human resources information system is a typical example, because each company handles employee compensation and benefits differently. If you need assistance in making a determination, firms such as Ideas International offer services to help you select and configure a system, as shown in Figure 7-11.


2. You can negotiate directly with the software vendor to make enhancements to meet your needs by paying for the changes.


3. You can purchase the package and make your own modifications, if this is permissible under the terms of the software license. A disadvantage of this approach is that systems analysts and programmers might be unfamiliar with the software and will need time to learn the package and make the modifications correctly.


Additionally, some advantages of purchasing a standard package disappear if the product must be customized. If the vendor does the customizing, the modified package probably will cost more and take longer to obtain. Another issue is future support: Although vendors regularly upgrade their standard software packages, they might not upgrade a customized version. In addition, if the modifications are done by the company purchasing the software, when a new release of the package becomes available, the company might have to modify the new version on its own, because the vendor will not support modifications installed by the customer.


FIGURE 7-11 Firms such as Ideas International offer services to help customers select and configure a system.


© Ideas International 2012


Creating User Applications


Business requirements sometimes can be fulfilled by a user application, rather than a formal information system or commercial package. User applications are examples of user productivity systems, which were discussed in Chapter 1.


A user application utilizes standard business software, such as Microsoft Word or Microsoft Excel, which has been configured in a specific manner to enhance user productivity. For example, to help a sales rep respond rapidly to customer price requests, an IT support person can set up a form letter with links to a spreadsheet that calculates incentives and discounts. In addition to configuring the software, the IT staff can create a user interface , which includes screens, commands, controls, and features that enable users to interact more effectively with the application. User interface design is described in Chapter 8.


In some situations, user applications offer a simple, low-cost solution. Most IT departments have a backlog of projects, and IT solutions for individuals or small groups do not always receive a high priority. At the same time, application software is more powerful, flexible, and user friendly than ever. Companies such as Microsoft and Corel offer software suites and integrated applications that can exchange data with programs that include tutorials, wizards, and Help features to guide less experienced users who know what they need to do but do not know how to make it happen.


Many companies empower lower-level employees by providing more access to data and more powerful data management tools. The main objective is to allow lower-level employees more access to the data they require to perform their jobs, with no intervention from the IT department. This can be accomplished by creating effective user interfaces for company-wide applications such as accounting, inventory, and sales systems. Another technique is to customize standard productivity software, such as Microsoft Word or Microsoft Excel, to create user applications. In either case, empowerment makes the IT department more productive because it can spend less time responding to the daily concerns and data needs of users and more time on high-impact systems development projects that support strategic business goals.


Empowerment reduces costs and makes good business sense, but companies that adopt this approach must provide the technical support that empowered users require. In most large and medium-sized companies, a service desk , or information center (IC) , within the IT department is responsible for providing user support. The service desk offers services such as hotline assistance, training, and guidance to users who need technical help.


Once they learn an application, many users can perform tasks that once required a programmer. Some user applications have powerful screen generators and report generators that allow users to design their own data entry forms and reports. For example, as shown in Figure 7-12 on the next page, Microsoft Access includes a Form Wizard and a Report Wizard, which are menu-driven tools that can create screen forms and reports. These design tools allow users to design specific input and output views that meet their operational needs — with little or no assistance required from the IT staff.


Users typically require spreadsheets, database management programs, and other software packages to meet their information needs. If user applications access corporate data, you must provide appropriate controls to ensure data security and integrity. For example, some files should be hidden totally from view; others should have read-only properties so users can view, but not change, the data.


THE SYSTEMS ANALYST’S ROLE


At some point in the systems development process, the company must decide whether to use an outsourcing option, develop software in-house, acquire a software package, develop user applications, or select some combination of these solutions. The decision will affect the remaining SDLC phases and your involvement as a systems analyst. The decision to develop software in-house, for example, will require more participation from the systems analyst than outsourcing or choosing a commercial package. Management usually makes a determination after receiving written recommendations from the IT staff and a formal presentation, which is described later in this chapter.


FIGURE 7-12 Microsoft Access includes Form Wizard and Report Wizard tools that ask a series of questions, and then create the form or report.


Screenshots used with permission from Microsoft


Even a single system can use a mix of software alternatives. For example, a company might purchase a standard software package to process its payroll, and then develop its own software to handle the interface between the payroll package and the company’s in-house manufacturing cost analysis system.


The evaluation and selection of alternatives is not a simple process. The objective is to obtain the product with the lowest total cost of ownership, but actual cost and performance can be difficult to forecast. With a large number of choices, how do you select the best alternative?


When selecting hardware and software, systems analysts often work as an evaluation and selection team . A team approach ensures that critical factors are not overlooked and that a sound choice is made. The evaluation and selection team also must include users, who will participate in the selection process and feel a sense of ownership in the new system.


The primary objective of the evaluation and selection team is to eliminate system alternatives that will not meet requirements, rank the alternatives that are feasible, and present the viable alternatives to management for a final decision. The process begins with a careful study of the costs and benefits of each alternative, as explained in the following section.


CASE IN POINT 7.2: STERLING ASSOCIATES


Joan Sterling is CEO and principal stockholder of Sterling Associates, which specializes in advising clients on IT projects and information systems development. Joan is creating a brochure for prospective new clients. She wants you to develop a section that describes payback analysis, ROI, and NPV in simple terms, and mentions the pros and cons of each financial analysis tool. She suggested that you start by viewing the Video Learning Sessions on financial analysis tools, and reviewing the material in Part C of the Systems Analyst’s Toolkit.


ANALYZING COST AND BENEFITS


Financial analysis tools have been around for a long time. From the abacus to the slide rule shown in Figure 7-13, people have always sought easier ways to work with numbers. This section describes cost and benefit analysis, and explains popular tools that can help you analyze an IT project.


In Chapter 2, you learned that economic feasibility is one of the four feasibility measurements that are made during the preliminary investigation of a systems request. Now, at the end of the systems analysis phase of the SDLC, you must apply financial analysis tools and techniques to evaluate development strategies and decide how the project will move forward. Part C of the Systems Analyst’s Toolkit describes three popular tools, which are payback analysis, return on investment (ROI), and net present value (NPV). These tools, and others, can be used to determine total cost of ownership (TCO), which was described in Chapter 4. At this stage, you will identify specific systems development strategies and choose a course of action. For example, a company might find that its total cost of ownership will be higher if it develops a system in-house, compared with outsourcing the project or using an ASP.


FIGURE 7-13 The slide rule was invented in the 17th century. The device uses logarithms to handle calculations. Engineers and scientists used slide rules into the 1950s and beyond.


© Laborant/Shutterstock.com


An accurate forecast of TCO is critical, because nearly 80% of total costs occur after the purchase of the hardware and software, according to Gartner, Inc. An IT department can develop its own TCO estimates, or use TCO calculation tools offered by vendors. For example, as shown in Figure 7-14 on the next page, HP offers an online TCO calculator that includes a questionnaire and a graphical display of results. HP also provides videos, white papers, and other resources for visitors to its site who want to learn more about TCO.


