What Are the Best Tips for Systems Acquisition?

The system requirements analysis method is composed of a system analysis process of data domain and function domain of software and a representation method thereof. It defines how to represent the logical and physical views of the system. ^[1]

System analysis method

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The system requirements analysis method is composed of a system analysis process of data domain and function domain of software and a representation method thereof. It defines how to represent the logical and physical views of the system. ^[1]

System Analysis Method

System analysis was first developed by the United States

1) System characteristic analysis method;

2)

Suff Matrix

Case interview points Analysis tools / framework

ADL Matrix

Andy Grove Six Force Analysis Model

Boston Matrix

Benchmarking

Porter Five Force Analysis model

Porter value chain Analysis model

Boston Experience Curve

Porter Diamond Model

Bain profit pool analyzing tool

Porter competition strategy Roulette model

Porter industry competition structure Analysis model

Porter's Industry Organization model

Five factors of change

BCG three or four rule matrix

Product / Market Evolution matrix

Gap Analysis

Strategic Information System

Strategy Checker Model

CSP model

Innovation dynamics model

Quantitative Strategic Plan Matrix

Grand Strategy Matrix

Multi-point competition strategy

DuPont analysis

Orientation policy matrix

Drucker Seven Source of innovation

Binary core model

Service Golden Triangle

Faulkner and Bowman's Customer matrix

Faulkner and Bowman's Producer matrix

FRICT Financing Analysis

GE Matrix

Gallup Path

Company-level strategic framework

Advanced SWOT Analysis

Shareholder value analysis

Supply and demand model

Key success factors Analysis

Post value assessment

Planning the corporate vision Methodological framework

Core Competitiveness Analysis model

Watson Wyatt Capital index

Identification of core competitiveness tool

Environmental uncertainty analysis

Strategic groups within the industry Analysis matrix

Horizontal value chain analysis

Strategic Group in the Industry analysis

IT Added Value Matrix

Competitive situation matrix

Basic competition strategy

Triangle Model of Competitive Strategy

Competitor Analysis Outline

Value network model

Performance prism model

Price sensitivity test

Cost analysis of competitors

Competitive advantage causality mode

Competitor analysis tools

Value chain analysis

Script method

Four-level model for competing resources

Value chain information management

KJ method

Card-type intellectual motivation

KT decision method

Expansion method matrix

Stakeholder analysis

Radar chart analysis

Luin's Force Field Analysis

Six thinking hats

Profit pool analysis

Process analysis model

McKinsey 7S model

McKinsey seven-step analysis

McKinsey Three-Level Theory

McKinsey Logical Tree Analysis

McKinsey's Seven-Step Poem

McKinsey customer profitability matrix

McKinsey 5Cs model

Internal and external matrix

Internal factor evaluation matrix

Nolan's Stage Model

Kraft paper

Internal value chain analysis

NMN matrix analysis model

PEST analysis model

PAEI Management Role Model

PIMS analysis

Perot's technical classification

PESTEL analysis model

Enterprise quality and vitality analysis

QFD method

Enterprise value correlation analysis model

Nine Forces Analysis of Enterprise Competitiveness model

Five Elements Analysis of Enterprise Strategy

Human Resources Maturity Model

Economic analysis of human resources

RATER index

RFM model

Ruiding's learning model

GREP model

Talent Model

ROS / RMS matrix

3C Strategic Triangle Model

SWOT analysis model

Four-chain model

SERVQUAL model

SIPOC model

SCOR model

3D business definition

Virtual value chain

SFO model

SCP analysis model

Thomson and Steckland method

V matrix

Gyro model

External factor evaluation matrix

Threat Analysis Matrix

New 7S principles

Behavior anchor rating

New Boston Matrix

System analysis method

System logic analysis method

Physical value chain

Information Value Chain Model

Strategy Implementation Model

Strategy Clock Model

Strategic position and action Evaluation matrix

Strategic map

Organizational growth stage model

Strategic choice matrix

Patent analysis

Management element analysis model

Strategic group model

Comprehensive strategy theory

Vertical value chain analysis

Importance-urgency model

Knowledge chain model

Knowledge value chain model

Knowledge supply chain model

Organization Structure Model

The specific steps of the system analysis method include: defining problems, determining goals, investigating and collecting data, proposing alternatives and evaluation criteria, evaluating alternatives, and proposing the most feasible plan.

