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DEDll CATION
To all of my students - past, present, and future
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v
BRIEF CONTENTS
PHASE I: SYSTEMS PLANNING 001
Chapter I Introduction co Systems Analysis and Design 002

Chapter 2 Analyzing the Business Case 044
Chapter 3 Managing Systems Projecrs 074
PHASE 2: SYSTEMS ANALYSIS 103
Chapter 4 Requirements Engineering 104

Chapter s Data and Process Modeling 144
Chapter 6 Object Modeling .1 80
Chapter 7 Development Strategies 200
PHASE 3: SYSTEMS DESIGN 227
Chapter 8 User Interface Design 228
Chapter 9 Data Design 268
Chapter 10 System Architecture 316
p ~
• 10
Chapter 11 Managing Systems Implementation 352
PHASE: · S STEMS SUPPORT AND SECURITY 399
Chapter 12 Managing Systems Support and Security 400
Glossary 453
Index 471
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vi
TABLE OF CONTENTS
PHASE I : SYSTEMS PLANNING I.9 The Systems Analyst 28
1.9.1 Role 28
1.9.1 Knowledge. SIUlb. and Ecb::auon 29
l.9J Certification 31
1.9.4 c..reer Opportunities 32
1.9.5 Trends"' lnformabon Technology 33
Introduction to Systems Analysis A Question of Ethics 35
and Design 1.10 Summary 35
Learning Objectives 2 Key Terms 37
I. I Information Technology 3 Exercises 42
I. I.I The Changing Nature of Information Technology 3
1. 1.2 Synems Analysis and Design 4
1.1 .3 What Does a Systems Analyst Doi
1.2 Information System s
"
4
1.2.1 Hardware
1.2.2 Software
5
5
Analyzing the Business Case
1.2.3 Data 6
1.2.4 Processes 7 Learning Objectives 44
1.2.S People 7 2. I Strategic Planning 45
Case In Point I. I. Data B~. che 8 2.1 . 1 Strategic Planning Overview 45
1.3 Internet Business Strategies 8 Case in Point 2.1; Pets for Rent 45
1.3. 1 The lnttrnet Model 8 2.1.2 SWOT Analysis 45
I .J 2 82C (BuS1ncsMo·Consumer) 8 2.1 J The Role of the IT Dep1rtmenc 46
I .J.3 828 (Business·tO· Buslness) 9 2.1 Strategic PlanningTools 47
1.4 Modeling Business Ope rations 9 2.l The Business Case 47
1.5 Busines$ Informa t ion Systems 11 2.4 Systems Requests 49
1.5 I Enterpriu Computing II
l.S.2 Trmuccion Processang II
2.5 Factors Affecting Syst e m s Projects so
2.5. 1 lntern>I Factors 50
I .SJ Business Support 12
2.5.1 Extern>! Factors 52
l.S.4 Knowled&e Mana&e"*" 13
I .S.5 User Producov1ty 14 2.6 Processing Systems Requests 54
I .S 6 D1giul Assistants 15 2.6.1 Sys<ems P.equen forms 54
1.5 .7 Systems lnteinuon 15 2.6.2 Systems Request Tools 54
2.63 Systems Review Committee 54
C..• ~ 1n P. t I 2: Au 1n• '"'° ~ h I • 5
1.6 Organiu.t ional Information Models 16 Case 1n P"'nt 2 1: At '"' y A1r1 " , P.art On~ SS
1.6 I Functions and Organlzadonal l.eve:s 16 2.7 Assessing Request Feasibility 56
1.6.2 Top Man~ers 16 2.7. 1 Feuibtlity Studies 56
1.6.3 Middle Maniiers •nd Know1ed&• Worker> 17 2.7.2 Operauon>l FeaS1bthty 57
1.6.4 Supervisor> and Team Leaders 17 2.7.3 Ecooom<e Feasib1l1ty 57
1.6.5 Operadonal Employees 17 2.7.4 Teclvlical F<!asibillty 58
2.7.5 Schedule Feasfblllty 58
1.7 Syst ems Deve lopment 17
2.8 Setting Priorities S9
1.7. 1 StructuredAnalysls 18
1.7.2 Object-Oriented Analysis 21 2.8.1 Dynamic Priorities 59
2.8.2 F•«ors That Affect Priority 59
1.7.3 Agile Methods 22
1.7.4 Prototyping 24
2.8.3 Discretionary and N ondlscretoonary Projects 60
1.7.5 Tools 24 Case in Point 2.3: Attaway Airline , Part Two 60
1.8 The Information Technology Department 26 2. 9 The Preliminary Investigation 60
1.8.1 Appllcatlon Development 27 2.9.1 Planning the Preliminary lnvesclgadon 61
C;ue in Point 1.3 : Global Hotel~ and Momma's Motels 27 2.9.2 Performing tho Preliminary lnvesdgatlon 61
1.8.2 Systems Support and Security 27 2.9.3 Sumtmn•mg the Preliminary lnvestlg-.tion 68
1.8.3 User Support 28 A Question of Ethics 69
1.8.4 D•toboseAdmlnt>trotJon 28
1.8.5 Network Adminlstrodon 28
2. 10 Summary 69
1.8.6 Web Support 28 Ke:yTerms 70
1.8.7 Qu>l1ty Assuranco (QA) 28 Exercises 72
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4.2.2 Rapid Apphcadon Development 111