Video Learning Sessions Return on Investment (ROI)


© craftvision/iStockphoto


If you have an MIS CourseMate access code, you can launch interactive Video Learning Sessions to help you understand systems development concepts and practice your skills. You can watch the sessions on your computer or mobile device, and pause, rewind, or replay a video at any time. To log on to the MIS CourseMate site at www.cengagebrain.com , you must create a student account and then register this book.


This session is about return on investment (ROI) analysis. You’ll learn how to calculate the ROI for a project and how to use a spreadsheet to determine a project’s ROI.


FIGURE 7-14 HO offers a free online TCO calculator, and many resources to help viewers learn more about TCO.


©2012 Hewlett-Packard Development Company, L.P.


Financial Analysis Tools


Part C of the Systems Analyst’s Toolkit explains how to use three main cost analysis tools: payback analysis, return on investment (ROI), and net present value (NPV). Payback analysis determines how long it takes an information system to pay for itself through reduced costs and increased benefits. Return on investment (ROI) is a percentage rate that compares the total net benefits (the return) received from a project to the total costs (the investment) of the project. The net present value (NPV) of a project is the total value of the benefits minus the total value of the costs, with both costs and benefits adjusted to reflect the point in time at which they occur.


Video Learning Sessions Net Present Value (NPV)


© craftvision/iStockphoto


If you have an MIS CourseMate access code, you can launch interactive Video Learning Sessions to help you understand systems development concepts and practice your skills. You can watch the sessions on your computer or mobile device, and pause, rewind, or replay a video at any time. To log on to the MIS CourseMate site at www.cengagebrain.com , you must create a student account and then register this book.


This session is about net present value (NPV) analysis. You’ll learn how to calculate the NPV for a project and how to use a spreadsheet to determine a project’s NPV.


Cost-Benefit Analysis Checklist


In Chapter 2, you learned how to use the payback analysis tool during the preliminary investigation to help determine whether a project is economically feasible. Now, you will use all the financial analysis tools to evaluate various development strategies. The best way to apply the tools is to develop a cost-benefit checklist with the following steps:


· List each development strategy being considered.


· Identify all costs and benefits for each alternative. Be sure to indicate when costs will be incurred and benefits realized.


· Consider future growth and the need for scalability.


· Include support costs for hardware and software.


· Analyze various software licensing options, including fixed fees and formulas based on the number of users or transactions.


· Apply the financial analysis tools to each alternative.


· Study the results and prepare a report to management.


THE SOFTWARE ACQUISITION PROCESS


Although each situation is different, the following section describes a typical example of the issues and tasks involved in software acquisition.


Step 1: Evaluate the Information System Requirements


Based on your analysis of the system requirements, you must identify the system’s key features; consider network and Web-related issues; estimate volume and future growth; specify any hardware, software, or personnel constraints; and prepare a request for proposal or quotation.


IDENTIFY KEY FEATURES Whether you are considering in-house development or outsourcing options, you must develop a clear, detailed list of features that can serve as an overall specification for the system. Using the data you gathered during fact-finding, which was discussed in Chapter 4, you must list all system requirements and critical features. This information will be included in the system requirements document, which is the end product of the SDLC systems analysis phase.


CONSIDER NETWORK AND WEB-RELATED ISSUES As you evaluate the system requirements, you must consider network and Web-related issues. You must decide whether the system will run on a network, the Internet, or a company intranet, and build these requirements into the design. Also, you must determine whether the system will exchange data with vendor or customer systems, and ensure that the system will be compatible.


FIGURE 7-15 Volume estimates for an order processing system showing current activity levels and two forecasts: one based on the existing order processing procedures and another that assumes a new Web site is operational.


© Cengage Learning 2014


ESTIMATE VOLUME AND FUTURE GROWTH You need to know the current volume of transactions and forecast future growth. Figure 7-15 shows volume estimates for an order processing system. In addition to current levels, the figure displays two forecasts, one based on the existing order processing procedures and another that assumes a new Web site is operational.


A comparison of the two forecasts shows that the Web site will generate more new customers, process almost 80% more orders, and substantially reduce the need for sales reps and support staff. If you are considering in-house development, you must make sure that your software and hardware can handle future transaction volumes and data storage requirements. Conversely, if you are considering outsourcing, volume and usage data is essential to analyze ASP fee structures and develop cost estimates for outsourcing options.


SPECIFY HARDWARE, SOFTWARE, OR PERSONNEL CONSTRAINTS You must determine whether existing hardware, software, or personnel issues will affect the acquisition decision. For example, if the firm has a large number of legacy systems or if an ERP strategy has been adopted, these factors will have an impact on the decision. Also, you must investigate the company’s policy regarding outsourcing IT functions, and whether outsourcing is part of a long-term strategy. With regard to personnel issues, you must define in-house staffing requirements to develop, acquire, implement, and maintain the system — and determine whether the company is willing to commit to those staffing levels versus an outsourcing option.


PREPARE A REQUEST FOR PROPOSAL OR QUOTATION To obtain the information you need to make a decision, you should prepare a request for proposal or a request for quotation. The two documents are similar but used in different situations, based on whether or not you have selected a specific software product.


A request for proposal (RFP) is a document that describes your company, lists the IT services or products you need, and specifies the features you require. An RFP helps ensure that your organization’s business needs will be met. An RFP also spells out the service and support levels you require. Based on the RFP, vendors can decide if they have a product that will meet your needs. RFPs vary in size and complexity, just like the systems they describe. An RFP for a large system can contain dozens of pages with unique requirements and features. You can use an RFP to designate some features as essential and others as desirable. An RFP also requests specific pricing and payment terms.


Figure 7-16 shows an example of a ready-made RFP template offered by Infotivity Technologies. Notice that the vendor can choose from a range of responses, and also add comments.


When you evaluate several responses to an RFP, you might find it helpful to use an evaluation model. An evaluation model is a technique that uses a common yardstick to measure and compare vendor ratings.


FIGURE 7-16 Infotivity Technologies offers a ready-made RFP template that allows a wide range of reponses and comments.


© 1993–2010 Infotivity Technologies, Inc.


Figure 7-17 shows two evaluation models for a network project. The evaluation model at the top of the figure simply lists the key elements and each vendor’s score. The model at the bottom of the figure adds a weight factor. In this example, each element receives a rating based on its relative importance. Although the initial scores are the same in both models, notice that vendor A has the highest point total in the top example, but vendor C emerges as the best in the weighted model.


No standard method exists for assigning the weight factors. Each firm will have its own approach, which might be tailored to fit a specific situation. An analyst usually obtains as much input as possible, then circulates proposed values for further comment and, hopefully, a consensus.


Evaluation models can be used throughout the SDLC, and you will find them a valuable tool. You can use a spreadsheet program to build an evaluation model, experiment with different weighting factors, and graph the results.


