Introduction to Systems
Development and
Systems Analysis
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
1
The Systems Development
Life Cycle

What are the five steps in the
systems development life cycle
(SDLC)?
1.
2.
3.
4.
5.
Systems analysis
Conceptual design
Physical design
Implementation and conversion
Operations and maintenance
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
2
The Systems Development
Life Cycle: Systems Analysis
Systems Analysis
Do initial investigation
Do system survey
Do feasibility study
Determine information needs
and system requirements
Deliver systems requirements
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
Conceptual
Design
3
The Systems Development
Life Cycle: Conceptual Design
Conceptual Design
Identify and evaluate
design alternatives
Develop design specifications
Deliver conceptual design
requirements
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
Physical
Design
4
The Systems Development
Life Cycle: Physical Design
Physical Design
Design output
Design database
Design input
Develop programs
Develop procedures
Design controls
Deliver developed system
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
Implementation
and Conversion
5
The Systems Development
Life Cycle: Implementation and
Conversion
Implementation and Conversion
Develop plan
Install hardware and software
Train personnel, test the system
Complete documentation
Convert from old to new system
Fine-tune and review
Deliver operational system
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
Operation
and
Maintenance
6
The Systems Development
Life Cycle: Operation and
Maintenance
Operation and Maintenance
Operate system
Modify system
Do ongoing maintenance
Deliver improved system
Systems
Analysis
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
Feasibility analysis
and decision points:
Economic
Feasibility
Technical Feasibility
Legal Feasibility
Scheduling
Feasibility
Operational
Feasibility
7
The Players

Who are the people involved in
developing and implementing AIS?
 Management
 Accountants
 Information
systems steering
committee
 Project development team
 Systems analysts and programmers
 External players
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
8
The Players

What are top management’s roles?
–
–
–
providing support and encouragement
establishing system goals and
objectives
determine information requirements
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
9
The Players

What are accountants’ roles?
–
–
–
determine their information needs
may be members of the project
development team
play an active role in designing
system controls
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
10
The Players

What are the steering committee’s
roles?
–
–
–
–
set policies that govern the AIS
ensures top-management participation
guidance and control
facilitates coordination and integration
of IS activities
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
11
The Players

What are the project development
team’s roles?
–
–
–
plan each project
monitor project
make sure proper consideration is
given to the human element
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
12
The Players

What are the system analyst’s and
programmer’s roles?
–
–
–
study existing systems
design new systems and prepare
specifications
write computer programs
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
13
Planning Systems
Development

Why is planning an important step in
systems development?
–
–
–
–
–
consistency
efficiency
cutting edge
lower costs
adaptability
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
14
Planning Systems
Development

What types of systems development
plans are needed?
–
–
project development plan
master plan
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
15
Planning Techniques

Two techniques for scheduling and
monitoring systems development activities
are:
1
PERT (program evaluation and review
technique)
• PERT requires that all activities and the precedent
and subsequent relationships among them be
identified.
2
Gantt chart
• A bar chart with project activities listed on the lefthand side and units of time across the top
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
16
Planning Techniques:
Gantt Chart
Project Planning Chart
(Sample
Gantt
Chart)
______________________________________________
Activity
Week Starting
______________________________________________
1
______________________________________________
2
______________________________________________
3
______________________________________________
4
______________________________________________
5
______________________________________________
6
______________________________________________
7
______________________________________________
8
______________________________________________
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
17
Feasibility Analysis



Systems analysis is the first step in the
systems development life cycle (SDLC).
A feasibility study (also called a business
case) is prepared during systems analysis
and updated as necessary during the
remaining steps in the SDLC.
The steering committee uses the study to
decide whether to terminate a project,
proceed unconditionally, or proceed
conditionally.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
18
Feasibility Analysis

What five important aspects need to
be considered during a feasibility
study?
1.
2.
3.
4.
5.
Technical feasibility
Operational feasibility
Legal feasibility
Scheduling feasibility
Economic feasibility
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
19
Feasibility Analysis
Economic feasibility is the most
frequently analyzed of the five
aspects.
 What is the basic framework for
feasibility analysis?