4.2.3 Agile Methods 113
4.3 Gathering Requirements 114
Managing Systems Projects 4.4 Gathering Requirements Through Interviews 116
4.4.1 The lnterv>ew Process 116
Learning Objectives 74
4.5 Gathering Requirements Using Other
3. 1 Overview of P roject Management 75
Techniques 12 1
3.1 I Whn Sh>peS a Project• 7S
4.5.1 Document Review 122
3.1 2 What Isa Project Tnansfe' 7S
4.S.2 Observation 122
3.1.3 What Does a Protect ~nager Do' 76
4.5.3 QueJtionnaires ond Su~ 123
3.2 Creating a W o rk Breakdown Structure 76 4.S.4 Interviews Venus Quescionnaires 124
3.2.1 Gontt Clwu 76 4.S.S S...ns«>rmin& 115
3.2.2 PERT/CPM Charts n 4.5.6 Sampling 125
3.2.3 ldent1fyi11g Tasks In a Wori< B<cakdown Structure 78 4.S 7 Research 126
Ca•~ in Point l. I . S onri Sottw;i.n 80 Case in Point 4.2: CyberStuff 127
3.2.4 Foctors Affecting Dul'O\don 80
4.6 Gathering Re q uirements In Aglle Projects 127
3.2.S Displ;ay111g the Wori< Breakdown Structure 81
4.7 Representing Requirements 128
3.3 Task Patterns 82
1.7.1 Natural Language 128
3.3.1 Using Task Boxes to Create a Model 82
3.3.2 Task Pattem Types 83 Case in Point 4.3: Digital Pen Transcription 129
3.3.3 Working with Complex Task Pattems 8" ...7.2 Diagrams 129
1.7.3 Models 13 I
Case In Point 3.2: Parallel Services SS
4.8 Validating and Verifying Requirements Ill
3.4 The Crltica.I Path 85
3.4.1 Calculacing the Cntlcol Path 85 4.9 Tool.s 134
3.5 Project Monit oring and Control 87 A Question of Ethics 137
3.S. I Monitori11g and Contra I Techniques 87 4. 10 Summary 137
3.S.2 Malntolnin& • Schedule 87
3.S.3 Tasks and the Critical Poth 87 Key Te rms 139
J.t Re porting 1)7 Exercises 142
3.6 I Project Status M..anis 88
3.6.2 Project Statui Rtporu
3.63 0..long woth Problems
88
88 Chapter S
3.7 Project Management Software 89
3.8 Risk Management 93
Data and Process Modeling
3.9 Managing for Success 94 Leaming Objectives 144
C. P, 1t l J 1me Software 95 5 .1 Logical Versus PhysicaJ Models 145
3 9 I Buslnen luues 95
5 .2 Data Flow Diagrams 145
3.9.2 Budget Issues 95
3.9.3 Schedule Issues 96 S.3 Data Flow Diagram Symbols 146
53I Proun Symbol> 147
A Question of Ethics 96 5.3.2 Data Flow Symbols 147
3. 10 Summary 96 5.3.3 Data Store Symbols 149
5.3.4 Enticy Symbols ISi
Key Te rms 98
5.3S Usin& DFD Symbols 152
Exe r cises 100
5.4 Drawing Data Flow Diagrams 152
5.5 Drawing a Context Diagram 154
PHASE 2 : SYSTEMS ANALYSIS
5.6 Drawing a Diagram 0 DFD 155
S.7 Drawing Lower-Level DFDs 158
Chapter 4 Case In Point 5.1 : Big Ten University 163
Requirements Engineering 5.8 Data Dictionary
5.8.1 Documenting the Data Eltmenu
164
161
5.8.2 Documentinc the Data Rows 165
5.8.3 Documenting the Data Stores 166
4. 1 Syste m Req uirements 105 5.8.4 Documenting the Processes 167
4.1.1 Types of Requoremenu 105 5.8.5 Documentm& the En"tles 167
4.1.2 Requlremenu Challenges 106 5.8 6 Documenung the Records 167
4.1.3 Additional Conslderatlons 107 5.8.7 Data Dlcuonary Reporu 168
4. 2 Team-Based Techniques 108 5.9 Process Description Tools in Modular Design 169
4.2.I )olntAj>pl1ca11on 0..elopment 109 5.9.1 Procen Descnpcions 1n Obiect·Oriented [)eo.lelopmen1 169
Case in Point 4.1: North Hills College 111 S.9.2 Modubr Design 169
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5.9.J Slt\ICtured En&hsh 170 7.3.4 Custom1%1ng •Software Pad<ogc 206

5.9.4 Dec1si0n T~es 170 7.3.S Cre.tlng User Appli<att0ns 207
Case in Point 5 .2 : Rock Solid Outfitters (Part I) 174 Case in Point 7 . 1: Doug's Sporting Goods 108
5.9 .S DeclSlO!'I Trees 175 7 .4 Outsourcing 208
use in Point 5.3 : Rock Solid Outfitters (Part 2) 175 7.4. I The Growth ol Ouuourc"'I 108
7.4.2 Outsouran& Fees 209
A Question of Ethics 176
7A3 Ouuourong Issues and Concerns 1 10
5. 10 Summary 176
7.5 Offshoring 210
Key Terms 177
Case in Point 7.2: Turnkey Services 211
Exercises 179
1.6 Software as a Service 211
7.7 Selecting a Devefopment Strategy 211
Chapter 6 7.7. I The Systems Analysts Role
7.7.2 Analyzing Cost and Bcnefiu
212
212
7.7.3 Cost-Benef1tAnalysls Checkllot 213
Object Modeling
Case in Point 7.3: Ster1ingAssoclates 214
Learning Objectives 180 7.8 The Software Acquisition Process 214
6.1 Object-Oriented Analysis 181 Step I: Evaluate che Information Synem Requirements 214
Step 2: Identify PotentialVendors or Outsouroing Options 2I 6
Case In Point 6. 1: Travel Biz 181 Step 3: Evaluate the Alternatives 217
6.2 Objects 181 Step 4: Perform Cost-Benefit Analysis 219
Step S: Prepare a Recommendation 219
6.3 Attributes 183
7.9 Completion ofSyscemsAnalysisTasks 219
6.4 Methods 183 7.9. 1 System Requirements Document 219
6. 5 Messages 183 7.9.2 Presentation to Management 220
7.9.3 Transition to Systems Des1&n 221
6.6 Classes 184
6.1 Relationships Among Objects a.n d Classes 186 A Question of Ethics 222
6. 8 The Unified Modellng language (UML) 187 7. 10 Summary 222