A request for quotation (RFQ) is more specific than an RFP. When you use an RFQ, you already know the specific product or service you want and you need to obtain price quotations or bids. RFQs can involve outright purchase or a variety of leasing options and can include maintenance or technical support terms. Some vendors even provide convenient RFP or RFQ forms on their Web sites. RFPs and RFP or RFQs have the same objective: to obtain vendor replies that are clear, comparable, and responsive so you can make a well-informed selection decision.


FIGURE 7-17 The three vendors have the same initial ratings, but the two evaluation models produce different results. In the unweighted model at the top of the figure, vendor A has the highest total points. However, after applying weight factors, vendor C is the winner, as shown in the model at the bottom of the figure.


© Cengage Learning 2014


Step 2: Identify Potential Vendors or Outsourcing Options


The next step is to identify potential vendors or outsourcing providers. The Internet is a primary marketplace for all IT products and services, and you can find descriptive information on the Web about all major products and acquisition alternatives.


If you need to locate vertical applications for specific industries, you can research industry trade journals or Web sites to find reviews for industry-specific software. Industry trade groups often can direct you to companies that offer specific software solutions.


Another approach is to work with a consulting firm. Many IT consultants offer specialized services that help companies select software packages. A major advantage of using a consultant is that you can tap into broad experience that is difficult for any one company to acquire. Consultants can be located by contacting professional organizations or industry sources, or simply by searching the Internet. Using a consultant involves additional expense but can prevent even more costly mistakes.


No matter what topics interest you, there are sure to be one or more forums , or newsgroups , where people gather to meet, offer support, and exchange ideas. Forums can be hosted by private or public entities, or reside in a larger communities such as Google Groups, or Yahoo Groups, which allow users to join existing groups or start their own. You can search the Web for forums that interest you, or you can visit the sites of specific companies, such as Microsoft, that provide a valuable source of information for IT professionals, including blogs, technical chats, forums, RSS feeds, Webcasts, and other resources, as shown in Figure 7-18.


Step 3: Evaluate the Alternatives


FIGURE 7-18 Microsoft Communities is an excellent resource for IT professionals.


Screenshot used with permission from Microsoft.


After identifying the alternatives, you must select the one that best fits the company’s needs. You should obtain information about the options from as many sources as possible, including vendor presentations and literature, product documentation, trade publications, and companies that perform software testing and evaluation. To learn more about particular software packages, search the Internet using keywords that describe the application. Web sites maintained by consultants and software publishers often include product references and links to vendors. As part of the evaluation process, you should try to obtain information from existing users, test the application, and benchmark the package.


EXISTING USERS You can contact existing users to obtain feedback and learn about their experiences. For large-scale software packages, ASPs and vendors typically supply user references. User references are important because you need to know whether the software package has worked well for companies like yours. Be aware that some vendors limit their reference lists to satisfied clients, so you can expect mostly positive feedback from those firms.


APPLICATION TESTING If a software package is one of the options, find out if it is possible for users in your organization to try the product. For horizontal applications or small systems, using a demo copy to enter a few sample transactions could be an acceptable test. For vertical applications or large systems, a team of IT staff and users might need several days or weeks to perform tests.


BENCHMARKING To determine whether a package can handle a certain transaction volume efficiently, you can perform a benchmark test. A benchmark measures the time a package takes to process a certain number of transactions. For example, a benchmark test can measure the time needed to post 1,000 sales transactions.


If you use benchmarks, remember that a benchmark test is conducted in a controlled environment, which might not resemble the actual day-to-day situation at your company. Although benchmarking cannot predict your specific results, benchmark testing is a good way to measure relative performance of two or more competing products in a standard environment.


Many IT publications publish regular reviews of individual packages, including benchmark tests, and often have annual surveys covering various categories of software. Some of the publications shown in Figure 7-19 also offer online versions and additional Web-based features, search capability, and IT links.


You also can obtain information from independent firms that benchmark various software packages and sell comparative analyses of the results, as shown in Figure 7-20 on the next page. The Transaction Processing Performance Council (TPC) is an example of a non-profit organization that publishes standards and reports for its members and the general public.


Finally, you should match each package against the RFP features and rank the choices. If some features are more important than others, give them a higher weight using an evaluation model similar to the one shown in Figure 7-17 on page 281.


FIGURE 7-19 Many IT publications test and review software packages. Although an enormous amount of information is available on the Web, many IT professionals enjoy reading traditional magazines.


© ValeStock/Shutterstock.com


FIGURE 7-20 The Transaction Processing Performance Council is a nonprofit organization that publishes standards and reports for its members and the general public.


©2001–2012 TPC


Step 4: Perform Cost-Benefit Analysis


Review the suggestions in this chapter and in Part C of the Systems Analyst’s Toolkit, and develop a spreadsheet to identify and calculate TCO for each option you are considering. Be sure to include all costs, using the volume forecasts you prepared. If you are considering outsourcing options, carefully study the alternative fee structure models described earlier. If possible, prepare charts to show the results graphically, and build in what-if capability so you can gauge the impact if one or more variables change.


If you are considering a software package, be sure to consider acquisition options. When you purchase software, what you are buying is a software license that gives you the right to use the software under certain terms and conditions. For example, the license could allow you to use the software only on a single computer, a specified number of computers, a network, or an entire site, depending on the terms of the agreement. Other license restrictions could prohibit you from making the software available to others or modifying the program. For desktop applications, software license terms and conditions usually cannot be modified. For large-scale systems, license agreement terms often can be negotiated.


Also consider user support issues, which can account for a significant part of TCO. If you select an outsourcing alternative, the arrangement probably will include certain technical support and maintenance. If you choose in-house development, you must consider the cost of providing these services on your own. If you purchase a software package, consider a supplemental maintenance agreement , which offers additional support and assistance from the vendor. The agreement might provide full support for a period of time or list specific charges for particular services. Some software packages provide free technical support for a period of time. Afterward, support is offered with a charge per occurrence, or per minute or hour of technical support time. Some software vendors contact registered owners whenever a new release is available and usually offer the new release at a reduced price.


Step 5: Prepare a Recommendation


You should prepare a recommendation that evaluates and describes the alternatives, together with the costs, benefits, advantages, and disadvantages of each option. At this point, you may be required to submit a formal system requirements document and deliver a presentation. You should review the suggestions for presenting written proposals and oral presentations in Part A of the Systems Analyst’s Toolkit. Additional suggestions about preparing the system requirements document and the management presentation are contained in the following section.


Step 6: Implement the Solution


Implementation tasks will depend on the solution selected. In-house options will require more time and effort than outsourcing alternatives. For large systems or network installations, the process can require considerable time and effort. Your installation strategy should be planned well in advance, especially if any disruption of normal business operations is expected. If the software package is customized, then the task will be more complex and difficult.


Before the new software becomes operational, you must complete all implementation steps, including loading, configuring, and testing the software; training users; and converting data files to the new system’s format. Chapter 11 discusses implementation strategies and techniques in more detail.


