System Analysis and Design Report: Agile and Traditional Methods

This report delves into the realm of system analysis and design, encompassing both traditional and agile methodologies. It begins by contrasting these two approaches, detailing their principles, strengths, and weaknesses, and then proceeds to a feasibility study for a business-related problem. The study includes an examination of various elements of a business case, such as desirability, viability, and feasibility, along with investigation techniques and criteria to consider. The report then proceeds to analyze a system by identifying user and system requirements, identifying constraints, and determining the suitability of a methodology for analysis. It also explores system design based on user and system requirements, including project planning, system flow, interface design, and database design. Finally, it assesses the effectiveness of the system design within the selected methodology.

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System Analysis and Design
Database
5/25/2019

Contents
TRADITIONAL AND AGILE SYSTEMS ANALYSIS METHODOLOGIES.........................................................3
TRADITIONAL SYSTEMS ANALYSIS METHODOLOGY...........................................................................3
Principles of Traditional System Development Life Cycle Models.................................................4
AGILE METHODOLOGY......................................................................................................................6
Principles of Agile Methodology Models.......................................................................................7
Comparison & Contrast Between Traditional and Agile Systems....................................................12
FEASIBILITY STUDY FOR A SYSTEM FOR A BUSINESS-RELATED PROBLEM...........................................13
Elements of a Business Case........................................................................................................13
Desirability, Viability and Feasibility of Systems..........................................................................13
Investigation Techniques to Use......................................................................................................14
Criteria to Consider for a Business Case:.........................................................................................14
Vision...........................................................................................................................................14
Goals............................................................................................................................................14
Cost-Benefit Analysis...................................................................................................................15
Benefit.........................................................................................................................................15
Legal............................................................................................................................................15
Economic Considerations............................................................................................................15
Technical Considerations.............................................................................................................16
Operational Considerations.........................................................................................................16
Timeframes Considerations.........................................................................................................16
Organizational Considerations.....................................................................................................17
Security Considerations...............................................................................................................17
Evaluation of Relevance of Feasibility Criteria.................................................................................17
ANALYSIS OF SYSTEM USING SUITABLE METHODOLOGY....................................................................17
Identifying User Requirements........................................................................................................18
User 1 - Management..................................................................................................................18
Requirements...............................................................................................................................18
User 2 – Customer.......................................................................................................................18
User 3 – Supplier..........................................................................................................................19
Identifying System Requirements....................................................................................................19
Functional Requirements.............................................................................................................19
Non-Functional Requirements.....................................................................................................19

Management Requirements........................................................................................................19
Customer Requirements..............................................................................................................20
Supplier Requirements................................................................................................................20
Identifying Constraints.....................................................................................................................20
Roles and Responsibilities............................................................................................................20
Sign off conditions Documentation and Determination..................................................................21
Documentation and Determination.............................................................................................21
Options to the Clint, Nina................................................................................................................22
Criteria to Use to Determine the Suitability of Methodology to Analyse the System......................22
Effectiveness of the analysis in the context of the methodology....................................................23
SYSTEM DESIGN ACCORDING TO USER REQUIREMENTS AND SYSTEM REQUIREMETNS.....................24
Project Plan and Design...................................................................................................................24
Project flow:................................................................................................................................25
Project Flow and Objectives........................................................................................................25
System Design and Document.........................................................................................................26
Interface Design...........................................................................................................................26
Database Design..........................................................................................................................40
Design Documentation....................................................................................................................41
Effectiveness of the System Design with Selected Methodology....................................................41
REFERENCES........................................................................................................................................42
TRADITIONAL AND AGILE SYSTEMS ANALYSIS
METHODOLOGIES
TRADITIONAL SYSTEMS ANALYSIS METHODOLOGY
The traditional software development life cycle has been almost obsolete i
The typical traditional systems lifecycle has become oldest method for information systems
building. However, the same has been in use even today in the projects, medium to larger
complex systems.