6.8. I Use Cue Mod~1n1 187 KeyTefms 224
6.8.2 Use Cue Ofagnms 189
Exercises 226
Case in Point 6.l : Hilltop Moton 189
6.8..3 Cius 01ograms l'JO
PHASE 3 : SYSTEMS DESIGN
use in Point 6 .3: Train the Trainers, Inc. 191
6.8.4 Sequence O.airams 192
6.8.S
6.8.6
State Transition Oiograms
Activity Diagrams
192
193
Chapter 8
6.8.7 Susineu Process Modeling 194
6.9 Tools 195
User Interface Design
A Question of Ethics 195 Leaming Objectives 228
6.1 0 Summary 195 8.1 User Interfaces 229
Key Terms 197 8.2 Human-Computer Interaction 230
Exercises 199 Case in Point 8. 1: Casual Observer Software 232
8.3 Seven Habits of Suceessful Interface Designers 232
8.3.1 Undeni:and the Busman 232
Chapter 7 8.3.2 Maxlml1e Graphical Effectiveness 232
8.3.3 Think like a User 233
Development Strategies 8.3.4 Use Models and Prototype>
8.3.5 Focus on Usability
233
233
8.3.6 Invite Feedback 233
8.3.7 Document Everythln& 234
7. 1 Traditional Versus Web-Based Systems
8.4 Guidelines for User Interface Design 234
Development 201
8.4. 1 Create an Interface That Is Easy to Learn and Use 234
7.1.I Traditional Oevelopmenc In a U'ldltlonal systems 8.4.2 Enhance User Producuvlty 235
development environment 201
8.4.3 Provide Flexibility 236
7. 1.2 Web-Based Oevalopmenc: In a web-based systems 8.4.4 Provide U1en wich Help and Feedback 236
development environment 201
8.4.5 Create an Atll'lctove Layout and Oesl&n 137
7.2 Evolving Trends 202 8.4.6 Enhance che Interface 238
8.4.7 Focus on Oaa Entry Screens 240
7.3 In-House Software Development Options 203
8.4.8 Use Validation Rules 143
73.1 Make or Buy Decision 203
204 8.4.9 Manoge Data Effectro'Oly 245
7.3 l Developing Softw1re In-House
8.4.10 Reduce lnputVolume 145
733 Purclwin1 • ~ Pac.kage 205
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Case in Point 8.l : Boolean Toys 2'46 Case 1n Point 9.3= Madera Tools 300
8.5 Source Document and Form Design 146 9.8 Data Storage and Access 301
2'47 9 8.1 Tools and Techniques 301
8.6 Printed Output
9.8.2 Logial Venu• Phytical Storage 302
8.6.1 Report ~'II' 2'48
9 8.3 O.ta Cod•ng 303
8.6.2 Report ~lgn Pnndples 248
8.6.3 Tn- of R"'°ru 250 9.9 Data Control 305
Ca.e in Point 8 .3: Luy Eddie 251 A Question or Ethics 306
8.7 Technology Issues 251 9. 10 Summary 306
8.7.1 Output Technology 252 KeyTe,.ms 308
8.7.2 Input TechnolocY 25'4
Exercises 313
8.8 Security and Control Issues 255
8.8. I 0uq>Vt Secumy and Control 255
8.8 2 Input Securtl}' and Control 156
8.9 EmergingTrends 257 Chapter 10
8.9. 1 Modulor Deslsn 257
8.9.2 Re•pon•lve Web Design 158 System Architecture
8.9.3 Prototyp1n1 258
A Question or Ethics 260 Learning Objectives 316
8.10 Summary 260 I 0. 1 A,.chitecture Checklist 317
I0.1.1 Corporat0 Organludon and Culture 317
Key Terms 262 I0.1.2 Enterprise Resource Planning (ERP) 317
Exercises 266 I 0. 1.3 lnltQI Cost and TCO 318
I 0. 1.'4 Sal•b•lity 319
I0. 1.S Web Integration 319
Chapter 9 I 0.1.6
10. 1.7
Legacy Systems
Processing Options
319
320
I 0. 1.8 Security Issues 320
Data Design 10. 1 9 Corporote Portals 320
Case in Point 10.1 ABC Sy.terns 32 1
Learning Objectives 268 I O.l The Evolution of System Architecture 321
9. 1 Data Design Concepts 269 I0.2.1 Mainframe Arch1tec:wre 321
9.1.1 O.ta Scructures 269 IO.l.l Impact of the Ptrsonal Computer 322
9.1.2 Mano and o.,,.ca: Ao.a cnsiin Ex.omple 269 I0.2.3 Network Evoluuon 322
9.1.3 Database Manaaement Systems 271
I 0.3 Client/Server An:hitecture 323
9.1 DBMS Components 272 10.3 I The Client's Role 324
9.2. I lnU!rfaces lor Usen, Database Administrators. and I 0.3.2 OoentJSeM1er Tiers 325
Related Systems 273 I 0.3.3 M1ddleware 326
9.2.2 Schema 2n 10.3.'4 Cost-Benefit luues 326
9.2.3 Physical Data Repository 273 10.3.S Ptrformanco Issues 327
9.3 Web-Based Design 274 I 0.4 The Impact of the Internet 327
275 10.4 .I lntemet·BuedArchiteca.o,. 328
9.4 Data Design Terms
9.'4. 1 Definitions 175 I 0.'4 2 Cloud Computing 328
276 10.4 .3 Web 2.0 329
9.'4.2 Key Field•
9.'4.3 Refttential Integrity 279 I 0.5 E-Commerce Architecture 329
9.5 Entity-Relationship Diagrams 280 I 0.5. 1 In-House Solutions 330
9.5. 1 Drawing an ERO 180 I 0.5.2 Packaged Solu11ons 33 1
180 I0.5.3 Service Providers 33 1
9.5.2 Typos of Refadon•hlps
9.5.3 Cardinality 183 Case in Point I O.l . Small Potatoes 332
Case In Point 9. 1: TopText Publishing 284 I 0.6 Processing Methods 332
9.6 Data N ormalii.ation 284 I0.6. 1 Online Processing 332
9.6. I Saindard N otation Format 285 I0.6.2 Batch Processing 333
9.6.2 First Normal Form 286 I0.6.3 Example 333
9.6.3 Second Normal Form 287 10.7 N etwork Models 334
9.6.'4 Third Normal Form 290 I 0.7. 1 The OSI Model 331
Case In Point 9.2: CyberToys 291 10.7.2 NetworkTopology 335
291 10.7.3 Network Devices 337
9.6.S Two Re>l-World Examples
9.7 Codes 297 I 0.8 W ireless Networks 338
297 I 0.8.1 Stand•rds 338
9.7. 1 Ottrv.-ofCodes
9.7.l Types of Codes 298 I 0.8 2 Topolog1u 339
299 1083 Trends 339
9.1.3 Designing Cod.s
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x Table of Contents
Case In Point I 0 .3: Spider IT Services 340 '-- I
341 I l.93 Dati Conve.-..on 382

