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ALISON: Diploma in Project Management

Questions & Answers about The analysis phase - The Analysis Phase: identification and description of problem areas in the current system

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- Module: The analysis phase
- Topic: The Analysis Phase: identification and description of problem areas in the current system

Latest Questions

  • ANNETTE ROBINSON United States of America This section kinda help with the previous slide.
    2014-09-09 13:09:28

  • Jones Hanungu Munang'andu Zambia Management support Management reporting systems A large category of information systems comprises those designed to support the management of an organization. Those systems rely on data obtained by transaction processing systems, as well as data acquired outside the organization (such as business intelligence gleaned on the Internet) and data provided by business partners, suppliers, and customers. Information systems support all levels of management, from those in charge of short-term schedules and budgets for small work groups to those concerned with long-term plans and budgets for the entire organization. Management reporting systems provide routine, detailed, and voluminous information reports specific to each manager's areas of responsibility. Generally, these reports focus on past and present performance, rather than projecting future performance. To prevent information overload, reports are automatically sent only under exceptional circumstances or at the specific request of a manager. Decision support systems All information systems support decision making, however indirectly, but decision support systems are expressly designed for this purpose. The two principal varieties of decision support systems are model-driven and data-driven. In a model-driven decision support system, a preprogrammed model is applied to a limited data set, such as a sales database for the present quarter. During a typical session, an analyst or sales manager will conduct a dialog with this decision support system by specifying a number of “what-if” scenarios. For example, in order to establish a selling price for a new product, the sales manager may use a marketing decision support system. Such a system contains a preprogrammed model relating various factors—the price of the product, the cost of goods, and the promotion expense—to the projected sales volume over the first five years on the market. By supplying different product prices to the model, the manager can compare predicted results and select the most profitable selling price. The primary objective of data-driven decision support systems is to analyze large pools of data, accumulated over long periods of time in “data warehouses,” in a process known as data mining. Data mining searches for significant patterns, such as sequences (buying a new house, followed by a new dinner table) and clusters (large families and van sales), with which decisions can be made. Data-driven decision support systems include a variety of statistical models and rely on various artificial intelligence techniques, such as expert systems, neural networks, and intelligent agents. An important category of decision support systems enables a group of decision makers to work together without necessarily being in the same place at the same time. These group decision systems include software tools for brainstorming and reaching consensus. Another category, geographic information systems, can help analyze and display data by using digitized maps. By looking at a geographic distribution of mortgage loans, for example, one can easily establish a pattern of discrimination. Executive information systems Executive information systems make a variety of critical information readily available in a highly summarized and convenient form. Senior managers characteristically employ many informal sources of information, however, so that formal, computerized information systems are of limited assistance. Nevertheless, this assistance is important for the chief executive officer, senior and executive vice presidents, and the board of directors to monitor the performance of the company, assess the business environment, and develop strategic directions for the future. In particular, these executives need to compare their organization's performance with that of its competitors and investigate general economic trends in regions or countries for potential expansion. Often relying on multiple media, executive information systems give their users an opportunity to “drill down” from summary data to increasingly detailed and focused information.
    2014-07-20 20:07:20