Qualified problem

The so-called problem is the gap between the actual situation and planned goals or ideals. The core content of the system analysis is two: one is to "diagnose", that is, to find out the problem and its cause; the other is to "prescribe," that is, to propose the most feasible solution to the problem. The so-called problem definition is to clarify the nature or characteristics of the problem, the scope and impact of the problem, the time and environment of the problem, and the symptoms and causes of the problem. Limiting the problem is a key step in system analysis, because if the "diagnosis" is wrong, it is impossible to prescribe the right prescription in the future. When defining the problem, we should pay attention to distinguishing symptoms and problems, and we cannot discuss the cause of the problem in advance. At the same time, we must determine which are local problems and which are overall problems. The final determination of the problems should be made after investigation and research.

Identify the target

The goal of system analysis should be determined according to the customer's requirements and understanding of the problem to be solved. If possible, it should be expressed by indicators for quantitative analysis. Objectives that cannot be described quantitatively should also be explained clearly in words as much as possible in order to conduct qualitative analysis and evaluate the effectiveness of system analysis.

Research and collection of data

The investigation and collection of data should be conducted around the cause of the problem. On the one hand, it is necessary to verify the hypothesis formed at the limited problem stage; on the other hand, it is necessary to explore the root cause of the problem and prepare for the next step to propose alternative solutions to the problem.

There are four commonly used methods of survey research: reading documents, interviews, observations and surveys.

The data and information collected include facts, opinions and attitudes. Data and information must be de-false and cross-checked to ensure authenticity and accuracy.

Propose a plan and evaluation criteria

Through in-depth investigation and research, the real problems to be solved can be finally determined, and the main causes of the problems can be clarified. On this basis, targeted solutions can be proposed. Alternatives are suggestions or designs that can be selected to solve the problem and achieve the consulting goals. Two or more alternatives should be proposed to provide further evaluation and screening. In order to evaluate alternatives, it depends on the nature of the problem and what the client has. Propose constraints or evaluation criteria for further application.

Case evaluation

According to the above-mentioned constraints or evaluation criteria, the problem-solving options are evaluated. The evaluation should be comprehensive, not only taking into account technical factors, but also considering socio-economic factors. The evaluation team should be representative. In addition to employees, representatives of client organizations must also be invited to participate. Determine the most feasible solution based on the evaluation results.

Submit the most feasible solution

The most feasible solution is not necessarily the best solution. It is the most realistic and feasible solution selected according to the evaluation criteria within the constraints. If the customer is satisfied, the system analysis reaches the goal. If the customer is not satisfied, it is necessary to negotiate with the customer to adjust the constraints or evaluation standards, or even re-limit the problem, and start a new round of system analysis until the customer is satisfied.

To

A forging plant is a small enterprise that mainly produces automobile rear axles such as Jiefang, Dongfeng 140 and Dongfeng 130. The annual production capacity is 18,000 and the annual output value is 1.3 million yuan. The semi-shaft production process includes 23 procedures such as forging, heat treatment, machining, and painting. Due to outdated equipment, some equipment has been replaced and renovated in previous years, but the effect is not obvious, and the production capacity still cannot be improved. The factory leaders were anxious to open the situation, so they entrusted M Consulting to consult. M Consulting uses system analysis to diagnose

CSP model

· GE Matrix

· QFD method

ROS / RMS matrix

V matrix

· WSR system methodology

· Portfolio strategy

· Talent Model

· Enterprise value correlation analysis model

Flexible corporate financial management system

· Nine Forces Analysis Model of Enterprise Competitiveness

· Public decision thinking

Stakeholder analysis

· Watson Wyatt Human Capital Index

Five factors of change

· Basic competition strategy

Ansoff matrix

· Post value assessment

· Construction period planning

· quantitative Economics

· Golden Triangle Service

· Boston Matrix

· Porter Five Force Analysis Model

· Potter's competitive strategy roulette model

New developments in logistics theory research

Environmental uncertainty analysis

Ruiding's learning model

· Procedure control method

· System theory

· System Management School

Economic system analysis

· Comprehensive standardization

· Mundell's efficient market classification principles

· Soft evaluation method

Financial efficiency

· Integrated management

· McKinsey 7S model