–
capital budgeting model
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
20
Feasibility Analysis

What are some capital budgeting
techniques?
–
–
–
payback period
net present value (NPV)
internal rate of return (IRR)
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
21
Behavioral Aspects of
Change
Individuals involved in systems
development are agents of change
who are continually confronted by
people’s reaction and resistance to
change.
 The best system will fail without the
support of the people it serves.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
22
Behavioral Aspects of
Change

Why do behavioral problems occur?
–
–
–
–
–
–
personal characteristics and
background
manner in which change is introduced
experience with prior changes
communication
disruptive nature of the change
process
fear
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
23
Behavioral Aspects of
Change

How do people
resist AIS
changes?
–
–
–
aggression
projection
avoidance
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
24
Behavioral Aspects
of Change

How can behavioral problems be
overcome?
–
–
–
–
–
–
–
meet needs of the users
keep communication lines open
maintain a safe and open atmosphere
obtain management support
allay fears
solicit user participation
make sure users understand the system
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
25
Behavioral Aspects of
Change
–
How can behavioral problems be
overcome? (continued)
–
–
–
–
–
–
–
–
–
provide honest feedback
humanize the system
describe new challenges and opportunities
reexamine performance evaluation
test the system’s integrity
avoid emotionalism
present the system in the proper context
control the users’ expectations
keep the system simple
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
26
Systems Analysis
When a new or improved system is
needed, a written request for systems
development is prepared.
 The request describes the current
system’s problems, why the change is
needed, and the proposed system’s
goals and objectives.
 It also describes the anticipated
benefits and costs.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
27
Systems Analysis

There are five steps in the analysis
phase:
1.
2.
3.
4.
5.
Initial investigation
Systems survey
Feasibility study
Information needs and systems
requirements
Systems analysis report
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
28
AIS Development
Strategies
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
29
Introduction


This chapter discusses three ways to
obtain a new information system:
purchasing prewritten software,
developing software in-house, and hiring
an outside company (outsourcing).
It also presents ways of speeding up or
improving the development process –
business process reengineering,
prototyping and computer-aided software
engineering (CASE) tools.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
30
Purchase Software
Canned software is written by software
development companies and is sold on
the open market to a broad range of
users with similar requirements.
 Turnkey systems are a combination of
software and hardware sold as a
package. The vendor installs the entire
system and user needs only to “turn the
key”.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
31
Purchase Software, continued
The Internet has given companies a
new way to acquire software:
Application service providers (ASPs)
host Web-based software on their
computers and deliver the software to
their clients over the Internet.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
32
Purchasing Software
and The SDLC

Companies that buy rather than
develop AIS software still go through
the systems development life cycle
(SDLC).
1.
2.
3.
4.
5.
Systems analysis
Conceptual design
Physical design
Implementation and conversion
Operation and maintenance
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
33
The Systems Acquisition Process
Investigate
software
packages
Will package
meet needs?
Yes
Send RFP for
software and
hardware
Evaluate
proposal
No
Develop
software
internally
No
Can package
be modified?
Yes
Send RFP for
hardware,
if necessary
Select best
combination
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
34
Development by In-House
IS Department
Most often, organizations develop
their own custom software, because
canned software that fit their specific
needs is not available.
 Developing custom software is difficult
and error-prone.
 It also consumes a great deal of time
and resources.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
35
Custom Software Development
by an Outside Company
When contracting with an outside
organization, a company should
maintain control over the development
process. Some guidelines:
• Carefully select a developer
• Sign a contract
• Plan and monitor each step
• Maintain effective communication
• Control all costs
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
36
End-User-Developed
Software


End-user computing (EUC) is the hands-on
development, use, and control of computerbased information systems by users.
With the advent of inexpensive PCs and
powerful, inexpensive software, users
began developing their own systems to
create and store data, access and
download company data, and share data
and computer resources in networks.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
37
End-User-Developed
Software

Examples of end user development uses:
• Retrieving information from company
databases to produce simple reports or to
answer one-time queries
• Performing “what if” sensitivity or statistical
analyses
• Developing applications using prewritten
software (spreadsheet or database system)
• Preparing schedules and lists, such as
depreciation schedules, accounts receivable
aging, and loan amortizations
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
38
Benefits of End-UserDeveloped Software
Benefits of End-User Computing
User creation, control, and implementation
Systems that meet user needs
Timeliness
Freeing up IS resources
Versatility and ease of use
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
39
Risks of End-UserDeveloped Software
Risks of End-User Computing
Logic and development errors
Inadequately tested applications
Inefficient systems
Poorly controlled and documented systems
Systems incompatibility
Duplication of systems
Increased costs
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
40
Managing and Controlling
End-User Computing

Organizations use several different
approaches to manage and control
end-user computing. For example, a
help desk can encourage, support,
coordinate and control end-user
activities.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
41
Functions of a Help Desk
What are some duties of the help desk?
–
–
–
–
–
–
Providing hot-line assistance to help resolve
problems
Serving as a clearinghouse for information,
coordination, and assistance training end
users, and providing corresponding technical
maintenance and support
Evaluating new end-user hardware and
software products
Assisting with application development
Developing and implementing standards
Controlling corporate data
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
42
Outsource the System

What is outsourcing?