  • Jones Hanungu Munang'andu Zambia Management support Management reporting systems A large category of information systems comprises those designed to support the management of an organization. Those systems rely on data obtained by transaction processing systems, as well as data acquired outside the organization (such as business intelligence gleaned on the Internet) and data provided by business partners, suppliers, and customers. Information systems support all levels of management, from those in charge of short-term schedules and budgets for small work groups to those concerned with long-term plans and budgets for the entire organization. Management reporting systems provide routine, detailed, and voluminous information reports specific to each manager's areas of responsibility. Generally, these reports focus on past and present performance, rather than projecting future performance. To prevent information overload, reports are automatically sent only under exceptional circumstances or at the specific request of a manager. Decision support systems All information systems support decision making, however indirectly, but decision support systems are expressly designed for this purpose. The two principal varieties of decision support systems are model-driven and data-driven. In a model-driven decision support system, a preprogrammed model is applied to a limited data set, such as a sales database for the present quarter. During a typical session, an analyst or sales manager will conduct a dialog with this decision support system by specifying a number of “what-if” scenarios. For example, in order to establish a selling price for a new product, the sales manager may use a marketing decision support system. Such a system contains a preprogrammed model relating various factors—the price of the product, the cost of goods, and the promotion expense—to the projected sales volume over the first five years on the market. By supplying different product prices to the model, the manager can compare predicted results and select the most profitable selling price. The primary objective of data-driven decision support systems is to analyze large pools of data, accumulated over long periods of time in “data warehouses,” in a process known as data mining. Data mining searches for significant patterns, such as sequences (buying a new house, followed by a new dinner table) and clusters (large families and van sales), with which decisions can be made. Data-driven decision support systems include a variety of statistical models and rely on various artificial intelligence techniques, such as expert systems, neural networks, and intelligent agents. An important category of decision support systems enables a group of decision makers to work together without necessarily being in the same place at the same time. These group decision systems include software tools for brainstorming and reaching consensus. Another category, geographic information systems, can help analyze and display data by using digitized maps. By looking at a geographic distribution of mortgage loans, for example, one can easily establish a pattern of discrimination. Executive information systems Executive information systems make a variety of critical information readily available in a highly summarized and convenient form. Senior managers characteristically employ many informal sources of information, however, so that formal, computerized information systems are of limited assistance. Nevertheless, this assistance is important for the chief executive officer, senior and executive vice presidents, and the board of directors to monitor the performance of the company, assess the business environment, and develop strategic directions for the future. In particular, these executives need to compare their organization's performance with that of its competitors and investigate general economic trends in regions or countries for potential expansion. Often relying on multiple media, executive information systems give their users an opportunity to “drill down” from summary data to increasingly detailed and focused information.
    2014-07-20 20:07:03

  • ToeToe Aung Singapore Does the advice of expert increase the productivity?
    2014-06-28 16:06:39

    • Yai Deng Yai South Sudan Very much.
      2014-08-25 18:08:30
    • Lana Lawrence Saint Lucia ..dependent on the identified problem for which the advice is sought..
      2014-07-01 06:07:02
  • Satu Korhonen Finland What information does the developer need about the new system?
    2014-06-26 15:06:32

    • Yai Deng Yai South Sudan Relevant and from reliable sources.
      2014-08-25 18:08:23
  • Reza Abbasi Iran What analysts ensure at this stage?
    2014-06-22 16:06:38

    • Yai Deng Yai South Sudan Regulations or laws on privacy.
      2014-08-25 18:08:10
    • Satu Korhonen Finland What the regulations are
      2014-06-26 15:06:35
  • Reza Abbasi Iran What analysts ensure at this stage?
    2014-06-22 16:06:08

  • Reza Abbasi Iran What analysts ensure at this stage?
    2014-06-20 01:06:54

  • Annette Weizbauer Germany Do the existing information help to design the new system?
    2014-06-15 17:06:49

    • Yai Deng Yai South Sudan Yes and only when it is relevant and correct.
      2014-08-25 18:08:58
    • Reza Abbasi Iran Much of the information needed to design the new system will come from the same sources used previously. The designer of the new system must take into account information from all relevant sources. Some of this information will relate to mandatory standards (that is, minimum standards imposed by government or regulatory authorities - usually relating to Occupational Health and Safety issues, or data security/privacy law). The analyst must ensure the new system meets all relevant regulations and standards - and to do this, they must first identify who the appropriate authorities are, and investigate and document the standards that are relevant to this system.
      2014-06-20 01:06:07
  • Asonganyi Felico Atabong Cameroon Is it necessary for the project manager to hire the services of an analyst or perform the analysis phase on his own?
    2014-06-15 13:06:17

    • Yai Deng Yai South Sudan Project manager can do some part yet technical issues still need the inputs from expert or specialist.
      2014-08-25 18:08:29
    • Glyn Chapman United Kingdom As said by Lana this very dependant on the scope of the project but is also very dependant on the actual abilities of the manager also as well as his actual knowledge of the project as a whole (for instance he may actually be an out-sourced PM)
      2014-07-22 16:07:53
    • Lana Lawrence Saint Lucia ...heavily dependent on the scope of the project
      2014-07-01 06:07:28
    • Satu Korhonen Finland Not necessary, but can be helpful, save time and money
      2014-06-26 15:06:38
    • Reza Abbasi Iran There will be other external sources of information that an analyst may need in the design of a new system. These sources will usually provide the analyst with expert advice on various aspects of the proposed system - focusing on areas where time and/or money can be saved through applying skills or designs from other projects to this system. In essence, the system allows for the incorporation of developments in other projects into this one to ensure that the final product uses the most appropriate technologies available.
      2014-06-20 01:06:30
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