HARAMAYA UNIVERSITY

COLLEGE OF DISTANCE EDUCATION PROGRAM

DEPARTMENT OF MANAGEMENT

Individual Assignment for the course System Analysis and Design

PREPARED BY :Fetiya Yilma

ID NO : 1170/21

SIBMITTED TO : MR. Ramadan

SUBMISIONDATE:11/1/202
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Part I. Discuss the following questions.

1. Describe a business problem your university has that you would like to se
e solved. How can information technology help solve it?

Business Problem at the University: Inefficient Student Registration and Record Manag
ement System

Problem Description:
Haramaya University, like many universities, faces challenges during student registration an
d the management of student records. The process is often manual or semi-automated, leadin
g to inefficiencies such as:

1. Long Queues and Delays: Students spend hours or even days registering for courses
due to slow manual processes.
2. Data Inaccuracy: Manual entry increases the likelihood of errors in student records,
such as incorrect personal details, course selections, or grades.
3. Limited Accessibility: Students and staff have limited access to records, requiring in-
person visits to administrative offices for updates or inquiries.
4. High Administrative Costs: Managing paper-based systems or outdated software res
ults in higher costs for printing, storage, and human resources.

Role of Information Technology in Solving the Problem

1. Implementing a Cloud-Based Student Information System (SIS):

A modern, cloud-based SIS can centralize all student data and streamline the registration proc
ess.

● Online Registration: Students can register for courses online, eliminating the need fo
r long queues.
● Real-Time Updates: Any changes to schedules, grades, or personal information can
be updated instantly and accessed by both students and staff.
● Error Reduction: Automating data entry reduces human error, ensuring accurate rec
ords.

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2. Mobile Application Integration:
A mobile app connected to the SIS can allow students to:

● Register for courses and pay tuition fees.

● Check grades and academic progress.
● Receive notifications about deadlines, exam schedules, and other updates.

3. Data Analytics for Better Decision-Making:

Using IT systems with built-in analytics tools, the university can:

● Identify popular courses and optimize resource allocation.

● Monitor student performance trends to provide targeted academic support.
● Analyze registration patterns to improve the process.

4. Secure and Scalable Infrastructure:

A well-designed IT system ensures secure access to sensitive data and can scale as the numbe
r of students grows. Role-based access can protect data privacy, ensuring that only authorized
personnel have access to specific information.

Potential Benefits

1. Enhanced Efficiency: Faster registration and record management free up staff to foc
us on other important tasks.
2. Improved Student Experience: Easy access to services improves student satisfaction
and reduces frustration.
3. Cost Savings: Reducing paperwork and manual labor cuts down operational costs.
4. Data Integrity: Accurate and centralized records ensure reliability.
5. Accessibility: Students and staff can access the system from anywhere, improving co
nvenience and productivity.

Example Solution:

The university could adopt a platform like Moodle or Banner by Ellucian for academic man
agement and integrate it with a custom registration system. These systems are widely used by
universities worldwide and have proven successful in solving similar problems.

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2. How might working for a consulting firm for a variety of companies mak
e it difficult for the consultant to understand the business problem a partic
ular company faces? What might be easier for the consultant to understand
about a business problem?

Challenges for a Consultant in Understanding a Business Problem:

Working for a consulting firm often involves dealing with a variety of companies, each with
unique industries, organizational cultures, and challenges. This diversity can make it difficult
for consultants to fully grasp the specific business problems of a particular company due to th
e following reasons:

1. Lack of Deep Industry Knowledge:

● Consultants may not have detailed expertise in the company's specific industry, makin
g it harder to understand niche problems, market dynamics, or regulatory requirement
s.
● For example, a consultant working with a pharmaceutical company might struggle to
grasp the intricacies of clinical trials or FDA compliance if they primarily worked wit
h technology firms before.

2. Limited Familiarity with Organizational Culture:

● Every company has a unique culture that influences decision-making, communication,

and operations. Consultants often face challenges in understanding informal networks,
power dynamics, and the "unwritten rules" within an organization.
● For example, a hierarchical organization may resist changes proposed by an outsider,
whereas a flat structure might welcome new ideas.

3. Surface-Level Understanding of Internal Processes:

● Consultants typically engage with a company for a limited time, which can restrict the
ir ability to fully understand internal workflows, bottlenecks, or long-term issues.
● For instance, understanding why a supply chain process fails might require months of
observation, which consultants rarely have.

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4. Resistance from Employees:

● Employees may view consultants as outsiders or "temporary problem-solvers" who do

n't fully understand the company's history or challenges. This resistance can limit the
consultant’s ability to gather accurate and comprehensive insights.

What Might Be Easier for Consultants to Understand?

Despite these challenges, consultants often excel at understanding certain aspects of business
problems:

1. Objectivity:

● As outsiders, consultants can provide an unbiased perspective on problems. They are

not influenced by internal politics, personal relationships, or historical biases, allowin
g them to see the bigger picture more clearly.

2. Universal Business Principles:

● Consultants are well-versed in standard business principles like efficiency, financial

management, and strategic planning, which are applicable across industries. For exam
ple, identifying inefficiencies in a manufacturing process or improving customer satisf
action applies universally.

3. Benchmarking:

● Consultants work with multiple companies and industries, giving them access to a bro
ad range of best practices and benchmarks. They can identify gaps by comparing the c
ompany’s practices with industry standards or competitors.

4. Analytical Skills and Frameworks:

● Consultants bring structured problem-solving approaches, such as SWOT analysis, ro

ot cause analysis, and process optimization tools. These frameworks help them break
down complex problems systematically, even if they are unfamiliar with the specifics.

