Subject Description Form
Subject Code
ISE6701
Subject Title
Systems Transformation and Analysis
Credit Value
3
Level
6
Pre-requisite /
Co-requisite/
Exclusion
Nil
Objectives
Increasing competitions in the global environment, rapid technological and
social changes have led to the quiet, but radical transformation of industries
and services. In order to lead the planning of complex, systems-oriented
engineering and business process changes, managers must be able to conduct
fundamental business analysis from a holistic, cross-functional perspective
that involves not only technological, financial, but also organizational and
social considerations. The objective of this course is to provide managers
with the concepts, framework as well as the analytical knowledge and
managerial skills to analyze, plan and lead complex, transformational systems
projects
Intended Learning
Outcomes
Upon completion of the subject, students will be able:
a.
To understand and assess the broad trends and the fundamental forces
driving economic, social, and technical changes and the need for
transformational new systems and business processes.
b.
To conduct fundamental business analysis and to analyze the critical
success factors that might affect the success of a business. This will
then provide clear guidance for defining the specific goals and
objectives of systems transformation.
c.
To follow a phased, systems development and process consultation
approach to guide and lead the development and design of a
transformational, new system, including new business processes that
might be radically different from the past. The final output of the
business/systems analysis is to produce the (logical) systems
specifications for system design and plans for implementation.
d.
To analyze the relationships among the physical, virtual (i.e.,
informational) and organizational aspects of an integrated new system
for business transformation. This includes the design of e-business
systems for intranet, extranet, and internet based systems for
supporting total systems integration
1
Subject Synopsis/
Indicative Syllabus
1.
Trends and factors driving business and systems analysis and
organizational transformation; Examples of transformational systems
Overview of four broad trends that are driving economic, social and
technological changes globally, and analysis of specific factors
driving business changes in China/Hong Kong. today. Examples of
transformational, systems-based new businesses in the west, and
examples of transformational systems projects in Hong Kong and
China.
2.
Complexities and challenges of designing, developing and managing a
transformational business system.
Why so many new systems are doomed to commit major, costly errors
from the start? Why do so many computer information systems fail?
Why are integrated systems so difficult to implement? Differences in
approaches between the planning and implementation of large scale
systems in organization. Why are transformational systems difficult to
develop? What are the common factors that have limited the success
of process re-engineering efforts? How should we think about
transformational systems?
3.
Conducting fundamental business analysis.
The starting point for analyzing the goals and objectives of a
transformational system is to examine the “fundamental nature of its
business”; i.e. don’t be limited right way by just the technical or
financial considerations. What is a “business”? Why is the traditional
industry analysis or SWOT analysis inadequate? How to zero in on the
“critical success factors“ of a business? Case studies to illustrate how
successful businesses have transformed and dominated their
competitors, and the central role of their back-end, transformational
systems.
4.
Role of the project leader in a transformational, systems project and
management approach
How to follow a phased, structured, systems development process to
guide and lead the analysis. The input, output for each phase, as well
as the required activities for each phase. How does a system analyst
create value for the organization? How to prepare a high quality
analysis report or presentation?
5.
Concepts, methodologies and tools for systems modeling
Differences between a logical design and a physical design for a
system. Data flow modeling and structured analysis techniques:
concepts and applications. The importance of a database management
systems and data modeling as foundations to building information
systems.
6.
Virtual aspects of a business system: How to set up an effective ebusiness support platform for a transformational system
How to analyze the virtual aspects of a business? What are the design
shortcomings with most e-business systems? How to analyze ebusiness and build an effective e-business platform based on
relationship analysis? How to apply the framework to build effective
intranets and extranets for enterprise integration and interorganization systems?
2
Teaching/Learning
Methodology and
Course Materials:
A mixture of lectures, illustrative examples, exercises, and case studies, will
be used to deliver the fundamental concepts and to illustrate applications in
this subject. More importantly, emphasis will be placed on interactive class
discussions to stimulate students’ own thinking about the issues and concepts
involved.
There is no single, required textbook. The teaching materials will be drawn
from a number of sources. These include:
1. For theories and philosophies, we will rely on excerpts from the classical
writings by authors such as the late computer science professor and
renowned business consultant Michael Hammer on “process reengineering”; the recent Nobel laureate in economics, Paul Krugman, on
international economics and the changing social and economic trends;
and various management scientists such as Ackoff, Ansoff and Forrester
on systems thinking.
2. For applications and examples of transformational systems, we can use
well known case examples such as Dell Online, Fed Ex, Walmart or Zip
Car from overseas, in addition to local examples in Hong Kong such as
the development of the Octopus Card by MTR, and the development of
the supermarket chain by Park & Shop. We will also use specific case
examples to explore the analysis of specific large scale systems in China,
such as a current proposal to adapt the Zip Car model for a network of
electric cars to solve the traffic congestion and energy pollution problems
in Shanghai. We will also supplement the standard business school case
studies with articles from newspapers and magazines for class
discussions on more recent developments in Hong Kong and China.
These real-world cases will be used in class discussions and assignments
to help students develop their knowledge and skills, identify issues and
formulate problems in an integrative manner to tackle complex business
and systems analysis problems within specific social settings.
3.
For computer science based, systems analysis concepts, theories, and
modeling techniques, we will draw upon excepts from the traditional
systems analysis books as well as the classic monographs by such
computer scientists as Gane & Sarson, and Demarco & Yourdon on
structured analysis approaches and modeling techniques. To illustrate the
application of these concepts and techniques, I will use examples and
exercises that I and other colleagues have developed over the last several
decades to help students learn how to apply them to model and analyze
practical systems problems.
Teaching/Learning Methodology
Intended subject learning outcomes
a
1. Lectures

b

2. Tutorials/Case Studies


c

d



3
Assessment Methods
in Alignment with
Intended Learning
Outcomes
Student Study
Effort Required
Specific assessment
methods/tasks
%
weighting
Intended subject learning
outcomes to be assessed
a
b
c
d
1. Individual papers
25




2. In-class written exercises
15




3. Individual Presentations
Test
4. Take-Home Examination
Paper
25




35




Total
100
Class contact:
Lecture
27 Hrs.
Seminar and case studies
12 Hrs.
Other student study effort:
Self study
Total Student Study Effort
Reading List and
References
63 Hrs.
102 Hrs.
To be delivered by the lecturer.
4