PHÂN TÍCH VÀ THIẾT KẾ HỆ THỐNG THÔNG TIN

CHƯƠNG 2: MÔ HÌNH HÓA HỆ THỐNG

(Modeling Organizational Systems)

BỘ MÔN HTTTQT
02 - 2024 Copyright © 2020 Pearson
Learning objective
➢ Understand that organizations and their members are systems and that
analysts need to take a systems perspective.
➢ Depict systems graphically using context-level data flow diagrams, and
entity-relationship models, use cases, and use case scenarios.
➢ Recognize that different levels of management require different systems.
➢ Comprehend that organizational culture impacts the design of information
systems.

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Major Topics
➢ Organizations as systems

➢ Depicting systems graphically

• Data flow diagram

• Entity-relationship model
• Use case modeling
➢ Levels of management

➢ Organizational culture

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Organizations as Systems

➢ Conceptualized as systems designed to accomplish

predetermined goals and objectives;
➢ Composed of smaller, interrelated systems serving
specialized functions;
➢ Specialized functions are reintegrated to form an effective

organizational whole.

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Interrelatedness and Independence of Systems
➢ All systems and subsystems are interrelated and
interdependent;
➢ All systems process inputs from their environments;

➢ All systems are contained by boundaries separating them

from their environments;

➢ System feedback for planning and control;

➢ An ideal system self-corrects or self-regulates itself.

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Figure 1: System Outputs Serve as Feedback That Compares Performance with Goals

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Organizational Environments
➢ Community
• Physical location
• Demographic profile (education, income)
➢ Economic
• Market factors
• Competition
➢ Political
• State and local government
➢ Legal
• Federal, state, regional, local laws, and guidelines
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Virtual Organizations and Virtual Teams
➢ A virtual organization has parts of the organization in different

physical locations;
➢ Computer networks and communications technology are used

to bring virtual teams together to work on projects.

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Benefits of Virtual Organizations and Teams
➢ Possibility of reducing costs of physical facilities.

➢ More rapid response to customer needs.

➢ Helping virtual employees to fulfill their familial obligations to

children or aging parents.

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Taking a Systems Perspective
➢ Allows system analyst to understand businesses they will come into
contact with;
➢ It is important that members of subsystems realize that they are
interrelated with other subsystems;
➢ Problems occur when each manager thinks that his/her department is
the most important;
➢ Bigger problems may occur when that manager rises through the ranks.

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Figure 2: Taking a Systems Perspective
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Enterprise Resource Planning
➢ Enterprise Resource Planning (ERP) is an integrated
organizational information system;
➢ Software that helps the flow of information between the

functional areas within the organization;

➢ Recently ERP systems are moving to cloud computing.

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Issues to Be Overcome for ERP Success
➢ Many issues must be overcome for the E RP installation is to be

declared a success:
• User acceptance
• Integration with legacy systems and the supply chain
• Upgrading functionality (and complexity) of ERP modules
• Reorganizing work life of users and decision makers
• Expanded reach across several organizations
• Strategic repositioning of the company

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Major Topics
➢ Organizations as systems

➢ Depicting systems graphically

• Data flow diagram

• Entity-relationship model
• Use case modeling
➢ Levels of management

➢ Organizational culture

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Data flow diagram
➢ Context-Level Data Flow Diagrams

➢ The Basic Symbols

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Context-Level Data Flow Diagrams
➢ Focus is on the data flowing into and out of the system and

the processing of the data.

➢ Shows the scope of the system:

➢ What is to be included in the system.

➢ The external entities are outside the scope of the system.