CASE IN POINT 7.3: DOUG’S SPORTING GOODS


Doug’s Sporting Goods sells hiking and camping supplies. The company has grown considerably in the last two years. Doug Sawyer, the company’s founder and president, wants to develop a customer order entry system and hired your IT consulting firm to advise him about software alternatives. Doug is leaning toward in-house development because he does not want to depend on outside vendors and suppliers for technical support and upgrades. Doug also says that he is not interested in selling on the Web, but that could change in the future.


Doug wants to meet with you tomorrow to make a decision. What will you say to Doug at the meeting?


COMPLETION OF SYSTEMS ANALYSIS TASKS


To complete the systems analysis phase, you must prepare the system requirements document and your presentation to management.


System Requirements Document


The system requirements document , or software requirements specification , contains the requirements for the new system, describes the alternatives that were considered, and makes a specific recommendation to management. This important document is the starting point for measuring the performance, accuracy, and completeness of the finished system before entering the systems design phase.


The system requirements document is like a contract that identifies what the system developers must deliver to users. Recall that system requirements are identified during the fact-finding process, and a system requirements checklist is created at that time. Various examples of system requirements are listed on pages 147–149 in Chapter 4. You should write the system requirements document in language that users can understand so they can offer input, suggest improvements, and approve the final version.


Because the system requirements document can be lengthy, you should format and organize it so it is easy to read and use. The system requirements document should include a cover page and a detailed table of contents. You also can add an index and a glossary of terms to make the document easier to use. The content of the system requirements document will depend on the company and the complexity of the system.


Presentation to Management


The presentation to management at the end of the systems analysis phase is one of the most critical milestones in the systems development process. At this point, managers make key decisions that affect the future development of the system.


Prior to a management presentation, you might give two other presentations: one to the principal individuals in the IT department to keep them posted, and another presentation to users to answer their questions and invite feedback. The system requirements document is the basis for all three presentations, and you should distribute the document (or a summary) in advance so the recipients can review it.


When preparing your presentation, you should review the suggestions in Part A of the Systems Analyst’s Toolkit, which will help you design and deliver a successful presentation. If you plan a slide presentation, you should review the Toolkit guidelines for effective presentations. In addition to the techniques found in the Toolkit, also keep the following suggestions in mind:


· Begin your presentation with a brief overview of the purpose and primary objectives of the system project, the objectives of this presentation, and what decisions need to be made.


· Summarize the primary viable alternatives. For each alternative, describe the costs, advantages, and disadvantages.


· Explain why the evaluation and selection team chose the recommended alternative.


· Allow time for discussion and for questions and answers.


· Obtain a final decision from management or agree on a timetable for the next step in the process.


The object of the management presentation is to obtain approval for the development of the system and to gain management’s full support, including necessary financial resources. Management probably will choose one of five alternatives: develop an in-house system, modify a current system, purchase or customize a software package, perform additional systems analysis work, or stop all further work. Depending on their decision, your next task as a systems analyst will be one of the following:


1. Implement an outsourcing alternative. If outsourcing is selected, you will work with representatives of the service provider to achieve a smooth transition to the new environment.


2. Develop an in-house system. Begin systems design tasks, as described in Chapters 8, 9, and 10.


3. Purchase or customize a software package. Negotiate the purchase terms with the software vendor for management approval. Then, if the package will be used without modification, you can begin planning the systems implementation phase. If you must make modifications to the package, your next step is to start the systems design phase. If the vendor will make the modifications, then your next step is to start planning the testing and documentation of the modifications as part of the systems implementation phase, which is described in Chapter 11.


4. Perform additional systems analysis work. Management might want you to investigate certain alternatives further, explore alternatives not examined, develop a prototype, reduce the project scope because of cost constraints, or expand the project scope based on new developments. If necessary, you will perform the additional work and schedule a follow-up presentation.


5. Stop all further work. The decision might be based on your recommendation, a shift in priorities or costs, or for other reasons. Whatever the reason, if that is management’s decision, then you have no additional tasks for the project other than to file all your research in a logical location so it can be retrieved if the project is reopened in the future.


After the presentation and management decision, you will begin a transition to the systems design phase of the SDLC. If you are developing an in-house system or modifying a package, you will build a model of the proposed system and start designing the user interface, output, input, and data structures.


TRANSITION TO SYSTEMS DESIGN


In a traditional SDLC environment, systems design usually started when the systems analysis phase was done. Using the system requirements specification as a blueprint, developers transformed the logical design into a working model that could be tested, reviewed by users, and implemented. Today, the process is much more dynamic. In general, systems development is faster, more flexible, and more user-oriented. The introduction of adaptive methods such as agile development and extreme programming has changed the landscape significantly. Depending on the project, system developers often blend traditional and cutting-edge development methods, because what works in one situation might not work in another.


This textbook discusses systems analysis in Chapters 4, 5, 6, and 7, and systems design in Chapters 8, 9, and 10. However, in a typical IT workplace, all these tasks — and more — are integrated and managed together.


This section discusses preparation for systems design and the relationship between logical and physical design.


Preparing for Systems Design


Regardless of the development method, systems design requires accurate documentation. Traditionally, a system requirements document provided detailed specifications for output, input, data, processes, and whatever else was needed. Although agile methods do not require a particular form of documentation, a successful development team must understand and record user requirements as they evolve during the project.


Logical and Physical Design


A logical design defines what must take place, not how it will be accomplished. Logical designs do not address the actual methods of implementation. In contrast, a physical design is like a set of blueprints for the actual construction of a building. Typically, a physical design describes the actual processes of entering, verifying, and storing data; the physical layout of data files and sorting procedures, the format of reports, and so on. Because logical and physical designs are related so closely, good systems design is impossible without careful, accurate systems analysis. For example, you might return to fact-finding if you discover that you overlooked an important issue, if users have significant new needs, or if legal or governmental requirements change.


CASE IN POINT 7.4: DOWNTOWN!


Downtown! is a rapidly growing Web-based retailer with about 100 management and technical support employees at its headquarters office in Florida. Mary Estrada, the firm’s IT manager, is planning a new information system that will give users better access to sales and marketing data and trends. She has a concern, however. She knows that users often request reports but use only a small portion of the data. In many offices she sees inboxes filled with printed reports gathering dust. Mary asked for your opinion: What if new system users could design most of their own reports without assistance from the IT staff, by using a powerful, user-friendly report writer program? Do you think they would request as many reports or the same types of reports? What are the pros and cons of giving users total control over output?


A QUESTION OF ETHICS


© faberfoto_it/iStockphoto


Sally works as a junior analyst for a medium-sized IT consulting firm. Her manager, Bob, has asked her to draft a response to an RFP from a large company that is seeking IT consulting services in connection with a new accounting system.


As Sally worked on the RFP, she noticed a specific question about her firm’s recent experience on this type of system. To the best of her knowledge, the firm has only worked on one other accounting project in the last three years. When Bob saw Sally’s draft response, he was upset about the way she answered the question. “You don’t have to be quite that candid,” he said.” Even though we only had one formal project, we do have several people who worked on accounting systems before they came here.”