10.9 Systems D esign Completion
341 11.9.4 Training 383
10.9.1 System DHlgn Speclflcauon
11.9.S Post-lmplementadon Tasks 387
I0.9.2 Us..-ApprCMI 3'12
~
10 9.3 PreS4'lc11lons 342 tdwtrica
A Question of Ethics 3 43 A Q uestion of Ethics 391
I 0.1 0 Summary 343 I I. I0 Summary 391
Key Terms 346 Key Terms 394
Exercises 350 Exercises 398
PHASE S : SYSTEMS SUPPORT

PHASE 4 : SYSTEMS AND SECURITY
IMPLEMENTATION
Managing Systems Support

Managing Systems Implementation and Security
Le arning Objectives 352 Lear ning O bjectives 400
11 .1 Quality A ssurance 353 12. 1 U ser Support 401
I I. I. I Softw.lre Englneerlnc 353 12.1 .1 UserTralnlng 401
I 1.1.2 Systems Engineering 3S3 12.1.2 Help Desks 401
I 1.13 International Organization for St»ndardlution 355 12.1.3 Outsourcing Issues 403
I 1.2 Application D evelopment 356 12.2 Maintenance Tasks 403
11.2.1 Review the System Design 356 12.2.1 Types of Maintenance 404
I 1.2.2 Application De..lopment Tuks 356 12.2.2 Correctl\'e Maintenance 404
I l.2J Syncms Development Tools 357 12.2.3 Adaptm: Mimt~ncc 406
I I .3 Structured Deve lo pment 359 12.2.4 P..-fectrVe Maintenance 406
12.2.S ~ntive Maintenance 407
11.J. I Strvcture Chuts 360
I I 3.2 CohesK>n .nd Coupl 111 361 Case n Po 12 0 0 1n:lng, Inc, 7
11.3.3 Drawing a StrvCture Chart 362 12.3 Maintenance Management 408
11 .4 Object-Orie nted Developme nt 3 64 12.l. I The Mimtenance Te"'" 408
11.4.1 Charactenstlcs of Object-Onented De-ttlopment 365 12.3.2 Maintenance Requests 409
11.4.2 lmplementadon of Obtect-Onented Designs 366 12.33 Establishing Pnorrt1u 410
114.3 Object-Oriented Cohesion and Couplin& 366 12.l.4 Configuration Management 411
367 12.l.S M•intemnce Releases 412
I 1.5 Agile D e velopment
12.l.6 VersK>n Control 412
11 5.1 en.- Programml11g 368
369 12.3.7 Basehnes 414
11 S 2 UJ1r Scones
11.5.3 Iterations and Releases 369 12.4 System Pe rformance Manage ment 4 14
369 12.4. I fault Management 414
11 .6 Coding
12.4.2 Performance and Workload Measurement 416
I I.7 Testing 370 12.4.3 Cap•clty Planning 417
11.7.1 Unlt Teulng 370
372
12. 5 System Security 419
11.7.2 Integration Tesung 419
372
12.S. I System Security Concepts
11.7.3 System Tesdng
12.S.2 Risk Management 420
C:... I M...,., lnc. 3 l 12.S.3 Attacker Promos and Attacks 421
11.8 D ocum entation 373 12.6 Security Levels 423
11.8. 1 Program Documcntodon 374 12.6.1 Physical Security 423
11.8.2 System Documentation 374
Case in Point 12.2: Outer B;mks County 426
11.8.3 Operations Documentition 375
12.6.2 Network Security 426
11.8.4 User Documentitlon 375
12.6.3 Application Security 429
I 1.8.5 Online Documentation 376
12.6.4 Ric Security 431
I I •9 Installation 3 78 12.6.S User Security 432
11.9.1 Operational andTest Environments 378 12.6.6 Procedur.ll Security 434
11.9.2 System Changeover 379
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Ta b le o f Contents xi
c. l'uw 17 C on L 1 Consulting, Inc. 4)4 12.9.4 CnocalThonkln&Skills 442

12.9.S Cybcretllla 442
12.7 Backup and Recovery 435
12.7.1 Global Terrorism 435 A Question of Ethics 443
12.7.l Backup f>ojKoes 435 11.10 Summary 443
12.7.3 Business ContJnUtty Issues 436
Key Terms 446
12.8 System Re tirement 437
Exercises 452
12.9 Future Challenges and Opportunities 438
12.9.1 T..-.nds and Predoc:tJOns 438 Glossary 453
12.9 l Strateiic Ptann•f\g for IT Pro(euionals +40 Index 471
12.9.3 IT Credentials and Cerofoc:aaon +41
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xii i
PREFACE
The Shelly C:ishman Series~ offers the finesr rexes in compurer education. \Ve are
proud char our previous editions of Systems Anafysis and Design have been so well
received by insrructors and srudenrs. Systems Analysis and Design, 12th edition
continues with the innovation, qualiry, and reliabiliry you have come to expect.
T he Shelly Cashman Series dcvelopmenr ream carefully reviewed our pedagogy and
analyzed its effectiveness in reaching roday's srudenr. Conremporary srudents read les~
but need to retain more. As rhey develop and perform skills, students must know how co
apply the skills ro different ~errings. Today's students need co be continually engaged and
challenged to rerain whar they're learning. With chis book, we continue our commitment
to focusing on the user and how the)' learn besr.
Facing a c hallenging global markerplace, companies need strong IT resources ro 5ur·
vive and compete effecrivcly. Many of today's students will become the systems analysts,
managers, and lT professionals of tomorrow. This text will help prepare them for rh o e
ro les.
Overview
Systems A nalysis and Design, 12th edition offers a practical, streamlined, and
updated approach to information systems development. Systems analysis and design is a
disciplined process for creating high-qualiry enterprise information systems. An informa-
tion system is an amalgam of people, data, and technology to provide support for busi-
ness furn'tiom
.. •. As technology evolves, so docs systems analysis. The book cmphasi.i:es
the role of the systems ana lyst in a dynamic, business-related environment. A !.ystcms
analyst ii. a valued team member who helps plan, develop, and maintain information
systems. Analysrs must be exccllenr communicators with st rong analytical and crincal
thinking skills. The y must also be business savvy, technically competent, and be cquall)'
comfortable working with managers and programmers. Throughout the book, real-
world examples emphasize critical thinking and l T skills.
I\1any two· and four-year colleges and schools use this book in information systems
and computer science curriculums. The 12th edition includes expanded coverage of
emerging technologies, such as agile methods, cloud computing, and mobile applica-
tions. Thi!> new marcrial complements the updated treatment of traditional approaches
to systems analysis and design.
Using chi~ book, ~tudents learn how to translate business requirements into informa·
tion systems char support a compan y's strategic objectives. Case srudies and assignments
teach analytical reasoning, critical thinking, and p roblem-solving skills. Numerous proj-
ects, assignments, and end-of-chapter exercises are provided, along with detailed instruc-
tor support material.
Objectives of This Text