Conclusion:

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While consultants may face challenges understanding specific nuances of a company’s proble
ms (e.g., culture, industry details), their objectivity, analytical skills, and exposure to a variety
of businesses enable them to offer fresh insights and solutions. To bridge the gap, consultants
should invest time in understanding the company’s unique context, actively engage with stak
eholders, and use collaborative approaches to design effective solutions.

3. Explain why a strategic information systems planning project must invol

ve people outside the information systems department. Why would a consul
ting firm be called in to help organize the project?

Why a Strategic Information Systems Planning (SISP) Project Must Involve Peo
ple Outside the Information Systems Department:

A Strategic Information Systems Planning (SISP) project must involve people outside the
Information Systems (IS) department because:

1. Alignment with Business Goals: Other departments (e.g., marketing, finance, HR) e
nsure that the system aligns with the organization's broader objectives and specific fu
nctional needs.
2. User Input: Involving various stakeholders helps ensure that the system meets the act
ual needs of users, improving adoption and effectiveness.
3. Cross-Departmental Knowledge: Different departments bring diverse perspectives a
nd expertise, helping to identify potential risks, challenges, and opportunities that the
IS department may miss.

A consulting firm may be called in because:

1. Expertise: Consultants bring experience in managing complex projects and best pract
ices for strategic planning.
2. Objectivity: They provide an unbiased view, helping to avoid internal biases or politi
cs.
3. Project Management: Consultants assist in organizing, coordinating, and ensuring th
e project is executed efficiently, on time, and within budget.

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4. What are the main steps followed by system analysts when solving a prob
lem?

Problem Identification: Understand and define the problem by gathering information from s
takeholders and observing current processes.

Feasibility Study: Evaluate whether solving the problem is practical in terms of technology,
cost, time, and business operations.

Requirements Gathering: Collect detailed needs from stakeholders to define functional and
non-functional requirements for the system.

System Design: Create a blueprint for the solution, including system architecture, database d
esign, and user interfaces.

System Development: Develop the system based on the design, including coding, integration,
and database creation.

System Testing: Test the system for defects, ensuring it meets all requirements and works as
expected.

Implementation: Deploy the system to the production environment, install it, and train users
on how to use it.

Post-Implementation Support: Provide ongoing support and maintenance, fix issues, and m
ake updates as needed.

5. With respect to gathering information from suppliers and clients, how de

eply within those organizations should systems analysts look when defining
requirements? How might Reliable deal with supplier and client reluctance
to provide detailed information about their internal operations?

When gathering information from suppliers and clients, systems analysts should aim to under
stand key business processes, pain points, and functional requirements needed for the system.
They should gather enough detailed information to define the system's objectives but avoid d
elving too deeply into sensitive internal operations that may not be necessary for the system’s
purpose.

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To address reluctance from suppliers and clients to provide detailed information about their o
perations, Reliable can take several steps:

1. Build Trust: Reassure stakeholders that any information shared will be kept confiden
tial, possibly using Non-Disclosure Agreements (NDAs) to create a formal guarantee
of privacy.
2. Request High-Level Information: Instead of asking for highly detailed internal data,
analysts can focus on gathering high-level information that outlines key business proc
esses, challenges, and required functionalities of the system.
3. Emphasize Mutual Benefits: Explain how sharing relevant information will lead to a
better, more integrated system that benefits both the supplier/client and Reliable, impr
oving efficiency and reducing future problems.
4. Involve Key Stakeholders: Engage decision-makers and key representatives from th
e supplier and client organizations who are more likely to understand the value of shar
ing detailed information for the system's success.
5. Use a Phased Approach: Start with a smaller set of critical requirements to address i
mmediate needs, then gradually expand the scope as trust builds and the project progr
esses, making it easier for reluctant stakeholders to contribute over time.

6. Visit the Web sites for a few leading information systems consulting firm
s. Try to find information about the approach they use to develop systems.
Are their SDLCs described?Do their sites mention any tools?

Approach to System Development:

Many consulting firms follow structured methodologies to ensure effective system developm
ent. For instance, Accelare emphasizes its "Prescriptive Design Engineering" method, which f
ocuses on transforming how business, IT, and technology vendors collaborate. This approach
aims to enhance operational capabilities and drive efficiency within the Software Developme
nt Life Cycle (SDLC).

Similarly, CyberSecOP adheres to a structured SDLC that includes phases such as Planning
& Requirements Definition, Design & Development, Testing & Acceptance (including Vulne
rability Assessment and Penetration Testing), and Operations & Maintenance

SDLC Methodologies:

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Consulting firms often adopt various SDLC methodologies based on project requirements. Ro
bert Half outlines several popular SDLC models, including Agile, Lean, Waterfall, Iterative,
Spiral, and DevOps. Each methodology offers distinct advantages depending on the project's
nature and goals.

Tools Utilized:

While specific tools are not always detailed on consulting firms' websites, industry-standard t
ools commonly used in SDLC include:

● Jira: A project management tool for tracking issues and project progress.
● GitHub: A platform for version control and collaborative code development.
● SonarQube: A tool for continuous inspection of code quality.
● Tricentis Tosca: A tool for automated testing.
● LinearB: A tool for engineering analytics and workflow automation.

These tools help streamline development processes, enhance collaboration, and ensure quality
throughout the SDLC.

In summary, leading information systems consulting firms employ structured SDLC methodo
logies tailored to project needs and utilize a range of tools to facilitate efficient and high-quali
ty system development.