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Autumn Examinations 2007/ 2008
Exam Code(s) 1BD 2BD Exam(s) H. Dip Systems Analysis 2 nd^ H. Dip Systems Analysis (part time)
Module Code(s) MS Module(s) Applied Systems Analysis
Paper No. Repeat Paper
External Examiner(s) Prof. Hans van der Heijden Internal Examiner(s) Prof. J. F. Collins Mr. Chris.Barry
Instructions: Answer Question 1 and 2 other questions. Note that all questions do not carry equal marks. Duration^2 No. of Pages 6 Department(s) Department of Accountancy and Finance Course Co-ordinator(s) Dr. Michael Lang
Requirements : MCQ Handout Statistical Tables Graph Paper Log Graph Paper Other Material
Question 1 Using the interview transcript below of the Dermatology Practice case study, answer the following questions. Note that all question parts do not carry equal marks.
(a) Model the existing activities of the medical practice described below. Include a Context Diagram, a Functional Decomposition Diagram, a System Diagram and one Primitive Diagram. 35 marks (b) Identify all the data entities described below, and draw an entity relationship diagram with primary and foreign keys specified. 10 marks (c) Discuss positive aspects and any shortcomings in the conduct of the interview process. 5 marks Total: 50 marks
A Dermatology Practice
Dr. Claire Washington has recently taken over a dermatology practice from an older physician, Dr. Halwell, with whom she has practised for the past ten years. A recently qualified physician, Dr. Frank Jefferson, will be joining the practice shortly. Claire and Frank will run the practice as a partnership. The other staff are:
- Ms. Teresa Liu, office manager.
- Ms. Jennifer Carrington, secretary.
- Ms. Sally Farnham and Ms. Trudy Hynes, nurses.
The practice operated reasonably well but is creaking under the weight of antiquated procedures. The old patient record software system in use is called Patient CarePlus but it has been very slow and inflexible as the practice has developed. Furthermore, many procedures remain manual and they would like to automate these where possible. Thus to improve efficiency and profitability, Dr. Washington has decided that many office practices will need to be changed. She has contacted Computer Consultants with a view to commissioning a computer-based system to help with patient scheduling, ordering supplies, accounts receivables (billing), ‘reminder’ generation and patient treatment. Wojciech Czalka, Senior Systems Analyst of Computer Consultants has been assigned to the project. The following describes a summarised outcome of interviews held by Wojciech with staff of the office in a study of the operations of the existing system.
The study begins with Wojciech’s interview of the office manager, Ms. Liu, who describes the billing process in detail. When a patient arrives for an appointment, the daily appointment schedule is annotated with a circle to indicate that the appointment was kept. After each patient visit, the doctor completes a Patient Visit Form to indicate the diagnosis and what services were performed. Two copies are placed in the current week’s stack for subsequent processing. The original white copy is filed as a permanent record of the office visit. The patient gets the yellow copy. The pink copy is used by Jennifer Carrington to enter the details from the Patient Visit Form into the software system. At this time, a patient is requested to pay in full for the office visit unless the patient is covered by health insurance. If they are able to pay at that time
scheduled a long time ago. Unfortunately, most patients are never called, so some of them simply forget about their appointments. Later on, they usually call to reschedule their appointments, often because the condition has recurred. Dr. Washington is particularly concerned about this situation because timely intervention can often prevent serious medical problems. Whenever Dr. Washington is called away due to a medical emergency, Jennifer must reschedule appointments for several patients. Before the patients can be contacted, their phone numbers and/or email addresses must be located by searching the file records. It is a laborious task, but she asserts that she always accomplishes the appointment rescheduling in a satisfactory way.
Finally, Wojciech investigates the record-keeping system for patient histories. A physical file folder exists for each patient. After each patient visit, Dr. Washington enters her own notes about the ailment and the treatment prescribed as well as essential details into the Patient CarePlus system. Unless the patient has a long medical history, this system seems to be satisfactory for Dr. Washington. However patients with complicated histories are troublesome because Dr. Washington needs to review both the physical patient file and the Patient CarePlus system to be sure that no vital information is overlooked. The nurses express a different view of the patient history system. When patients call, they have to pull the correct file folder, search for the information in the computer, and answer their questions. They feel that a single source for all the information is important.
Having obtained an in-depth view of the various systems pertinent to Dr. Washington’s practice, Wojciech also examines the accounts payable system and drug records.
Although the accounts payable system is functioning well, Wojciech becomes concerned about controls in this area. He discovers that an audit has never been performed on accounts payable. Ms. Liu has the authority to pay bills without any supervision from Dr. Washington, since these amounts, apart from drugs, are relatively small compared to the monthly salaries. Ms. Liu writes cheques on a separate current account designated for this purpose. The payments from the patients are placed in a second (deposit) account from which only Dr. Washington is authorised to withdraw funds, which she does so every so often to float the current account. Since Ms. Liu can draw funds only from the first account, Dr. Washington believes that the patient receipts placed in the second account are secure from fraud. Wojciech is not satisfied with the controls in this area, however, and marks this matter for discussion with Dr. Washington.
Wojciech then interviews the nurses about the procedures for issuing drugs. The nurses both agree that the record-keeping system is adequate. The distribution of controlled substances, drugs that are strictly regulated by law, are recorded in a special book. The inventory of other drugs is simply checked once a week by one of the nurses - drugs are reordered by writing the drug name and quantity on an order form. From there Ms. Liu takes over, ordering the drugs and paying the bills. There have never been any problems in this area. The quantity of each drug to stock is written in the Drug Book. The nurses are emphatic in their disapproval of any change to this system.
Question 2 Answer (a) or (b)
(a) Discuss the use of systems theory and systems thinking for problem solving in information systems development. In your discussions highlight key systems ideas and how systems thinking techniques might, or might not, prove useful in the process of systems development. 25 marks or
(b) Discuss in some detail the process of Requirements Discovery. In your discussion, describe a number of popular fact-finding methods used for requirements determination. 25 marks
Question 3 Answer (a) or (b)
(a) “Keeping projects on-time, within budget and achieving a high level of quality is difficult. Failures and limited success far outnumber very successful information systems.” With this statement in mind discuss the importance of project management in IS development and how effectively it might be achieved. State also what you believe are the critical issues that face project managers. 25 marks
or
(b) The following activities describe the major tasks of a systems development project for the Guber Software Group.
Activity Precedence Duration (weeks) A - 4 B A 13 C - 7 D - 9 E A,B,C 7 F A,C,D 15 G E,F 8 H D,E,F 6 I D 10
Required: Draw a PERT/CPM chart suggested by the activities listed above, showing all activity relationships including dummy activities. Identify the critical activities and the critical path. 25 marks