Syst ems Analysis and Design, 12th edition is inrended for a three credit-hour introduc-
tory systems analysis and design course. This rexr is designed ro:
• explain systems analysis and design using an appealing full-color format, numerous
scrcenshors and illusrrarions, and an easy-to-read srylc that invites students ro learn.
• introduce project managemenr concepts early in the systems development process.
• challenge students with a Question of Ethics mini-case in each chaprer that a ks
them to respond to real-life ethical issues in an IT environment.
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xiv Preface
• provide multi-method coverage, including a comparison of structured, object-

orientcd, and agile systems development merhods.
• explain how IT supporcs business requirements in todays intensely competitive envi-
ronment, and
• d~ribc major IT devclopmcntS and trends.
Ne w and Updated Feature s in This Edition

Systems Analysis and Design, 12th editio11 offers these exciting new and updated
features:
• Reexamined strucrure and subject coverage to ensure studentS can identify and focus
on the main content readily. Confirmed chat related content has been aligned under
comprehensive section headings to maintain a clear flow of topic and reduce dis-
traction.
• A renewed emphasis on aligning learning objectives with chapter content and assess-
ments. The learning objectives have been updated and carefully reworded so that
instructors know what m focus 011, and studencs know what is expected of them.
T he questions, discussio n t<>pics, and projects have all been updated to better assess
student mastery of the material.
• Updated or replaced many Case in Point mini-cases ro ensure learners arc exposed to
relevant and current examples of real-world business applicanons of key concepts.
• Updated examples of CASE tools reflecting web-based and/or open source offerings.
These cools are often free and are representative of modern systems analysis
solutions.
• Updated screenshots to Microsoft Office 2019 products and Visible Analyst 2016.
Organizatio n of This Text

Systems Analysis and Design, 12th edition contains 12 chapters that reach valuable
cross-functional skills. The chapters are organized into five phases: planning, anal ysis,
design, implemenrarion, and support and security. A four-part S)•stems Analyst's Toolkit,
now available as an online appendix, reflects the most recenc changes in today's syscems
analysis tools and a lso includes invaluable resources. Cross-functional toolkits provide
scudents with che basic skills soughc after by o rganizations hiring systems analysts.
Phase I: Systems Planning

• Chapter 1 - Introduction to Systems Analysis and Design: Chapter l provides an
introduction ro systems analysis and design by describing the role of information
teclmology i.n today's dynamic business environment.
• Chapter 2 - Analyzing the Business Case: Chaprer 2 explains how syscems projects
gee srartcd and how co evaluate a projecc propost1l co determine ics feasibility.
• Chapter 3 - Managing Systems Projects: Chapter 3 describes how to use project
management tools and techniques, and how to plan, schedule, monicor, and report
on n· projects.
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Preface xv
Phase 2: Systems Analysis

• Chapter 4 - Requirements Engineering: Chapter 4 describes the requirements engi-
neering process: gathering facts about a systems project, preparing documentation,
and creating models char will be used to design and develop the S)Stem.
• Chapter 5 - Data and Process Modeling: Chapter 5 discusses data and process
modeling techniques that analysis use to show how the system transforms data into
w.eful information.
• Chapter 6 - Object ModcUng: Chapter 6 discusses object modeling techniques rhar
analysts use ro crc:irc a logic:il model.
• Chapter 7 - Development Strategies: Chapter 7 considers various development strat-
egies for the new system and plans for the transition to the systems design phase.
Phase 3: Systems Design

• Chapter 8- User In terface Design: Chapter 8 explains how to design an effective
user interface :ind how m handle data security and control issues.
• Chapter 9 - Oaca Design: Chapter 9 focuses on the data design skills that arc neces-
sary for a systems analyst to construct the physical model of the information system.
• Chapter l 0 - System Architecture: Chapter I0 describes system architecture, which
translates the logical design of an information system into a physical blueprint.
Ph I
• Chapter 11 - Managing Systems Implementation: Chapter 11 describes application

development, documentation, testing, training, data con,·ersion, and system change-
over.
Phoue 5 S !> St.. p - and Securit"

• Chapter 12 - Managing Systems Support and Security: Chapter 12 describes systems
support and sccunry casks char continue throughour the useful file of rhe system,
includmg maintenance, sccuriry, backup and disaster recovery, performance mcasurc-
mcnr, and system renremenr.
Online Appendix:The Systems Analyst's Toolkit

• Toolkit Part A - Conuuwiication Tools: Part A of the toolkit discui.ses coinmunica-
tion tools that can help the analyst write clearly, speak effectively, and deliver power-
ful presentations.
• Toolkit Part B - CASE Tools: Part B describes CASE tools that be can used co
design, cnn~truct, and document an information system.
• Toolkit Part C- Financial Analysis Tools: Part C demonstrates financial analysis
tools that can used ro measure project feasibility, develop accurate cost-benefit esti-
mates, and make sound decisions.
• Toolkit Part D - Internet Resource Tools: Part D describes Internet resource cools
chat can be used co locate information, obtain reference material, and monitor IT
trends and developments.
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xvi Features
FEATURES
CHAPTER LEARNINGTOOLSAND HOWTHEYWILL HELPYOU
Case In Point: Each chapter includes th.rec brief cases thar provide a comextual business
example for students focused on the key issues covered in the chapter.
A Q uesrion of Ethics: A realistic ethical issue is presented at the end of each chapter.
These examples force you to examine your reactions and how you would respond to
common workplace situations.
Chapter Exercises: The chapter exercises are direct!)• related to the learning objectives.
Your answers to the 10 questions will show that you understand the key points. Five
discussion topics and five projects offer opportunities to dig deeper and learn even more.
MINDTAP FOR SYSTEMS ANALYSIS AND DESIGN

