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MIDTERMSSSSSSS YAWA > SAD > Flashcards

SAD Flashcards

1
Q

Combination of hardware and software products and services that companies use to manage, access, communicate, and
share information

A

Information Technology (IT)

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2
Q

an organized set of related components established to accomplish a certain task.

A

System

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3
Q

Studying an existing system to determine how it works and how it meets users’ needs; typically happens as a result of some impetus for change, combined with the authority to make the change.

A

Analysis

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3
Q

The process of developing a plan for an improved system, based on
the result of the systems analysis.

A

Design

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3
Q

The catalyst or persuader who overcomes the reluctance
to change within an organization. Systems analyst can function as change agent, but it works best if it is someone inside the organiza

A

System Analyst

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3
Q

consists of basic facts that are the system’s raw material.

A

Data

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4
Q

data that has been transformed into output that is valuable to
users.

A

Information

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5
Q

have five key components: hardware, software, data,
processes, and people

A

Information system

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6
Q

orderly grouping of interdependent components linked together according to a plan to achieve a specific objective.

A

System

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7
Q

An irreducible part or aggregation of parts that makes up a system; also called a subsystem.

A

Component

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8
Q

Dependence of one part of the system on one or more other system parts.

A

Interrelated

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9
Q

The line that marks the inside and outside of a system and that sets off the system from its environment.

A

Boundary

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10
Q

The overall goal or function of a system.

A

Purpose

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11
Q

Everything external to a system that interacts with the system.

A

Environment

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12
Q

Point of contact where a system meets its environment or where subsystems meet each other.

A

Interface

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12
Q

A limit to what a system can accomplish.

A

Constraint

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12
Q

It is a process of collecting factual data, understand the processes involved, identifying problems and recommending feasible suggestions for improving the
system functioning.

A

Systems Analysis

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13
Q

sequence of step-by-step approaches that help develop
your final product: the information system.

A

SAD

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14
Q

are computer programs, such as computer-aided software engineering (CASE) tools, that make it easy to use specific techniques

A

Tools

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14
Q

Three primary roles of System Analyst

A

Consultant, Supporting Expert,
Agent of change

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14
Q

designed to support a specific
organizational function or process. The goal of application software is to turn data into information. the information system includes other components. And collectively, they are called Computer-Based Information Systems.

A

Application software

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15
Q

processes that you, as an analyst, will follow to help ensure that your work is well thought-out, complete, and comprehensible to others on your project team.

A

Techniques

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16
Q

physical layer of the information system

A

hardware

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16
Q

System software

A

software

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16
Q

Tables store data

A

data

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17
Q

Describe the tasks and business functions that users, managers, and IT staff members perform to achieve specific results

A

Processes

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17
Q

Stakeholders, Users, or end

A

People

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17
Q

Can generate program code, which speeds the implementation process

A

CASE tools

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17
Q

Systems development life cycle (SDLC), has five steps

A

Structured Analysis

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18
Q

Speeds up the development process significantly

A

Prototyping

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18
Q
  • Purpose of this phase is to perform a preliminary investigation
  • Key part of preliminary investigation is a feasibility study
A

Systems Planning

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19
Q

Deliverable is the System requirements document

A

System Analysis

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19
Q
  • Deliverable is system design specification
  • Management and user involvement is critical
A

System Design

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20
Q

New system is constructed

A

Systems Implementation

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21
Q

A well-designed system must be secure, reliable, maintainable, and scalable

A

Systems Support and Security

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22
Q

is a project management approach that involves breaking the project into phases and emphasizes continuous collaboration and improvement.

A

Agile Methods

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23
Q

Combines data & processes that act on the data into things called objects

A

Object-oriented Analysis

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24
Q

Successful companies offer a mix of products, technical and financial services, consulting, and customer support.

A

True

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24
Q

includes top managers, middle managers and knowledge workers, supervisors and team leaders

A

Organization structure

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24
Q

must consider company’s mission, objectives, and IT needs

A

Analyst

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25
Q

starts with a systems request

A

Process

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26
Q

SWOT Analysis

A

strength, weakness, opportunities, threats

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27
Q

refers to the reasons, or justification, for a proposal

A

business case

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28
Q

depends on several vital issues

A

Operational feasibility

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28
Q

begins the process & describes problems or desired changes

A

System Request

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29
Q

technical resources needed to develop

A

Technical Feasibility

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30
Q

outweigh the estimated cost usually considered the total cost of ownership (CTO)

A

Economic Feasibility

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31
Q

acceptable time frame

A

Schedule Feasibility

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32
Q

Projects where management must implement them

A

Discretionary Projects

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33
Q

Projects where management has a choice in implementing them

A

Non-discretionary Projects

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33
Q

streamlines of the request process

A

System request

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33
Q

Successful Communication Strategies

A

Why, Who, What, when, and How

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33
Q

usually is a senior systems analyst or an IT department manager if the project is large

A

Project Management

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34
Q

Project Manager serves as the Project Leader

A

True

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35
Q

involves breaking a project down into a series of smaller tasks. Before creating work

A

Work Breakdown Structure (WBS)

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35
Q

a horizontal bar chart that represents a set of tasks.