“Yes,” Sally replied, “But that isn’t what the question is asking.” As he left her office, Bob’s final comment was, “If we want that job, we’ll have to come up with a better answer.” Thinking about it, Sally isn’t comfortable with anything but a straight answer. Is this an ethical question? What are Sally’s options?


CHAPTER SUMMARY


This chapter describes system development strategies, and he preparation and presentation of the system requirements document.


An important trend that views Software as a Service (SaaS), rather than a product, has created new software acquisition options. Systems analysts must consider Web-based development environments such as .NET and WebSphere, and various outsourcing options, including application service providers and Internet business services. Application service providers (ASPs) charge subscription fees for providing application software packages. Internet business services (IBSs) offer powerful Web-based servers, software hosting, and IT support services to customers.


Traditional systems must function in various hardware and software environments, be compatible with legacy systems, and operate within the constraints of company networks and desktop computing capability. Such systems utilize Internet links and resources as enhancements. In contrast, Internet-based systems treat the Web as the platform, rather than just a communication channel. Many large companies use Web-based systems to handle enterprise-wide applications. Compared to traditional systems, Web-based systems are more scalable, less dependent on specific hardware and software, and more adaptable to outsourcing the operation and support of a software application.


The new Web generation is called Web 2.0, and it is fueling the expansion of information sharing, user collaboration, and social-networking applications such as Twitter, LinkedIn, and Facebook. Another development, called cloud computing because of the commonly used cloud symbol for the Internet, describes an overall online software and data environment, powered by supercomputer technology, that is the ultimate form of Software as a Service.


If a company chooses to handle its own software development needs, it can create in-house systems, or purchase (and possibly customize) commercially available software packages from a software vendor or value-added reseller (VAR).


Compared with developing an in-house system, an existing commercial software package can be an attractive alternative, because a package generally costs less, takes less time to implement, has a proven track record, and is upgraded frequently. In-house development or customizing a software package might be the best choice when a standard software package cannot meet specific business requirements or constraints. In addition to customizing software packages, companies can create user applications based on standard software that has been specially configured to enhance user productivity.


The systems analyst’s role in the software development process depends on the specific development strategy. In-house development requires much more involvement than outsourcing or choosing a commercial package.


The most important factor in choosing a development strategy is total cost of ownership (TCO). Financial analysis tools include payback analysis, which determines how long it takes for a system to pay for itself through reduced costs and increased benefits; return on investment (ROI), which compares a project’s total return with its total costs; and net present value (NPV), which analyzes the value of a project by adjusting costs and benefits to reflect the time that they occur.


The process of acquiring software involves a series of steps: evaluate the system requirements, consider network and Web-related issues, identify potential software vendors or outsourcing options, evaluate the alternatives, perform cost-benefit analysis, prepare a recommendation, and implement the solution. During software acquisition, a company can use a request for proposal (RFP) or a request for quotation (RFQ). An RFP invites vendors to respond to a list of system requirements and features; an RFQ seeks bids for a specific product or service.


The system requirements document is the deliverable, or end product, of the systems analysis phase. The document details all system requirements and constraints, recommends the best solution, and provides cost and time estimates for future development work. The system requirements document is the basis for the management presentation. At this point, the firm might decide to develop an in-house system, modify the current system, purchase or customize a software package, perform additional systems analysis work, or stop all further work.


Key Terms


application service provider (ASP) 264


benchmark 279


build or buy 266


business process outsourcing (BPO) 263


cloud computing 263


evaluation and selection team 273


evaluation model 276


fixed fee model 264


forum 278


global outsourcing 265


horizontal application 267


in-house software 266


information center (IC) 271


Internet business services (IBS) 264


logical design 283


maintenance agreement 280


make or buy 266


managed hosting 264


middleware 262


.NET 261


net present value (NPV) 274


newsgroup 278


offshore outsourcing 265


outsourcing 265


payback analysis 274


physical design 283


report generator 271


request for proposal (RFP) 276


request for quotation (RFQ) 277


return on investment (ROI) 274


screen generator 271


service desk 271


service provider 263


Software as a Service (SaaS) 260


software license 280


software package 266


software requirements specification 281


software vendor 267


subscription model 264


system requirements document 281


transaction model 265


usage model 265


user application 270


user interface 271


value-added reseller (VAR) 267


vertical application 267


Web 2.0 263


WebSphere 261


Chapter Exercises


Questions


1. Describe the concept of software as a service rather than a product. Is this an important trend? Why or why not?


2. Explain the difference between horizontal and vertical application software. Suggest two examples of each type.


3. What are three typical reasons why companies develop their own information systems?


4. What are user applications? Suggest three examples that could boost user productivity.


5. What are main steps in the software acquisition process?


6. What is an RFP, and how does it differ from an RFQ?


7. What is the purpose of a benchmark test? Suggest at least two examples of benchmarks.


8. What is an evaluation model? How would you create a weighted evaluation model?


9. What decisions might management reach at the end of the systems analysis phase, and what would be the next step in each case?


10. Explain the relationship between logical and physical design.


Discussion Topics


1. As more companies outsource systems development, will there be less need for in-house systems analysts? Why or why not?


2. Suppose you tried to explain the concept of weighted evaluation models to a manager, and she responded by asking, “So, how do you set the weight factors? Is it just a subjective guess?” How would you reply?


3. Select a specific vertical application to investigate. Visit local computer stores and use the Internet to determine what software packages are available. Describe the features of two packages.


4. Select a specific horizontal application to investigate. Visit local computer stores and use the Internet to determine what software packages are available. Describe the features of two packages.


Projects


1. Various firms and organizations offer IT benchmarking. Locate an example on the Internet, and describe its services.


2. Turn to Part C of the Systems Analyst’s Toolkit and review the concept of net present value (NPV). Determine the NPV for the following: An information system will cost $95,000 to implement over a one-year period and will produce no savings during that year. When the system goes online, the company will save $30,000 during the first year of operation. For the next four years, the savings will be $20,000 per year. Assuming a 12% discount rate, what is the NPV of the system?


3. Visit the IT department at your school or at a local company and determine whether the systems were developed in-house or purchased. If packages were acquired, find out what customizing was done, if any. Write a brief memo describing the results.


4. To create user applications as described in this chapter, systems analysts often use macros. Learn more about macros by using the Help feature in Microsoft Word, and suggest three tasks that might be performed by macros.


Apply Your Knowledge


This section contains four mini-cases. Each case describes a situation, explains your role, and requires you to apply what you learned in the chapter.


1 Sandy Shores Time Shares


Sandy Shores Time Shares is one of the largest time-sharing and rental brokers for vacation cottages along the North Carolina coast. After 10 successful years of matching up owners and renters, Sandy Shores decided to acquire a computerized reservation and booking system. Tim Burns, the owner of Sandy Shores, read an article about software packages, and he asked you, as an IT consultant, for your advice.


Tasks


1. Would the new reservation and booking system be a horizontal or a vertical application? Explain your answer.


2. What software development and acquisition strategies should Sandy Shores consider?


3. Conduct an Internet search for online reservation systems, software, and services that Sandy Shores might consider. Describe your findings.