MindTap for Systems Analysis and Design, 12th edition is a personalized, fully onl ine,
digital learning platform of content, assignments, and services that engages students and
encourages them to thi nk critically whlle allowing instn1ctors to easily set their course
through simple customization options.
MindTap is designed to help students master the skills they need in today's work-
force. Research shows employers need c ritical thinkers, troubleshooters, and creative
problem-solvers to stay relevant in our fast paced, technology-driven world. MindTap
helps sn1denrs achieve this with assignments and activities that provide hands-on prac·
rice and real-life relevance. They are guided through assignments rhar help them master
basic knowledge and undersranding before moving on to more challenging problems.
i\1indTap is designed around learning objectives and provides the analytics and
reporting to easily see where the class stands in terms of progress, engagement, and
completion rates. Students can access eBook content in the ~l indTap Reader, which
offers highlighting, note-taking, search and audio, and mobile access. learn more at
www.cengage.com/mindrap.
Co11ceptClips: ConceptClip videos focus learners on a key concept in each chapter and
arc designed ro deepen their understanding of the topic.
Running Case: Based on feedback from readers and instructors, we've created a new
running case to replace the SCR Case from previous editions. The case challenges learn-
ers to apply key systems analysis and design concepts and skills to a realistic scenario
they would encounter in the workplace. The case brings the key concepts and skills of
the chapter rogether in an authentic assignment. The look and feel of rhe case tool has
also been updared ro be an authenric, immersive experience for students.
INSTRUCTOR RESOURCES
We are dedica ted to providing you all the tools yo u need ro make your class a success.
information on all supplementary inaterials can be found on the password-protected
website at logi11.ce11gage.com. If you need help accessing this page, please contact your
(engage representative.
The Instructor Resources include the fo llowing:
• Online Appendix: The Systems Analyst's Toolkit: A 4-parr online appendix reflects
rhc mosr recent changes in today's systems analysis tool .
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About The Author x v ii
• Instructor's Manual: Contains lecture notes summarizing the chapter sections, figures
and boxed elemenrs found in ever>' chapter, teacher tips, classroom activities, and
quick quives in ,\ilicrosoft Word files.
• PowerPoint Presentations: A multimedia lecture presentation system provides slides
for each chapter, based on chapter objectives.
• Figure Files: Illustrations for every figure in the text in electronic form.
• Solutions to Exercises: Includes solutions for end-of-chapter exercises.
• Test Bank and Test Engine: Test banks include questions for every chapter, featuring
objective-based and critical thinking question types, page number references, and fig-
ure references when appropriate. Cengage Leanling Testing powered by Cognero is a
flexible, online S)•Stem that allows you to:
• author, edit, and manage test bank content from multiple Cengage Leaming solutions.
• create multiple test versions in an insranr.
• deliver rests £rom your LMS, your classroom, or wherever you want.
ABOUT THE AUTHOR

Willi the 12th edition, Scott Tilley becomes the sole author of Systems Analysis and
Design in the Shelly Cashman Series. Dr. Tilley is an emeritus profcs~or at the Florida
Institute of Technology, president and founder of the Center for Technology & Society,
president and co-founder of Big Data Florida, president of the Space Coast chapter of
the international Council of Systems Engineering (IN COSE), and a Space Coast \X'riters'
Guild f ellow. In addirion to this book, he is the author or editor of numerous other pub-
lications, including Software Testing in the Cloud: Migration 6r Execution (5pnnger,
2012), Testing iOS Apps with Hadoop Unit: Rapid Distributed GUI Testing ( ~1organ
& Claypool, 20 14), The Vicious SUJans (And Other Tall Tales) (Precious Publishing,
2017), Dreams (Antholog) Alliance, 2018), and Technical justice (CTS Press, 2019). He
wrote the weekly "Technology Today" column for Florida Today (Gannett) from 2010
to 2018. l le holds a Ph.D. in computer science from the University of Victoria.
ACKNOWLEDGMENTS
A book like Systems Analysis and Design would not be possible without rhc help and
support of a great many people, both past and present. Harry Rosenblarr's contributions
to previous editions of rhe book provided the foll!lldarion for the current edition. His
foresight made updating the material much easieir than it might otherwise have been.
Textbooks these days arc much more than just printed books; they arc educational
platforms that have many moving parts. This means purring together an updated edirion
of a book like this, particularly on an aggressive schedule, is a challenge. I'm pleased to
say that the entire production ream rose to the occasion. Thanks to Jaymie Falconi,
Michele Srulga, Emily Pope, and Maria Garguilo at Cengage for all of their help. Thanks
to John Freitas for providing new screenshors of programs and applications. An>' errors
or omissions in this edition of the text are purely my responsibility.
Finally, sincere thanks to the insrn1ctors and students who offered feedback and com-
ments. We have tried to address your concerns and incorporate your suggestions. As this
field is constantly evolving, we srrongl)' encourage your participation in helping us provide
the freshest, most relevant information possible. We will cenainly continue to listen carefully.
If }'OU have an)' que tions or comments, please contact us through your local representative.
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PHASE
Systems planning is the first of five phases in the systems development life cycle. It's always a
good idea to know whether a project fits the company's overall strategy.A systems project that
does not align with corporate strategies should not be approved. The role of an information
system is to support business goals.
Chapter I focuses on an introduction to systems analysis and design by describing the role
of information technology in today's dynamic business environment.This includes information
systems, lntemet business strategies, modeling business operations, business information
systems, organizational information models, systems development, the information technology
department. and the role of the systems analyst.
Chapter 2 focuses on analyzing the business case, explains how systems projects get started, and
describes how to evaluate a project proposal to determine its feasibility.This includes strategic
planning and strategic planning tools, the business case, systems requests, factors affecting
systems projects, processing systems requests, assessing request feasibility, setting priorities, and
the preliminary investigation.
Chapter 3 focuses on managing systems projecu.This includes an overview of project

management, creating a work breakdown structure, task patterns, the critical path, project
monitoring and cont.rel, reporting, project management so~ware, risk management, and
managing for success.
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Chapter I Introduction to Systems Analysis and Design
Introduction to
Systems Analysis
and Design
Chapter I is the first of three chapters in the sys- The chapter includes three "Case in Point" dis-
tems planning phase. This chapter explains the role of cussion questions to help contextualize the concepts
information technology In today's dynamic business described in the text. The "Question of Ethics" invites
environment. This chapter describes the development examination of the ACM's code of ethics and those of a
of information systems. systems analysis and design con- developing systems analyst.
cepts. and various systems development methods. This
chapter also summarizes the role of the information
technology department and its people in the enterprise.
LEARNl"IG OB ECT VES CONTENTS