A

Gantt Chart

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35
Q

was developed by the U.S. Navy to manage very complex projects

A

Program Evaluation Review Technique (PERT)

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36
Q

was developed by private industry to meet similar project management needs

A

Critical Path Method (CPM)

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37
Q

called a bottom-up technique

A

PERT/CPM

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38
Q

more useful for scheduling, monitoring, and controlling the actual work

A

PERT charts

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38
Q

not mutually exclusive techniques, and project managers often use both methods

A

PERT and Gantt charts

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38
Q

any work that has a beginning and an end and requires the use of company resources such as people, time, or money.

A

Task or activity

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38
Q

a recognizable reference point that you can use to monitor progress

A

Event or milestone

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39
Q

Break the project down into smaller tasks, creating a work breakdown structure

A

Create a Work Breakdown Structure

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39
Q

can be hours, days, or weeks — depending on the project.

A

Task duration

39
Q

(B)

A

Best-case estimate

40
Q

(P)

A

Probable-case estimate

41
Q

(W)

A

Worst-case estimate

42
Q

represents the work that one person can complete in one day

A

person-day

43
Q

calculation/ formula of task duration

A

(B+4P+W) / 6

44
Q

Factors Affecting Duration

A

o Project size and scope
o Human resources
o Experience with similar project
o Constraints

45
Q

has five sections

A

Task box

45
Q

Tasks in a work breakdown structure must be arranged in a logical sequence

A

Task Pattern

45
Q

Large or small, tasks depend on each other and must be performed in a sequence, not unlike the commands in a software program

A

Task Pattern

46
Q

when tasks must be completed one after another

A

Dependent Tasks

47
Q

when several tasks can start at the same time.

A

Concurrent task

48
Q

often, two or more concurrent tasks depend on a single prior task.

A

Predecessor task

49
Q

each concurrent task.

A

Successor task

49
Q

suppose that a task requires two or more prior tasks to be completed before it can start

A

Multiple Predecessor Tasks

49
Q

You can identify task patterns by looking carefully at the wording of the task statement

A

action words/verbs

49
Q

the amount of time that the task could be late without pushing back the completion date of the entire project.

A

Slack time

49
Q

series of tasks which, if delayed, would affect the completion date of the overall project.

A

critical path

50
Q

The project manager must keep track of tasks and progress of team members, compare actual progress with the project plan, verify the completion of project
milestones, and set standards and ensure that they are followed

A

Monitoring and Control Techniques

51
Q

A project manager must report regularly to his or her immediate supervisor upper management, and users

A

Project Status Reports

52
Q

A system that falls short of business needs also produces problems for users and reduces employee morale and productivity

A

Business Issues

53
Q

projects without clear scope definitions are risky, because they tend to expand gradually, without specific authorization, in a process

A

project creep

54
Q

Cost overruns typically result to Unrealistic estimates, Failure to develop an accurate forecast that considers all costs over
the life of the project

A

Budget Issues

54
Q

the process of planning, scheduling, monitoring and
controlling, and reporting upon the development of an information system

A

Project Management

54
Q

problems with timetables and project milestones can indicate a failure to recognize task dependencies, confusion between effort and progress, poor monitoring and control methods, personality conflicts among team members, or turnover of project personnel

A

Schedule Issues

55
Q

responsible for project planning, scheduling, monitoring, and reporting

A

Project Managers

56
Q

Planning, scheduling, monitoring and reporting all take place within a larger project development framework

A

TRUE

56
Q

systems analysts use to visualize and document new systems.

A

requirements modeling techniques and team-based
methods

56
Q

include interviewing, documentation review, observation, surveys and questionnaires, sampling, and research.

A

system requirements and fact-finding techniques

57
Q

to understand the proposed project, ensure that it will support business requirements, and build
a solid foundation for system development.

A

systems analysis phase

58
Q

visualize and describe the proposed system

A

models and other documentation tools

58
Q

Requirements Modeling

A
  • Outputs - Inputs
    – Processes - Performance
  • Security
58
Q

a sequential development process that flows like a waterfall through all phases of a project (analysis, design, development, and testing, for example), with each phase completely wrapping up before the next phase begins.

A

Waterfall model

58
Q

enable you to identify a problem, evaluate the key elements, and develop a useful solution

A

Analytical skills

59
Q

are especially valuable to a systems analyst who must work with people at all organizational levels, balance conflicting needs of users, and communicate effectively.

A

Interpersonal skills

60
Q

Team-Oriented Methods and Techniques

A

Joint application development (JAD) and Rapid application development (RAD)

61
Q

which is a user-oriented technique for factfinding and requirements modeling

A

Joint application development (JAD)

62
Q

resembles a condensed version of the entire SDLC, with users involved every step of the way

A

Rapid application development (RAD)

63
Q

Users have a vital stake in an information system and they should participate fully

A

User Involvement

64
Q

Relies heavily on prototyping and user involvement

A

Rapid Application Development (RAD)

64
Q

team-based technique that speeds up information systems development and produces a functioning information system.