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Figure 3: The Basic Symbols of a Data Flow Diagram
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A context-level data flow diagram for an airline reservation system

Figure 4: Airline Reservation System

Major Topics
➢ Organizations as systems

➢ Depicting systems graphically

• Data flow diagram

• Entity-relationship model
• Use case modeling
➢ Levels of management

➢ Organizational culture

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Entity-Relationship Model
➢ Relationships

➢ Entities

➢ Attributes

➢ Creating Entity-Relationship Diagrams

Entity-Relationship Model
➢ Focus is on the entities and their relationships within the

organizational system;
➢ Another way to show the scope of a system.
Relationships
➢ Relationships show how the entities are connected

➢ Three types of relationships:

• One-to-one
• One-to-many
• Many-to-many
Entity-Relationship Example
➢An entity-relationship diagram showing a many-to-one
relationship.
Examples of Different Types of Relationships in E-R Diagrams
Entities
➢Fundamental entity

➢Associative entity

➢Attributive entity
Three Different Types of Entities Used in E-R Diagrams
Attributes
➢Data attributes may be added to the diagram.

Patron Name
Patron Patron address
Patron phone
Patron credit card
Creating Entity-Relationship Diagrams
➢List the entities in the organization

➢Choose key entities to narrow the scope of the problem

➢Identify what the primary entity should be

➢Confirm the results of the above through data gathering

Major Topics
➢ Organizations as systems

➢ Depicting systems graphically

• Data flow diagram

• Entity-relationship model
• Use case modeling
➢ Levels of management

➢ Organizational culture

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Use case modeling
➢ Use Case Diagram
➢ Use Case Relations
➢ Developing System Scope
➢ Developing Use Case Diagrams
➢ Developing the Use Case Scenarios
➢ Use Case Header Area
➢ Use Case Levels
➢ Alternative Scenarios
➢ Use Case Footer Area
➢ Create Use Cases
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Unified Modeling language (UML)

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Use Case Modeling
➢ Part of the Unified Modeling Language (UML).

➢ Describes what a system does without describing how the

system works.
➢ A view of the system requirements.

➢ Analyst works with business experts to develop

requirements.

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Use Case Diagram
➢ Actor
• Refers to a particular role of a user of the system;
• Similar to external entities; they exist outside of the system.

➢ Use case symbols

• An oval indicating the task of the use case.

➢ Connecting lines
• Arrows and lines used to diagram behavioral relationships.

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Actor
Divided into two groups
➢ Primary actors:
• Supply data or receive information from the system
• Provide details on what the use case should do
➢ Supporting actors:
• Help to keep the system running or provide help
• The people who run the help desk, the analysts, programmers, and so on

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A Use Case always provides three things
➢ An actor that initiates an event

➢ The event that triggers a use case

➢ The use case that performs the actions triggered by the event

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Use Case Relations (1/2)
Behavioral relationships
➢ Communicates

• Used to connect an actor to a use case

➢ Includes

• Describes the situation in which a use case contains

behavior that is common to more than one use case.

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Use Case Relations (2/2)
Behavioral relationships [continued]
➢ Extends

• Describes the situation in which one use case possesses

the behavior that allows the new case to handle a variation
or exception from the basic use case.
➢ Generalizes

• Implies that one thing is more typical than the other thing.

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Figure 5: Four Types of Behavioral Relationships and
the Lines Used to Diagram Each

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Figure 6: Actors, Use Cases, and Relationships for
a Student Enrollment Example 39
Developing System Scope
➢ System scope defines its boundaries:

• What is in or outside the system

• Project has a budget that helps to define scope
• Project has a start and an end time
➢ Actors are always outside of scope

➢ Communication lines are the boundaries and define the scope.

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Developing Use Case Diagrams
➢ Review the business specifications and identify the actors

involved.
➢ Identify the high-level events and develop the primary use

cases that describe those events and how the actors initiate
them.
➢ Review each primary use case to determine the possible

variations of flow through the use case.