When yo11 fi11ish this d1apter, you should be able to: I . I Information Technolog)
I .2 Information Systems
1. Describe rhe impact of informario n rechnology
Case in Point J. J: Data Breaches
on soc1ery
1.3 Internet Business Strategies
2. Describe che five main components of an 1.4 Modeling Business Operations
informarion sysrem 1.5 Business lnformarion Systems
3. Explain lnrerner business srratcgies and Case in Point 1.2: Autonomous Vehicles
relationships, including B2C and B2B 1.6 Organiz.arional Information Models
4. Explain how rouse business profiles and models 1.7 Systems Development
S. Undersrand rhe seven rypcs of information 1.8 The Information Technology Department
systems used in business Case in Point 1.3: Global Horels m1d Momma 's
Morels
6. Describe the types of inform:i rion Lhe four 1.9 The Systems Analyse
classes of users need
A Question of Ethics
7. Distinguish among struccured ana lysis, objece- I. I 0 Summary
orienccd ana lysis, and agi le systems development Key Terms
methods Exercises
8. Lise rhe tools chat enable rhc syseems ana lyse
to develop, manage, and mainrain large-scale
information systems
9. Explain the seven main functions of rhe
information technology department
10. Describe the roles and responsibiliries of a
systems analrst within the enterprise
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Phase I Systems Planning
I. I Information Technology 3
I. I INFORMATION TECHNOLOGY
Information technology (IT) refers to the combination

of hardware, software, and services that peop le use to
manage, communicate, and share information. Compa-
nies use information as a way to increase productivity,
deliver quality products and services, maintain customer Social Media
loyalty, and make sound decisions. In a global economy Explodes!
with in tense competit ion, information technology can
mean the difference berween success and failure.
l\1ore than ever, business success depends on infor- Another Home Run
Fh c More Sillies Ban
mation technology. IT is driving a new digital economy, for Apple'!
Driver Toting
where advances in hardware, software, and connectivity
can provide enormous benefits to businesses and indi- 1Math: 1Pod +
Digital Cure fo r i Phone + 1Pat! =
viduals. Although economic trends affect IT spending
levels, most companies give IT budgers a high priority, in
good rimes or bad. The reason is simple: during periods
of growth, companies cannot afford co lag behind the
Health Care Costs SS$
FIGURE 1- 1 These headlines Illustrate the enormous

---·
IT curve. Conver&ely, when the economy slows down, impact of information technology on our lives.
firms often use IT co reduce operating costs a nd improve
efficiency.
lnforn1Jtion technology a lso has profound infl uence on modern li fe. Although
fictitious, the headlines in Figure l -1 offer dramatic examples of how information
technology issues such as data privacy, mobile devices, and social media affects our
society. We live in a world where we can be traced , analyzed, and survei lled without
our knowledge. This raises many important questions, such as how to secure personal
dara while still providing useful functionality an d business value.
The following sections provide a sense of IT history, an overview of systems
analysis and design, and a description of the syst ems analyst's role.
1. 1. 1 The Changing Nature of Information Technology

ll1e history of IT is a fascinating srudy of human progress and achievemenr. \Ve are
dazzled by the latest and greatest technology, just as our parents and grandparents
were astonished by the arrival of television, space flight, and personal compuring.
It is imporrant for IT professionals, w ho live a nd work in this exciting world, to
realize rh~1t each technology advance is part of a long-term process that often brings
dramatic change hut never really ends. The story of IBM is a good example.
As its name suggesrs, International Business l\1achines was a major supplier of office
equipment a nd rypewriters long before the modern computer era. Herman Hollerith,
who invented a card th at identified characters by the location of punched holes,
founded IBM's predecessor company in 1896. A deck of hundreds or even thousands of
th ese cards cou ld store data that was easily sorted , queried, and printed by machines.
This system sc)llnds archaic now, but punch card technology was a huge advance that
revolu tionized the business world and was in use into th e 1960s and beyond.
Today, IBM is a globe-spanning company with several hundred thousand employees.
It has succeeded in part by constantly adapting to its changing business environment.
For example, while it was once known primarily as a hardware company, today IBM
makes a significant part of its revenue from software and services. It also inveMs in
its people and tries to hire the best talent available. The result is that IBM has more
parents and more Noble Prize winners than any other IT company in history.
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4 1.2 Info r mation Systems
1. 1.2 Systems Analysis and Design

S)stcm s anal ysi~ and design is a s tep-by-step process for developing high-quality
information syscems. An information system combines technology, people, and darn
to pro\•ide support for business funcrions such as order processing, invencory control,
human resources, accounting, and man)' more. Some information systems handle
routine da y-to-day rasks, while ochers can help managers make bener decisions, spot
marketplace trends, and reveal patterns that might be hidden in srored darn.
Talented people, including a mix of managers, users, nerwork administrators, web
designers, programmers, and systems analysts, typically develop information systems.
Capable IT professiona ls like these a re always in demand, even in a slow economy.
For example, norice how many positions related to information technology and infor-
mation systems arc available in the Melbourne, Florida area, as shown on Monster.
com's job search website in Figure 1-2.
MONSTER [ Q. Information l ecltnology & ~ F Melboume. FL_ _ _ __.
.
Find Jobs •
., ...
Caree< Resource• • Post a Resume C<lmpany Profiles
Information technology & Information systems J obs In Melbourne, Florida (1081 Jobs Found)
FIGURE I · 2 Monscer.com is an example of an online job search w ebsite that IT professionals can use.
Sourc.r. nI en
1.1 .3 What Does a Systems Analyst Do?