A

Rapid Application Development (RAD)

65
Q

The development model focuses on quick prototyping and iterative development and is very different from the JAD model which focuses on planning and sequential design.

A
66
Q

Attempt to develop a system incrementally

A

Agile methods

67
Q

where team members prepare to lunge at each other to achieve their objectives.

A

Scrum is a rugby term

67
Q

Involves graphical methods and nontechnical language that represent the system at various stages of development

A

Modeling Tools and Techniques

67
Q

a top-down representation of a function or process.

A

Functional decomposition diagram (FDD)

67
Q

analyst can show business functions and break them down into lower-level functions and processes.

A

Functional decomposition diagram (FDD)

68
Q

similar to drawing an organization chart — you start at the top and work your way down

A

Functional decomposition diagram (FDD)

69
Q

describes one or more business
processes, such as handling an airline reservation, filling a product order, or updating a customer account

A

Business Process Modeling

70
Q

includes various shapes and symbols to represent events, processes, and workflows.

A

business process modeling
notation (BPMN)

70
Q

show how the system stores, processes, and transforms data

A

Data Flow Diagram (DFD)

70
Q

maps out the flow of information for any process or system

A

Data Flow Diagram (DFD)

70
Q

uses defined symbols like rectangles, circles and arrows, plus short text labels, to show data inputs, outputs, storage points and the routes between each destination

A

Data Flow Diagram (DFD)

71
Q

uses object-oriented design concepts, but it is independent of any specific programming language and can be used to describe business processes and requirements generally.

A

Unified Modeling Language

71
Q

can be made for a general scenario or multiple scenarios that encapsulate the system’s functioning.

A

Use Case Diagrams

72
Q

use case diagram displays three kinds of entities:

A

the system, the actors,
and the use cases

72
Q

represented by a box encompassing the use cases

A

system

73
Q

users or systems that interact with the main system
and are represented by figures.

A

actors

74
Q

functions performed by the actors interacting with the system. Ellipses represent use cases.

A

use cases

75
Q

shows the timing of interactions between objects as they occur. A systems analyst might use a sequence diagram to show all possible outcomes, or focus on a single scenario.

A

sequence diagram

76
Q

The Web site must report online volume statistics every four hours, and hourly during peak periods.

A

Outputs

76
Q

shows process interactions arranged in time sequence in the field of software engineering.

A

sequence diagram or system sequence diagram (SSD

76
Q

Manufacturing employees must swipe their ID cards into online data collection terminals that record labor costs and calculate production efficiency

A

inputs

76
Q

The student records system must calculate the GPA at the end of each semester

A

Processes

77
Q

The system must support 25 users online simultaneously

A

Performance

78
Q

The system must provide logon security at the operating system level and at the application level

A

Controls

79
Q

Business Functions

A

Marketing
Productions
Human Resources
Accounting
IT

79
Q

A scalable system offers a better return on the initial investment

A

Scalability

79
Q

Organizational Levels

A

Top management
middle manager/knowledge workers
supervisors/ team leaders
operational employees

80
Q

SDLC 5 Steps

A

Planning, analysis, design, implementation and support and security

80
Q

SDLC

A

System Development Life Cycle

81
Q

begins process and describes problems or desired changes

A

System request

82
Q

displays cause of a problem

A

Fishbone

83
Q

intercomnected set of components used to collect, store, process, and transmit data abd digital information.

A

Information System

84
Q

a step-by-step process for developing high quality information.

A

System Analysis and Design

85
Q

structured methodology for capturing and visualizing all of inputs, outputs process steps that are required to transform input to output.

A

IPO (Input Output Process)

86
Q

Food chains

A

Production- oriented

87
Q

online gaming, web hosting

A

Internet-oriented

88
Q

exceptional customer service

A

Service-oriented

89
Q

conduct business through website

A

dot-com

90
Q

directly serve customer, no third person involve

A

Business to Consumer (B2C)

91
Q

Between one business to another

A

Business to Business (B2B)

92
Q

support company-wide operations

A

Enterprise Computing

93
Q

support user at all level

A

Business Support System

94
Q

generated by day-to-day operations

A

Transaction Processing

95
Q

called expert system

A

Knowledge managment systems

96
Q

describes information that a system must provide

A

Modeling

97
Q

graphical presentation of a concept that systems developers can analyze, test, and modify.

A

Modeling

98
Q

data structure and design

A

Data Model

99
Q

design & protocol of telecommunication links

A

Network model

100
Q

describes object and combines data and processes

A

Object model

101
Q

Logic that programmers use to write codes

A

Process Model

102
Q

meaning of SDLC

A

System Development Life Cycle

103
Q

pessimistic

A

Worst-Case Estimate

104
Q

realistic

A

probable-case esrimate

105
Q

optimistic

A

best-case estimate

106
Q

List of System requirements Checklist

A

Output
Inputs
Processes
Performance
Controls
Scalbility

MIDTERMSSSSSSS YAWA (4 decks)

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