LUIGIDOLLOSA

10754903

BOOK REVIEW 2

BOOK : MODERN SYSTEMS ANALYSIS AND DESIGN AUTHOR : HOFFER, GEORGE, VALACICH

REFERENCE # : QA 76.9 S88 H64 1999

CHAPTER : 2- Succeeding as a Systems Analyst

QUOTE : “…the process of identifying problems is the process of identifying differences( between the existing situation and the desired situation) , so problem solving is the process of finding a way to reduce differences.”

BOOK REVIEW :

      Chapter 2 of my preferred book discussed about succeeding in the profession of a systems analyst. The chapter was subdivided into two parts: explanation the specific skills demanded for the job and the further description of the system analysis profession. It first enumerated the requisite skills: analytical skills, technical skills, management skills, and interpersonal skills. Then in the latter part of the chapter text is a brief elaboration and discussion of the profession in a global context.

     Analytical skills were first discussed because they were a priority. Thinking like a system analyst is thinking and viewing things in a perspective involving systems. The chapter first had a recap of the definition, characteristics, and important terminologies of a system so as to provide background and information support. But the bottomline is that thinking things in comparison to a system is a definite skill a system analyst should master. It would entail skills on how to separate subsystems and processes to identify problems and to finally implement solutions; systems thinking is a sure-fire and systematized way of solving things which may be even applicable to real-life scenarios.

     Technical skills were discussed after which. The essence of this part is to ‘sharpen the saw’. To be a booming systems analyst, one must not only be adept with the capacity, but also at pace of the ever-changing trend of Information Technology. He must be updated with new emerging technologies, products, methods, and events. The chapter even lists of some recommended checklists which included attending conferences, seminars, forums, lectures, reading publications, joining clubs, and being acquainted with recent technologies.

     Management skills succeeded and it was subcategorized to resource, project, risk, and change management. Resource management entails cautious and efficient handling of resources: both information and people. Project management is related to leadership. It emphasized the importance of delegation and motivation to improve the process and the output as well. Risk management is needed so as to identify risks to reduce their chances of happening. Lastly, Change Management is being an instrument to help people adapt to transitioning systems in order for them to just keep up and not to oppose evolving processes.

     Interpersonal Skills were just as important as the aforementioned skills. Communication skills came directly below this because it is a necessity to be able to communicate correctly, clearly, and credibly to co-workers or team members. This encompasses listening, interviewing, and presentation skills: three critical areas that need not be taken granted of. Team-work was also included in interpersonal skills. A SA must be a good leader and project manager that can manage/ supervise individuals and group expectations.

     Finally, Chapter 2 of this book discussed the profession of systems analysis. It provided insights to the reader of what tracks and career paths that originates from being a system analyst. I learned that being an SA is an advantage for the reason that I can freely select on being on either the technical side or the managerial side. It also discussed proper SA ethics and practices which were standard world-wide conventions.