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Comments about The analysis phase - The Analysis Phase: information flow and needs documented using system modeling tools

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- Module: The analysis phase
- Topic: The Analysis Phase: information flow and needs documented using system modeling tools

Latest Comments

  • Thomas Ndungo Lekunze Cameroon Having a good mastery of sources of information,the way information is stored , those responsible for manipulating the information data base .
    2014-12-15 13:12:17

  • ESSOTOLOME BODJO China An important phase in the development of the new system is the documentation of the information flow within the existing system. In this step, all the data in the system is recorded from when it is received, through manipulation in the system, until the final information is produced. In each phase it is important to note who is providing the system with the data, performing the manipulation and receiving the information that is produced.
    2014-12-13 16:12:21

  • Stephen Diya Nigeria Information flow within the company showing how the various employees interact with each other in the system.
    2014-12-12 16:12:28

  • Manasseh Taloafiri Solomon Islands Information flow and how it flows and which directions it flows to is very important.
    2014-11-26 23:11:12

  • Zinabie Tadesse Gebremedhin Ethiopia An important phase in the development of the new system is the documentation of the information flow within the existing system. In this step, all the data in the system is recorded from when it is received, through manipulation in the system, until the final information is produced. In each phase it is important to note who is providing the system with the data, performing the manipulation and receiving the information that is produced. There are a number of tools that are used to represent these features - Data flow Diagrams (DFDs), Context Diagram and Entity Relationship diagrams. The reason why this stage is so important, is that it allows the analyst to develop a complete understanding of the way in which the various parties interact with each other in the system, and thus design a system that will be responsive to the needs of all of the parties involved. It also has the benefit of identifying the areas in which the company has direct control, and those for which it must rely on outside sources.
    2014-11-25 11:11:36

  • Caroline Omoro Kenya Is it possible to accurately audit the use of human resource and other resources in this phase?
    2014-11-19 10:11:24

  • Caroline Omoro Kenya An important phase in the development of the new system is the documentation of the information flow within the existing system.Here all the data within the system is recorded from when it is received, through manipulation and finally when the information produced. This stage is important because it helps analysts understand how various components interact with each other in the system, thus designing a component that will serve all the areas of the system.it also identifies which areas have direct control and which ones must rely on outside sources.when designing a system, it is irrelevant to try and change areas which the organization has no control over. The various tools used in this stage are data flow programs, context diagrams and entity relationship diagrams.
    2014-11-19 10:11:17

  • Cyrus Wanjohi Kenya what if you do not note the person who is providing the system with the data?
    2014-11-17 12:11:40

  • Cyrus Wanjohi Kenya In this step, all the data in the system is recorded from when it is received, through manipulation in the system, until the final information is produced. In each phase it is important to note who is providing the system with the data, performing the manipulation and receiving the information that is produced.
    2014-11-17 12:11:16

  • Janvier Nyandamu Rwanda Documentation of the information is very important as it allows the analyst to develop a complete understanding of the way in which the various parties interact with each other in the system!
    2014-11-10 16:11:56

  • Nothando Gumpo United Kingdom An important phase in the development of the new system is the documentation of the information flow within the existing system. In this step, all the data in the system is recorded from when it is received, through manipulation in the system, until the final information is produced. In each phase it is important to note who is providing the system with the data, performing the manipulation and receiving the information that is produced. There are a number of tools that are used to represent these features - Data flow Diagrams (DFDs), Context Diagram and Entity Relationship diagrams. The reason why this stage is so important, is that it allows the analyst to develop a complete understanding of the way in which the various parties interact with each other in the system, and thus design a system that will be responsive to the needs of all of the parties involved. It also has the benefit of identifying the areas in which the company has direct control, and those for which it must rely on outside sources. Obviously, when designing a new system, there is no point in changing areas which the company has no control over, such as specifying data must be received in a particular way, when the person who is supplying that data is under no pressure or obligation to change the way in which they supply the data.
    2014-11-06 13:11:11

  • Samuel Kofi Odoi Ghana An important phase in the development of the new system is the documentation of the information flow within the existing system. In this step, all the data in the system is recorded from when it is received, through manipulation in the system, until the final information is produced. In each phase it is important to note who is providing the system with the data, performing the manipulation and receiving the information that is produced. There are a number of tools that are used to represent these features - Data flow Diagrams (DFDs), Context Diagram and Entity Relationship diagrams. The reason why this stage is so important, is that it allows the analyst to develop a complete understanding of the way in which the various parties interact with each other in the system, and thus design a system that will be responsive to the needs of all of the parties involved. It also has the benefit of identifying the areas in which the company has direct control, and those for which it must rely on outside sources. Obviously, when designing a new system, there is no point in changing areas which the company has no control over, such as specifying data must be received in a particular way, when the person who is supplying that data is under no pressure or obligation to change the way in which they supply the data.
    2014-10-20 05:10:39

  • Ralph Webster South Africa An important phase in the development of the new system is the documentation of the information flow within the existing system. In this step, all the data in the system is recorded from when it is received, through manipulation in the system, until the final information is produced. In each phase it is important to note who is providing the system with the data, performing the manipulation and receiving the information that is produced. There are a number of tools that are used to represent these features - Data flow Diagrams (DFDs), Context Diagram and Entity Relationship diagrams. The reason why this stage is so important, is that it allows the analyst to develop a complete understanding of the way in which the various parties interact with each other in the system, and thus design a system that will be responsive to the needs of all of the parties involved. It also has the benefit of identifying the areas in which the company has direct control, and those for which it must rely on outside sources. Obviously, when designing a new system, there is no point in changing areas which the company has no control over, such as specifying data must be received in a particular way, when the person who is supplying that data is under no pressure or obligation to change the way in which they supply the data. IT IS WEIGHTED CRITERIA
    2014-10-19 10:10:34

  • George Fragos Greece Is this same with a business plan template??
    2014-10-01 09:10:46

  • ANNETTE ROBINSON United States of America So this is similar to to an Organization Chart; an electronic Chart?
    2014-09-09 12:09:18

    • Samuel Kofi Odoi Ghana yes you are right
      2014-10-20 08:10:23
  • 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 19:07:06

  • 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 19:07:57

  • 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 19:07:42

  • 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 19:07:27

  • 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 19:07:14

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