➢ The context-level data flow diagram could act as a starting

point for creating a use case. 41

Figure 7: A
Use Case
Diagram
Representing
a System
Used to Plan
a Conference

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Developing the Use Case Scenarios
➢ The description of the use case

➢ Three main areas:

• Use case identifiers and initiators

• Steps performed
• Conditions, assumptions, and questions

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Figure 8:
A Use
case
scenario
is divided
into three
Sections

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Use Case Header Area
➢ Has a name and a unique ID
➢ Include application area
➢ List actors
➢ Include stakeholders
➢ Include the level
➢ Has a brief description of the use case

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Use Case Levels
➢ Use case levels describe how global or detailed the
use case description is:
• White (like clouds): enterprise level
• Kite: business unit or department level
• Blue (sea level): user goals
• Indigo (or fish): functional or subfunctional
• Black (or clam): most detailed

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Alternative Scenarios
➢ Extensions or exceptions to the main use case
➢ Number with an integer, decimal point, integer
➢ Steps that may or may not always be used

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Use Case Footer Area
➢ Preconditions—need to be met before use case can be

performed
➢ Postconditions or the state of the system after the use case

has finished
➢ Assumptions

➢ Minimal guarantee

➢ Success guarantee

➢ Outstanding issues

➢ Optional priority and risk

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Four Steps Used to Create Use Cases
➢ Use agile stories, problem definition objectives, user
requirements, or a features list.
➢ Ask about the tasks that must be done.
➢ Determine if there are any iterative or looping actions.
➢ The use case ends when the customer goal is
complete.

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Why Use Case Diagrams Are Helpful
➢ Identify all the actors in the problem domain.
➢ Actions that need to be completed are also clearly shown
on the use case diagram.
➢ The use case scenario is also worthwhile.
➢ Simplicity and lack of technical detail.

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 The Main Reasons for Writing Use Cases are Their Effectiveness
in Communicating with Users and Their Capturing of User Stories
➢ Use cases effectively communicate systems requirements because the
diagrams are kept simple.
➢ Use cases allow people to tell stories.
➢ Use case stories make sense to nontechnical people.
➢ Use cases do not depend on a special language.
➢ Use cases can describe most functional requirements (such as
interactions between actors and applications).
➢ Use cases can describe nonfunctional requirements (such as performance
and maintainability) through the use of stereotypes.
➢ Use cases help analysts define boundaries.
➢ Use cases can be traceable, allowing analysts to identify links between
use cases and other design and documentation tools.
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Major Topics

▪ Organizations as systems
▪ Depicting systems graphically
▪ Data flow diagram
▪ Entity-relationship model
▪ Use case modeling
▪ Levels of management
▪ Organizational culture
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Levels of management
➢ Operational control, managerial planning and control, and strategic
management.

Figure 9: Management in Organizations Exists on Three Horizontal Levels

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Operations Control

➢Make decisions using predetermined rules that

have predictable outcomes.

➢Oversee the operating details of the organization.

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Managerial Planning and Control

➢Make short-term planning and control decisions

about resources and organizational objectives.

➢Decisions may be partly operational and partly

strategic.

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Strategic Management
➢Look outward from the organization to the future.

➢Make decisions that will guide middle and operations

managers.

➢Work in highly uncertain decision-making environment.

➢Faced with semistructured problems.

➢Define the organization as a whole.

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Managerial Levels

➢Different organization structure

➢Leadership style

➢Technological considerations

➢Organization culture

➢Human interaction

➢All carry implications for the analysis and design of information

systems

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Collaborative Design
➢External and internal stakeholders follow processes to
share in designing a system to meet their goals.

➢Giving power to those who possess a technical or

strategic expertise.

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Major Topics
▪ Organizations as systems

▪ Depicting systems graphically

▪ Data flow diagram

▪ Entity-relationship model

▪ Use case modeling

▪ Levels of management

▪ Organizational culture

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Organizational Culture

➢Organizations have cultures and subcultures

➢Learn from verbal and nonverbal symbolism

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Technology Impact on Culture
➢Technology is changing the culture of organizations and teams.

➢Slack is an employer-sanctioned social media platform, or

workplace-messaging app.

➢Public and private channels.

➢Direct or group messages.

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Summary (1/2)
➢ Organizational fundamentals

• Organizations as systems

• Levels of management

• Organizational culture

➢ Graphical representation of systems

• DFD

• ER D

• Use case diagrams and scenarios

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Summary (2/2)

➢ Levels of managerial control

• Operational
• Middle management
• Strategic

➢ Organizational culture

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