It is hiring an outside company to
handle all or part of an organization’s
data processing activities.
In a mainframe outsourcing
agreement, the outsourcers buy their
client’s computers and hire all or most
of the client’s employees.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
43
Outsource the System

In a client/server or PC outsourcing
agreement, an organization
outsources a particular service, a
segment of its business, a particular
function, or PC support.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
44
Outsource the System
Benefits of Outsourcing
A business and information solution
Asset utilization
Access to greater expertise and
more advanced technology
Lower costs
Improved development time
Elimination of peaks and valleys usage
Facilitation of downsizing
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
45
Outsource the System
Risks of Outsourcing
Inflexibility
Loss of control of system and/or data
Reduced competitive advantage
Locked-in system
Unfulfilled goals
Possibility of poor service
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
46
Business Processes
Reengineering



What is business process reengineering
(BPR)?
It is the thorough analysis and complete
redesign of business process and
information systems to achieve
performance improvements.
It is a process that challenges traditional
organizational values and cultures
associated with underperformance.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
47
Business Processes
Reengineering
BPR reduces a company to its
essential business processes and
focuses on why they are done rather
than on the details of how they are
done.
 It completely reshapes organizational
work practices and information flows
to take advantage of technological
advancements.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
48
Principles of Reengineering

What are the seven principles
of business processing
reengineering?
1.
2.
3.
Organize around outcomes,
not tasks.
Require those who use the
output to perform the process.
Require those who produce
information to process it.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
49
Principles of Reengineering
4.
5.
6.
7.
Centralize and disperse data.
Integrate parallel activities
Empower workers, use built-in
controls, and flatten the organization
chart.
Capture data once, at its source.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
50
Challenges Faced by
Reengineering Efforts
What are some of the obstacles to
reengineering efforts?
Tradition
Resistance
Time requirements
Risk
Lack of management support Skepticism
Retraining
Controls
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
51
Prototyping

What is prototyping?
–

an approach to systems design in
which a simplified working model of a
system is developed.
A prototype, or “first draft,” is quickly
and inexpensively built and provided
to users for testing.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
52
Prototyping

What four steps are involved in developing
a prototype?
1.
2.
3.
4.
Identify basic systems requirements.
Develop an initial prototype that meets the
agreed-on requirements.
Users identify changes, developers make
changes, and the system is turned over to
the user.
Use the system approved by the users.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
53
Benefits of Prototyping
Advantages of Prototyping
Better definition of user needs
Higher user involvement and satisfaction
Faster development time
Fewer errors
More opportunity for changes
Less costly
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
54
Disadvantages of
Prototyping
Disadvantages of Prototyping
Significant user time
Less efficient use of system resources
Incomplete systems development
Inadequately tested and
documented systems
Negative behavioral reactions
Unending development
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
55
Computer-Aided Software
Engineering (CASE)



CASE is an integrated package of
computer-based tools that automate
important aspects of the software
development process.
CASE tools are used to plan, analyze,
design, program, and maintain an
information system.
They are also used to enhance the efforts
of managers, users, and programmers in
understanding information needs.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
56
Computer-Aided Software
Engineering (CASE)


CASE tools do not replace skilled
designers; instead they provide a host of
self-integrated tools that give developers
effective support for all SDLC phases.
CASE software typically has tools for
strategic planning, project and system
management, database design, screen and
report layout, and automatic code
generation.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
57
Computer-Aided Software
Engineering (CASE)
Advantages of CASE Technology
Improved productivity
Improved program quality
Cost savings
Improved control procedures
Simplified documentation
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
58
Computer-Aided Software
Engineering (CASE)
Disadvantages of CASE Technology
Incompatibility
Cost
Unmet expectations
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
59
Systems Design,
Implementation, and
Operation
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
60
Conceptual Systems Design


In the conceptual systems design phase,
a general framework is developed for
implementing user requirements and
solving problems identified in the analysis
phase.
What are the three steps in conceptual
design?
1.
2.
3.
Evaluate design alternatives.
Prepare design specifications.
Prepare conceptual systems design report.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
61
Conceptual Systems Design
Systems
analysis
Evaluate
design
alternatives
Prepare
design
specifications
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
Prepare
conceptual
systems
design report
62
Conceptual Systems Design


Evaluate design alternatives:
The design team should identify and
evaluate design alternatives using the
following criteria:
How well it meets organizational and
system objectives
2. How well it meets users’ needs
3. Whether it is economically feasible
4. Its advantages and disadvantages
1.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
63
Conceptual Systems Design


Prepare design specifications:
Once a design alternative has been
selected, the team develops the
conceptual design specifications for the
following elements:
Output
2. Data storage
3. Input
4. Processing procedures and operations
1.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
64
Conceptual Systems Design


Prepare conceptual systems design
report:
At the end of the conceptual design a
conceptual systems design report is
developed and submitted.
To guide physical systems design activities
2. To communicate how management and
user information needs will be met
3. To help assess systems’ feasibility
1.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
65
Physical Systems Design