4. As a systems analyst, what would your role be in helping Sandy Shores develop a new system? Would the acquisition strategy affect your role? Why or why not?


2 Atrium Bio-Medical Supply, Inc.


Atrium Bio-Medical Supply is a medium sized regional supplier of medical and laboratory equipment. Since starting the company 12 years ago, Victoria Dawn has built Atrium into a competitive supply company across several metro areas, but her growth potential is limited because the firm does not have an integrated sales and logistics system. Victoria asked you to evaluate Atrium’s options for acquiring a new system.


Tasks


1. What options does Atrium have for acquiring a new system?


2. What are the pros and cons of in-house development versus purchasing a system?


3. If the decision is made to purchase a new system, what are three options for customizing the software?


4. Based on Part C of the Systems Analyst’s Toolkit, what financial analysis tools should you use to evaluate the software acquisition options for Atrium? Explain how you would apply each of the tools.


3 Leading Edge Climbing Equipment


Leading Edge Climbing Equipment is a retail rock climbing equipment vendor that is planning to install a new order entry and transaction processing system. As Leading Edge’s IT manager, you are preparing for a follow-up meeting to confirm the owner’s decision to move forward with the system.


Tasks


1. In deciding on your proposal, what options do the owners have?


2. If the owners decide to purchase or customize a software package, what steps will you take?


3. Explain the difference between logical and physical design.


4. Describe the steps typically performed in systems design.


4 IT News and Views


You are a staff writer at IT News and Views, a popular online newsletter aimed at IT professionals. Your editor has asked you to prepare a special report for next week’s edition. Specifically, she wants you to research the subject of software outsourcing, and other significant trends that might affect software development in the future. She wants you to cite specific sources for your information, including current IT employment statistics and employment forecasts from the U.S. Bureau of Labor Statistics.


Tasks


1. Search for information about software outsourcing generally, using the search techniques described in Part D of the Systems Analyst’s Toolkit.


2. Visit the Bureau of Labor Statistics site at www.bls.gov and search for information about employment trends affecting systems analysts, computer programmers, and software engineers.


3. Does the Bureau of Labor Statistics offer any comments or insights into the subject of outsourcing generally? What conclusions does it reach?


4. In your report, comment on whether the offshore outsourcing of IT jobs is just another step in the progression that began with manufacturing jobs, or represents a whole new trend. Be sure to cite Web research sources and your own reasons.


Case Studies


Each chapter includes a Chapter Case, a Continuing Case, a Capstone Case, and an Online Case Simulation. You can learn more about the Online Case Simulation in the MIS CourseMate Features section.


Chapter Case: Campus Bikes (Part 2)


In Chapter 6, you learned that Campus Bikes is a popular bicycle shop located near a major university. The shop sells several brands of new bikes, including everything from high-end racing models to beach cruisers. In addition to sales of new bikes and accessories, Mark’s service department is always busy. The staff includes Mark himself, a bookkeeper, two part-time sales reps, a full-time mechanic, and several part-time service helpers who assemble bikes.




Background


Until now, the owner, Mark Turner, kept the business records on his personal computer. He created a simple database to keep track of inventory, but it is not always up-to-date. He also developed spreadsheets to track expenses and payroll. The business has grown and Mark wants to install a new computer system to handle all business functions.


You are a lab assistant in the computer information department at the college. You earned a computer science degree at a two-year school, and you recently decided to work toward your four-year degree. Mark recently asked you to help him plan a system for Campus Bikes. You used an object-oriented approach to create a model of the business functions and actors involved.


Now Mark wants you to do a “make or buy” analysis. Specifically, you will look into the pros and cons of in-house development versus purchase of a software package. Your research indicates that the most popular bike shop package is offered by a vendor called BikeData.


In your last meeting, Mark said that tangible savings for a new system would be hard to measure, but improved customer care, better service department records, and increased productivity are expected. Mark estimates that these benefits will add up to about $3,000 per year, whether the system is developed in-house, or purchased from BikeData.


You decide to compare relative costs to establish a total cost of ownership (TOC) over the useful life of the system. Based on your research, you put together the following summary:




Costs for Option A: Develop In-house


· The system will have a six-year useful life, be very flexible, and easiest to maintain.


· It will cost $15,000 to develop, install, and configure the system, and $1,000 to load existing data.


· Mark and the bookkeeper can handle day-to-day support with no added expense.


Costs for Option B: Purchase BikeData Software Package


· This is a vertical package with a four-year useful life.


· The software is less flexible than an in-house system and some customizing will be needed.


· It will cost $8,000 to purchase, $1,500 to install and configure, $2,500 to load existing data, and $1,000 additional hardware will be needed


· Support is free for the first year, then there is a $2,000 annual fee


Benefits for Both Options: $3,000 per year




Tasks


1. Prepare a detailed list of pros and cons of in-house versus software purchase.


2. Calculate ROI for both options.


3. Calculate NPV for both options. Use an 8% discount factor.


4. Create a PowerPoint presentation for Mark showing the results of your analysis, including recommendations and reasons.


Continuing Case: Personal Trainer, Inc.


Personal Trainer, Inc. owns and operates fitness centers in a dozen Midwestern cities. The centers have done well, and the company is planning an international expansion by opening a new “supercenter” in the Toronto area. Personal Trainer’s president, Cassia Umi, hired an IT consultant, Susan Park, to help develop an information system for the new facility. During the project, Susan will work closely with Gray Lewis, who will manage the new operation.




Background


During data and process modeling, Susan Park developed a logical model of the proposed system. She drew an entity-relationship diagram and constructed a set of leveled and balanced DFDs. Now Susan is ready to consider various development strategies for the new system. She will investigate traditional and Web-based approaches and weigh the pros and cons of in-house development versus other alternatives. Before you begin, you should review the background information and facts contained in Chapters 2, 4, and 5 of the case study.




Tasks


1. What options does Personal Trainer have for developing a new system? What are some specific issues and options that Susan should consider in making a decision?


2. Susan has been asked to prepare a system requirements document and deliver a presentation to the management team. What should be the main elements of the system requirements document?


3. Based on the suggestions in Part A of the Systems Analyst’s Toolkit, what visual aids should Susan use during her presentation?


4. Susan wants to prepare a presentation that will calculate the total cost of ownership for the system. What financial analysis tools are available to her, and what are the advantages (and possible disadvantages) of each tool?


Capstone Case: New Century Wellness Group


New Century Wellness Group offers a holistic approach to healthcare with an emphasis on preventive medicine as well as traditional medical care. In your role as an IT consultant, you will help New Century develop a new information system.




Background


Based on your earlier recommendations, New Century decided to continue the systems development process for a new information system. Now, at the end of the systems analysis phase, you are ready to prepare a system requirements document and give a presentation to the New Century associates. Many of the proposed system’s advantages were described during the fact-finding process. Those include smoother operation, better efficiency, and more user-friendly procedures for patients and New Century staff.