Principles of Traditional System Development Life Cycle Models
Waterfall
It is a formal approach considered to build a system, systems development dividing into
formal stages taken sequentially. Here sequentially refers to completing all the activities at
one stage, prior to beginning of the following stage. It shows formal and clear division of
labour in between information systems specialists and end users. This model emphasizes
paperwork with detailed formal specifications generating and accumulating several
documents in the system project course.
Once the system gets installed and enters into production, a formal post implementation audit
takes place with technical specialists and users to determine whether the original objectives
are met and how is it done, along with the exploration of the need for modifications or
revisions. Then the system would be fine tuned in terms of meeting the requirements,
correcting the errors, improvement of efficiency of processing. Once the system gets
stabilized, consistent maintenance is taken place, until the end of its life.
This traditional SDLC model is used still to build medium to larger complex systems, which
demand predefined specifications, formal and rigorous requirements analysis and tight
systems building process controls.
Strengths
- Progress can be measured, according to the complete project scope.
- The client is clear about the progress of the project, as the dimensions, timeline
and cost of the project are clear and shows the progress.
- Any time the client is aware of what exactly to expect according to the inputs
given.
Weaknesses
- This approach of systems lifecycle is very costly
- The entire model is inflexible
- The model consumes very long time
- The model demands specifications to freeze at earlier stages, as the process
discourage changes.
- The waterfall approach is less suitable for several desktop systems that tend to
more individualized and less structured.

Prototyping
The prototyping model involves an experimental system building inexpensively and rapidly
to evaluate for end users. Users can refine and better tune the information requirements by
interacting with the prototype. The users can endorse prototype as a template for final system
creation.
The prototype is meant and considered as only a preliminary model, though it stands as a
working version of part of the system or information system. After the prototype becomes
operational it is still refined further until user requirements are confirmed precisely. After
finalizing the design, the prototype is transitioned to a refined and polished production
system.
The model involves iterative process for development of the system. Planned iterations
replace unplanned rework in prototyping, with each version reflecting the requirements of the
users, more accurately.
Strengths
- Prototyping has the capability to build the system, even there is any uncertainty
regarding designs solutions or requirements.
- The model has the capability to produce the systems fulfilling the requirements of
the user.
Weaknesses
- Prototyping may not accommodate data in larger quantities easily in a production
environment, in case of hastily constructed systems, especially.
- Forecasting the total project duration and completion project date is troublesome.
Spiral
Spiral methodology reflects the tasks relationship with increased parallelism, concurrency in
the activities of design and build and rapid prototyping. And it allows planning methodically,
identifying tasks and deliverables for each of the step in the model. Actually, Spiral
methodology has been developed to fix the drawbacks associated with the Waterfall
methodology.
The Spiral methodology can perceive development process as ‘peeling the onion’, more
likely as progressing through layers. The phase processes and phases are linear, though its
prototype allows the users to find whether the project is moving on track, should be ended or
sent to previous phase.

The Spiral methodology starts in the central part of the spiral. One completed cycle shows a
single stage of process. The product keeps matured, as the spiral progresses.
Strengths
- The Spiral methodology has the ability to apply to development and maintenance
as well.
- At any stage, it can incorporate with prototyping as an option to reduce reduction
at any of the stages.
- The methodology allows focusing on the existing software reuse.
- It allows going back to the previous stages and also accommodates reworks.
- It allows focusing on eliminating or removing unattractive alternatives and errors
at earlier stages.
Weaknesses
- The methodology relies more on risk assessment expertise of the project
professionals.
- It is less effective to work optimally with contracts of fixed price.
- Even for general use, it demands refinement.
- It demands the management to be more wary in terms of control.
- It is less effective and difficult to be used by systems integrators and outside
contractors.
AGILE METHODOLOGY
Agile methodology is preferred and implemented by several business organizations. The agile
methodology follows the following key concepts.
(Ambler and Lines, 2012)
- User stories
- Incremental development
- Daily meeting
- Team active involvement
- Iterative development
- Milestone retrospection
- Personas