Physical design translates the broad,
user-oriented AIS requirements of
conceptual design into detailed
specifications that are used to code
and test the computer program.
Conceptual
systems design
Physical
systems design
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
66
Physical Systems Design:
Output Design


The objective of output design is to
determine the characteristics of
reports, documents, and screen
displays.
Output fits into one of four
categories:
Scheduled reports
2. Special-purpose analysis
3. Triggered exception reports
4. Demand reports
1.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
67
Physical Systems Design:
File and Database Design

What are some file and database
design considerations?
–
–
–
–
–
medium of storage
organization and access
processing mode
maintenance
size and activity level
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
68
Physical Systems Design:
Input Design


When evaluating input design, the
design team must identify the
different types of data input and
optimal input method.
What are the two principal types of
data input?
1. Forms
2. Computer screens
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
69
Physical Systems Design:
Program Design



Program design is one of the most timeconsuming activities in the entire SDLC.
Programs should be subdivided into small,
well-defined modules to reduce complexity.
What is this referred to as?
–

structured programming
Modules should interact with a control
module rather than with each other.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
70
Physical Systems Design:
Procedures Design
Procedures design should answer the
who, what, where, and how questions
related to all AIS activities.
 What should procedures cover?





input preparation
transaction processing
error detection and corrections
controls
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
71
Physical Systems Design:
Procedures Design
What should procedures cover?
(continued)
 reconciliation of balances
 database access
 output preparation and distribution
 computer operator instructions
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
72
Physical Systems Design:
Control Design
What are some control design considerations?
Validity
Authorization
Accuracy
Security
Numerical Control
Availability
Maintainability
Integrity
Audit Control
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
73
Physical Systems
Design Report
At the end of the physical design
phase the team prepares a physical
systems design report.
 This report becomes the basis for
management’s decision whether to
proceed to the implementation phase.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
74
Systems Implementation

Systems implementation is the
process of installing hardware and
software and getting the AIS up and
running.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
75
Systems Implementation
Implementation planning
Develop and
test software
programs
Prepare site;
install and
test hardware
Complete
documentation
Select
and train
personnel
Test system
Conversion
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
76
Systems Implementation:
Implementation Planning
An implementation plan consists of
implementation tasks, expected
completion dates, cost estimates,
and the person or persons
responsible for each task.
 Planning should include
adjustments to the company’s
organizational structure.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
77
Systems Implementation:
Develop and test software
programs
Seven steps are followed when developing
and testing software programs.
1.
2.
3.
4.
5.
6.
7.
Determine user needs.
Develop a plan.
Write program instructions (code).
Test the program.
Document the program.
Train program users.
Install and use the system.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
78
Systems Implementation:
Site Preparation



A PC requires little site preparation.
A large system may require extensive
changes, such as additional electrical
outlets.
Site preparation should begin well in
advance of the installation date.
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
79
Systems Implementation:
Select and train personnel
Employees can be hired from outside
the company or transferred internally.
 Effective AIS training should include
employees’ orientation to new policies
and operations.
 Training should occur before systems
testing and conversion.

©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
80
Systems Implementation:
Complete Documentation

Three types of documentation must
be prepared for new systems.
1.
2.
3.
Development documentation
Operations documentation
User documentation
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
81
Systems Implementation:
Test the System

There are three common forms of
testing.
1.
2.
3.
Walk-through
Processing of test transactions
Acceptance tests
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
82
Systems Implementation:
Conversion

There are four conversion
approaches.
1.
2.
3.
4.
Direct conversion
Parallel conversion
Phase-in conversion
Pilot conversion
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
83
Systems Implementation
Direct Conversion Method
Old system
New system
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
84
Systems Implementation
Parallel Conversion Method
Old system
New system
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
85
Systems Implementation
Phase-in Conversion Method
Old system
New system
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
86
Systems Implementation
1
Pilot Conversion Method
3
2
1
2
3
Old Old Old
1
Old Old New
2
3
Old New New
1
2
3
New New New
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
87
Systems Implementation:
Data Conversion

Data files may need to be modified
in three ways:
1.
2.
3.
Files may be moved to a different
storage
Data content may be changed
File format may be changed
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
88
Operation and Maintenance
The final step in the SDLC is to
operate and maintain the new system.
 A postimplementation review should
be conducted on a newly installed
system.

Implementation
and conversion
Operation and
maintenance
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
89
Operation and Maintenance
What are some factors to consider during the
postimplementation review?
Goals and objectives
Controls and security
Satisfaction
Errors
Benefits
Training
Costs
Communications
Reliability
Organizational changes
Documentation
Accuracy
Timeliness
Compatibility
©2003 Prentice Hall Business Publishing,
Accounting Information Systems, 9/e, Romney/Steinbart
90