You also must examine tangible costs and benefits to determine the economic feasibility of several alternatives. If New Century decides to go ahead with the development process, the main options are to develop the system in-house or purchase a vertical package and configure it to meet New Century’s needs. You have studied those choices and put together some preliminary figures.


You know that New Century’s current workload requires six hours of office staff overtime per week at a base rate of $15 per hour. In addition, based on current projections, New Century will need to add another full-time clerical position in about six months. Neither the overtime nor the additional job will be needed if New Century implements the new system. The current manual system also causes an average of three errors per day, and each error takes about 20 minutes to correct. The new system should eliminate those errors.


You estimate that by working full-time you could complete the project in about 12 weeks. Your consulting rate, which New Century agreed to, is $35 per hour. If you design the new system as a database application, you can expect to spend about $2,500 for a networked commercial package. After the system is operational and the staff is trained, New Century should be able to handle routine maintenance tasks without your assistance.


As an alternative to in-house development, a vertical software package is available for about $12,000. The vendor offers a lease-purchase package of $4,000 down, followed by two annual installments of $4,000 each. If New Century buys the package, it would take you about four weeks to install, configure, and test it, working full-time. The vendor provides free support during the first year of operation, but then New Century must sign a technical support agreement at an annual cost of $600. Although the package contains many of the features that New Century wants, most of the reports are pre-designed and it would be difficult to modify their layouts.


No matter which approach is selected, New Century probably will need you to provide about 10 hours of initial training and support each week for the first three months of operation. After the new system is operational, it will need routine maintenance, file backups, and updating. These tasks will require about four hours per week and can be performed by a clinic staff member. In both cases, the necessary hardware and network installation will cost about $12,500.


In your view, the useful life of the system will be about five years, including the year in which the system becomes operational.


You are scheduled to deliver a presentation to New Century next week, and you will submit a system requirements document at that time. To prepare yourself, you reviewed the skills described in Part A of the Systems Analyst’s Toolkit, and you listed tips to remember, as follows:




Presentation Tips


· Use suitable visual aids.


· Use presentation software, if possible.


· Distribute handouts before, during, or after the presentation.


· Follow the guidelines in Part A of the Systems Analyst’s Toolkit.


· Keep your presentation to 30 minutes, including 5 minutes for questions.


System Requirements Document Tips


· Follow the guidelines in Part A of the Systems Analyst’s Toolkit.


· Include charts, graphs, or other helpful visual information in the document. Also include other material to help the audience understand the new system and decide on the next step.


· Spell check and carefully proofread the entire document.


· For readability, try to keep the Flesch Reading Ease score above 60, and aim for a Flesch-Kincaid Grade Level of 8.0 to 9.0.


Tasks


1. Provide an overview of the proposed system, including costs and benefits, with an explanation of the various cost-benefit types and categories.


2. Develop an economic feasibility analysis, using payback analysis, ROI, and present value (assume a discount rate of 10%).


3. Prepare a context diagram and diagram 0 for the new system.


4. Provide a brief explanation of the various alternatives that should be investigated if development continues, including in-house development and any other possible strategies.


CASE Tool Workshop


Systems analysts use CASE tools to help them plan, build, and maintain information systems. To learn more about CASE tools, turn to Part B of the Toolkit that follows Chapter 12. You can complete these tasks with the Visible Analyst® CASE tool, which is available with this textbook, or a similar tool.




Background


Suppose your company wants to create a logical model of a proposed information system, and then decide whether to develop the system in-house and purchase a software package. You have been asked to use a CASE tool to construct the model.




Tasks


1. After you perform fact-finding, you begin to work on the model. What diagrams will you create, and why? Will you use DFDs, object models, or both? Will you create an entity-relationship diagram? Explain your answers.


2. Most CASE tools can generate program code directly from diagrams and a central repository, and some tools are able to export the repository to a database management program, where the design can be implemented. Since you don’t know whether the new system will be developed in-house, it would be helpful to know more about this in advance. Perform research on the CASE tool you are using to learn what code-generation and export features are available, and describe your findings.


MIS CourseMate Features


If you have an MIS CourseMate access code, you can reinforce and extend your learning with premium content created for this textbook. For example, you can launch interactive Video Learning Sessions to help you understand systems development concepts and practice your skills. In addition, you can use MindTap Reader, which is a full, interactive, digital e-book.




MIS CourseMate also offers many learning features within each chapter, including an Online Case Simulation, a Critical Thinking Challenge, Video Learning Tasks, and a set of Learn It Online activities. To log on to the MIS CourseMate site at www.cengagebrain.com , you must create a student account and register this book.


Online Case Simulation: SCR Associates


Session 7: Development Strategies




Overview


The SCR Associates case study is a Web-based simulation that allows you to practice your skills in a real-world environment. The firm offers IT consulting, solutions and training. SCR plans to open a new high-tech training center, and needs to develop a Training Information Management System (TIMS) to support the operation. You are a newly hired systems analyst reporting to Jesse Baker, systems group manager, and will help her develop the system.


The case study takes you to the SCR Web site, where you receive e-mail and voice mail messages from Jesse, obtain information from SCR’s resource libraries, and perform various tasks. Jesse has high standards, but seems very fair. She made it clear that she expects your work to be accurate, thorough, and professional.




Before You Begin


To prepare for this work session, you should review the following topics:


· Cost-benefit analysis


· Pros and cons of in-house development




How Do I Use the Online Case Simulation?


· Read the preview, and review the Chapter 1 background material if necessary.


· Visit the MIS CourseMate Web site at www.cengagebrain.com , locate the SCR Case Simulation, and click the intranet link. Enter your name and the password sad10e.


· When the opening screen displays, select this session. Then check your e-mail and voice mail, and start to work on your task list.




Preview: Session 7


As you consider various development strategies for the TIMS system, you receive specific directions from your supervisor, Jesse Baker. She wants you to determine whether vertical software packages exist for TIMS, and she wants you to explore outsourcing options for the new system. She also expects you to conduct a cost-benefit analysis of developing TIMS in-house, and she wants your input on outsourcing and prototyping. She suggested that you check the SCR data library for more information.


Critical Thinking Challenge


In addition to technical ability, IT professionals need critical thinking skills. This feature can help you practice perception, organization, analysis, problem-solving, and decision-making skills that will be valuable in the workplace. You can visit www.criticalthinking.org to learn more about critical thinking and why it is so important.




Background


You are helping the IT team at Game Technology study several software acquisition options for their Customer Contact Care system (C3). First, you review Chapter 7 of your systems analysis textbook and the material on financial analysis tools, including the Video Learning Sessions. The IT team is considering two commercial software packages and an in-house development option, as follows:


Option


Description


Costs


Benefits


Software Solutions, Inc.


Software package Four-year useful life Less flexible than in-house system Some customizing needed


$8,000 to purchase $1,500 to install and configure $2,500 to load existing data $1,000 additional hardware needed $2,000 annual support fee after first year free


$9,000/yr through positive customer response. Cannot predict other specific savings. Increased sales, improved customer care, and better productivity are expected.