Principles of Agile Methodology Models
Agile process is a development process, which develops the system on the basis of
incrementing and iterating, where the requirements can be changed as per the needs of the
customer (Dennis and Wixom, 2009). This theoretical framework, through the cycle for
development, promotes, foreseen interactions.
Agile projects are implemented with various methodologies.
Scrum
Scrum stands as one more popular and important agile development method, as the
productivity is expected to be very high with it. The model is developed on the basis of the
process of incremental software development. The total development cycle gets divided in
sprint, which is iteration, in series. Sprint has maximum duration of 30 days.
Strengths
- Scrum has the major strength of being adaptive to the environment that usually
keeps changing.
- The model also ensures customer satisfaction, which is the first priority for many
business organizations.
- The entire model is developed with least documentation.
- The model also minimizes risks of development.
Weaknesses
- Since customer interaction defines the success of the scrum model, in case
customer inputs are unclear or inconsistent, the development cycle of the model
hinders.
- Least documentation itself is weakness, as detailed changes of design in every
iteration cannot be recorded.
- Constant changes of the requirements consume more than enough time and it is
also wastes of resources.
- The model and process is less helpful to the developer, though is helpful to the
management, in terms of taking the decisions.
Extreme Programming (XP)
Extreme Programming is one of the most successful and preferred agile software developing
methodology, since it has customer satisfaction as the major focus. The principle it follows is
that the entire life cycle of software development is divided into multiple and short cycles of

development (Dan et al., 2014). At any phase of this cycle, it incorporates and welcomes
requirements or changes proposed by the customers.
XP follows simple values, such as courage, feedback, communication and simplicity.
Strengths
- XP enables the process to quick and high-quality delivery of the outcomes
- The delivery of the outcomes are continous.
- The model allows best outcome, as customer involvement is high and because of
rapid feedback loops, close teamwork with coninous planning.
Weaknesses
- It demands more training and talent.
- Organizational transformation to this model from an existing traditional SDLC
model needs structural transformation.
- Scalability is a troublesome, unless specific models are followed.
Lean
Lean methodology offers the features of solid conceptual principles, values and frameworks,
along with fair practices. This methodology works basically on reducing the waste .
The methodology involves the process that is divided into three activities value-adding, non-
value adding and essential non-value adding (Ladas & Corey, 2007). Here, the activities
involved in the activity called non-value adding is considered to be waste and so these
activities are tried to remove, considering it as waste, so that the entire model is made as
leaner. Hence delivery becomes faster with lesser wasted efforts.
Strengths
- Improved efficiency in the process of development, because of elimination of the
waste.
- The same also speeds up the software development process, which in turn reduces
cost and time of the project.
- Faster product delivery, which means delivery of more productivity earlier.
- Development team empowerment helps to develop the team’s ability of decision
making, which would also motivate the team.

Weaknesses
- The project is more dependent over the team’s cohesiveness and the team
member’s individual commitment.
- The overall success of the project is highly dependent over the team members’
discipline and also on their technical expertise.
- The model demands to evolve the requirements specification very clear.
- Too much flexibility may lead to deviate from the original objectives of the
project.
Scaled Agile Frameworks (SAFe)
SAFe is developed to bring the final and better products faster in the market. SAFe calls for
alignment and closer collaboration across the teams and has the objective of centralized
decision making. The model offers options for multiple configuration on the basis of the team
size. It includes the process in three levels, called Team, Program and Portfolio.
Strengths
- SAFe allows ‘big picture’ visualization by organizations, through roles and
responsibilities mapping and required activities for development of the software.
While doing the same, organizations explore answer the questions related to the
alignment of the initiatives of software development with objectives of business or
the predictability of the same.
- Unlike many models, it helps to pinpoint opportunities for workflow improvement
and also to measure success.
Weaknesses
- It is considered to be too much top down approach.
- The model calls for roles of administration to oversee coordination of multiple
projects, dependencies and releases.
- It can slow down the processes.
Kanban
Kanban method or framework has been adopted and more prominent in the testing method
for software, especially in agile testing. Kanban means simply a card and it contains the work
details related to the software. The objective of this methodology is visualization.

Kanban cards are majorly used by the teams for continuous delivery. Kanban is similar to
Scrum, where it helps effective work by teams and promotes collaborative and self-managed
teams (Cacaniti & Daniel, 2018).
Karban has three basic principles, visualizing the workflow, limiting the work in progress,
enhancing the flow.
Strengths
- Kanban methodology promotes encourages ongoing and active learning and
continuous collaboration.
- The model offers best possible workflow for the team.
Weaknesses
- The model is less effective in situations of shared resources.
- The process may become ineffective with infrequent orders.
- Quality miscues
- It has more problems associated with the production flow.
- It cannot eliminate variability.
Disciplined Agile Delivery (DAD)
Disciplined Agile Delivery aims in addressing the areas that not found with the agile
frameworks of smaller scale. This model progresses the process in three phases called,
Inception, Construction and Transition.
Strengths
- The major strength of the DAD is recommending the processes at the phase of
inception and also in transition, where the teams prepare for delivery.
- More guidance in the architectural and design area.
- It also allows enough flexibility in terms of various guidelines for processes for
the lifecycles of systems development.
Weaknesses
- Marketplace adoption is slower for DAD, especially when compared with SAFe
framework.
- The model demands experienced consultants and coaches compared to the other
models.

Agile Modelling (AM)
Agile Modeling is basically developed to perform modelling activities and has major focus
on cultural principles and practices. The key idea of AM is to produce models that are
advanced enough for supporting acute problems related to design and purposes of
documentation, while maintaining lower amounts of documentation and models. The model
has major focus on cultural issues and the same gets reflected in the team structures and
support for communication and team working spirits.
The four values of AM include courage, feedback, simplicity and communications, which are
similar to the Extreme Programming. It follows best practices in four categories, simplicity,
teamwork, iterative & incremental modelling and validation.
Strengths
- Cultural aspects are given emphasis that influence the outcomes as well as
practices.
- The model supports day to day duties of software development.
Weaknesses
- AM is insufficient along itself, from viewpoint of broader software development.
- The model covers only modelling and so demands supporting methods.
- Much more efforts are demanded to illustrate the seamless integration possibilities
with other methodologies of development.
DevOps
DevOps is a combination of practices of software developed. DevOps is the combination of
Software Development (Dev) and Operations of information technology (Ops) and shorten
the process of SDLC and delivers fixes, updates and features that are closely associated and
aligned with the objectives of the business (Loukides & Mike, 2012). The best part of this
technology is that it involves a set of practices that are involved in minimizing the time to
change that would be placed into normal production from committing change to a system,
while high quality is ensured(Andrej et al., 2015).

Strengths
- The DevOps methodology takes very shorter time for marketing
- Allows to work for better product quality
- The model improves efficiency along with the productivity.
- The model allows releasing better reliable outcomes.
- The outcome allows to develop better customer satisfaction.
- The model allows fast experimentation thereby increasing the ability for right
product building.
-
Weaknesses
(Erich et al., 2017)
Comparison & Contrast Between Traditional and Agile
Systems
CHARACT
ERISTIC
TRADITI
ONAL
SDLC
AGILE
METHOD
OLOGY
WATER
FALL
PROTOT
YPING
SPIR
AL
SCRUM EXTREM
E
PROGRA
MMING
LEAN DAD
BASIC
PROCESS
All the
process
goes in a
sequentia
l order,
where
there is a
clear
division
between
Prototype
is the
basic and
fundamen
tal ways
of
implemen
ting the
process
Builds
rapid
protot
yping
with
concur
rent
and
paralle
l task
Scrum
support the
teams to
work
effectively
and
enables
collaborati
ve and
self-
Chopping
major
objective
into
shorter
cycles of
developme
nt
Lean
process
works
with
the
activiti
es
divided
into
value-
Proces
s
follow
s is
incepti
on,
constru
ction
and
transiti