CRM Corp.


Software package Five-year useful life Less flexible than in-house system Moderate customizing needed Runs slower than other options


$7,000 to purchase $2,500 to install and configure $2,000 to load existing data $4,000 additional hardware needed $1,200 annual support fee in all five years


Same as above


Develop c3 system in-house


In-house system Six-year useful life, can use our software and hardware Easiest to update and maintain


$15,000 to develop, install, and configure $1,000 to load existing data Existing staff can handle support


Same as above


 

Homework is Completed By:

Writer Writer Name Amount Client Comments & Rating
Instant Homework Helper

ONLINE

Instant Homework Helper

$36

She helped me in last minute in a very reasonable price. She is a lifesaver, I got A+ grade in my homework, I will surely hire her again for my next assignments, Thumbs Up!

Order & Get This Solution Within 3 Hours in $25/Page

Custom Original Solution And Get A+ Grades

  • 100% Plagiarism Free
  • Proper APA/MLA/Harvard Referencing
  • Delivery in 3 Hours After Placing Order
  • Free Turnitin Report
  • Unlimited Revisions
  • Privacy Guaranteed

Order & Get This Solution Within 6 Hours in $20/Page

Custom Original Solution And Get A+ Grades

  • 100% Plagiarism Free
  • Proper APA/MLA/Harvard Referencing
  • Delivery in 6 Hours After Placing Order
  • Free Turnitin Report
  • Unlimited Revisions
  • Privacy Guaranteed

Order & Get This Solution Within 12 Hours in $15/Page

Custom Original Solution And Get A+ Grades

  • 100% Plagiarism Free
  • Proper APA/MLA/Harvard Referencing
  • Delivery in 12 Hours After Placing Order
  • Free Turnitin Report
  • Unlimited Revisions
  • Privacy Guaranteed

6 writers have sent their proposals to do this homework:

Best Coursework Help
University Coursework Help
Top Essay Tutor
Homework Guru
Helping Hand
Innovative Writer
Writer Writer Name Offer Chat
Best Coursework Help

ONLINE

Best Coursework Help

I am an Academic writer with 10 years of experience. As an Academic writer, my aim is to generate unique content without Plagiarism as per the client’s requirements.

$230 Chat With Writer
University Coursework Help

ONLINE

University Coursework Help

Hi dear, I am ready to do your homework in a reasonable price.

$232 Chat With Writer
Top Essay Tutor

ONLINE

Top Essay Tutor

I have more than 12 years of experience in managing online classes, exams, and quizzes on different websites like; Connect, McGraw-Hill, and Blackboard. I always provide a guarantee to my clients for their grades.

$235 Chat With Writer
Homework Guru

ONLINE

Homework Guru

Hi dear, I am ready to do your homework in a reasonable price and in a timely manner.

$232 Chat With Writer
Helping Hand

ONLINE

Helping Hand

Hello, I an ranked top 10 freelancers in academic and contents writing. I can write and updated your personal statement with great quality and free of plagiarism as I am a master writer with 5 years experience in similar ps and research writing projects. Kindly send me more information about your project. You can award me any time as I am ready to start your project curiously. Waiting for your positive response. Thank you!

$225 Chat With Writer
Innovative Writer

ONLINE

Innovative Writer

I have read and understood all your initial requirements, and I am very professional in this task, I would be the best choice for this project, I am a PhD writer with 6-7 years of experience and can deliver quality notes to tight deadlines. I can generally compile up to 10 pages of lecture notes per day. I am known as Unrivaled Quality, Written to Standard, providing Plagiarism-free woork, and Always on Time

$225 Chat With Writer

Let our expert academic writers to help you in achieving a+ grades in your homework, assignment, quiz or exam.

Similar Homework Questions

100 information literacy success 4th edition - Sample grounded theory research questions - Spandeck engineering s pte ltd - What did mrs margarine think about her sister's husband - What do uchida and momaday feel toward their families - Stakeholder - Deakin late submission policy - Why america is self segregating - Central michigan university construction management - Assignment - Application of Concepts from Caring Science (Watson’s Caring Theory as a guide for practice). - Samsung unethical business practices 2016 - Stephanie leippert facebook - Heifetz and laurie 1997 - Northumbria university academic calendar - Step by step process of conducting the dismissal meeting - Bethany hamilton contributions to society - What is the concentration of acetic acid in vinegar - GH8 - Psychology from inquiry to understanding 3rd ed - Under armour mission and vision statement - How far is the closest black hole - A partial relative frequency distribution is given - Ece 313 week 4 discussion 1 - Capital brewing dan murphys - Central boiler corrosion inhibitor plus - Tegular ceiling tile definition - Gentra puregene blood kit - 15/1 assembly drive varsity lakes - Rajesh prakash noida authority - The virtue of courage should enable one to face danger - A one-to-one conversation - Econ 705 lsus - Health watch clinic jandakot - Formal and informal letter writing exercises - Observing chemical reactions lab report - 119 tallawalla street beverly hills - The greek marketplace where philosophy was debated was called - Flinders car park 13 - Income statements for burch company for 2018 and 2019 follow - Push pull legs workout routine pdf - Premier league fitness test - Individual vs family therapy - 3 2i 7 i - 1: Describe at least 4 things that the earliest civilizations - Is grapes biotic or abiotic - Msu mcs urine test - The perfect picture james thom pdf - 250 word essay due NLT Nov 2 - Bibliographys - ECE Journal due in 24 hours - Major nerves that serve the following body areas - WRD - First and second order rate laws - William cronon changes in the land - Key organizational enablers for effective demand management - 24853 n 79th ln peoria az 85383 - Thailand girl's supernatural power at the bus stop - Words with root cogn - Which units are used to express sound intensity - Cypher in the snow story - Who played harmonica on when the levee breaks - What is mondelez international's corporate strategy - Distracted Driver Project proposal - Intervention specialist interview questions - Los vendidos by luis valdez - Discrete serial and continuous skills - Http garote bdmonkeys net bsri html - Hunter united employees credit union limited - Hello kitty happy party pals passwords - List of gothic elements - Variable speed drive wiki - A production budget should be prepared before the sales budget - Technical description for a non specialized audience - Sodium chloride equivalent method - The cardinal virtues that aristotle claims are crucial to living a flourishing life are - UNIT VI ARTICLE CRITIQUE - Essay - How to answer business law questions for exam - Cannon-bard theory of emotion - Qs 20 3p qd 220 5p - Premier art supplies kent town sa - York st john moodle - Remote xianggelila sheet music pdf - Angular speed to linear speed - Macbeth study questions act 5 answers - Animal farm sheep chant - Western general hospital consultants - Bacp accreditation criteria 6 - Storyworks the flaming sky answer key - Give examples of applications of ipsec - ACCOUNTING/FINANCE d2 - What does the handkerchief mean to othello - Analysis essay - Harrison bergeron questions and answers - Geraint jones coventry university - Lyrics for holy night - What is the lactate inflection point - COPD - American dream then and now - Doo wop chart topper for the marcels