A ~yMems analy~t is a valued member of the IT department ream who helps plan,
develop, and maintam information systems. Analysts mus t be excellent communica-
tors wirh strong analytical and critical thinking skills. Because S)'Stems analysts trans-
form business requirements into IT projects, they must be busmess-savvy as well as
technically competent and be equally comfortable with managers and progranlmcrs,
who sometimes have different points of view.
:Vlost companies assign systems analysts to the IT department, but analysts can
also report to a specific user area such as marketing, sales, or accounting. As a mem-
ber of a functional team, an analyst is better able to understand the needs of that
group and how IT supports rhe department's mission. Smaller companies often use
consultants to perform sysrems analysis work on an as-needed basis.
On any given day, an analyst mighr be asked to docwuent business processes, rest
hardware and software packages, design input screens, train users, and plan e-commerce
websites. A systems analyst n1ay occasionally manage IT projects, including tasks,
resources, schedules, and costs. To keep managers and users informed, the analyst con-
ducts meetings, delivers presentations, and writes memos, reports, and documenta tion.
Section 1.9 lists typica l skills and education requirements, certifications, career
opportunities, and the possible impacr. of future IT trends for systems analysts.
1.2 INFORMATION SYSTEMS
A system is a set of related components that produces specific results. For exam-
ple, specialized systems route lnternet traffic, manufacture microchips, and control
complex entities like the Hubble telescope, which took the amazing image shown in
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1.2 Information Systems s
Figure 1-3. A mission-critical ~stem is one that is vital to a

company's operations. An order processing srsrem, for exam-
ple, is mission-critical because the company cannot do business
without it.
Every system requires input data. For example, a computer
receives data when a key is pressed or when a menu command
is selected. In an information system, data consisrs of basic
facrs that are the system's raw material. lnfonnation is data
that has been transformed into output that is valuable to users.
An mformarion system has five key componenrs, as shown
in Figure 1-4: hardware, software, dara, processes, and people.
1.2.1 Hardware
Hardware consists of everything in the physical layer of the
information &ystem. For example, hardware can include
servers, workstarions, networks, telecommunications FIGURE 1-l Consider the amazing technology
equipment, fiber-optic cables, mobile devices, scanners, digital that enabled the Hubble telescope to capture this
capture devices, and other technology-based infrastructure. Image.
Sourcet Co..rt y of it,.. I "'-j,j
A l::irge concentration of networked computers working
together is called a data center. As new technologies emerge, / /
manufacturers race to market the innovations and reap the rewards. . I ~
Hardware purchasers today face a wide array of technology choices and I 1111111 •• • s
decisions. In 1965, Gordon Moore, a cofounder of Intel, predicted that the
number of rransisrors on an inregrared circuir chip would double abour
every 24 months. His concept, called Moore's law, has remained valid for
'
y
l 8ol••
over 50 )'Cars. Fortunately, as hardware became more powerful, it abo
became much less expensive. Large businesses with thousands or millions
[ '
•
s .,...
of sales rranc;actions require company-wide infor mation systems and pow- T
erful servers, which are often now in the cloud, such as those shown in . . 111111 <
E
I
Figure 1-5.
1.2.2 Software
I ..... ~ T
M
I.ii
Soh\\arc refers to the programs rhar control the hardware and produce the FIGURE 1-4 An Information
desired information or resulrs. Somvare consists of S)'Stem sofrware and system needs these components.
application software.
System software manages the hardware components, which can include
a single computer or a global network with many tho usands of c(jents. Either the
hardware manufacturer supplies the system software or a company purchases it
from a vendor. Examples of sysrem software include the operating system, security
software rhat protects the computer from intrusion, device drivers that communicate
with hardware such as printers, and utility programs that handle specific tasks such
as dara backup and disk management. System software also controls the flow of darn,
provides darn security, and manages network operations. In today's inrerconnected
busines!> world, network sofrware is virally importanr.
Application software consists of programs that support day-to-day busines~
functions and provide users with the information they need. Example!> of company-wide
applications, called l.'llterpri\e application~. include order proces!>ing !>y!>tems, payroll
systems, and company conununications networks. On a smaller scale, individual users
can boost productivity with tools such as spreadsheets, presentation software, and
databa~e management systems.
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6 1.2 Information Systems
FIG URE 1-S Cloud compudng provides the enormous storage and speed that modern IT systems need.
( ry ~ I/I "°'- <Orr"
Applic:nion software includes horizontal and vertical systems. A hori1ontal sy~ tem
is a sysrem, such as an inventory or payroll application, that can be adapted for use in
many differenr rypes of companies. A verrical system is designed to meer rhe unique
requiremencs of a specific business or industry, such as an online rerailer, a medical
practice, or an au to dealership.
~l ost companies use a mix of software that is acquired at various rimes. When
planning an information system, a compan)' must consider how a new system
will interface with older systems, which are called legacy systems. For example, a
new human resources sysrem might n eed to exchange data with a legacy payroll
application.
1.2.3 Data
Data is the raw material that an in.formation system transforms into useful informa-
tion. For exa mple, an information system using a relational database can store data
in various locations, called rabies. By linking the tables, the system can display the
specific information that the user needs-no more and no less. Figure 1-6 shows a
payroll system that stores data in foLJr separate tables. Notice that the linked rabies
work together to supply 19 different data items. A user c:.in display any or all darn
items and filter the data ro fit defined limits. In this example, the user requested a list
of employees who live in a certain city and worked more rhan 40 hours in the last
pay period. Jane Doe's n:.ime was the first ro display.
The growth of big data has given rise to new ways of scoring, sea rching,
:ind managing data. Tradirional relational models are srill used, but so-called
NoSQI databa~cs are gaining in popularity due to their ability ro scale to extremely
large and unstrucrured datasets.
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1.2 Information Systems 7
fMPl,OVff CUAAENTOfDUCTIONS O!OUCTION OPTIONS

9 Employet No fmplQYet No t Oedu<:llon Code
P>yl'tnod Otpt I Otduruon Codt Otsalpllon
Hoors Wotlrtd Ply Rott Amount frtqvtn()'
f1rs.tNlMt
Ml
ltrt N1mt
Strt:tt
CllY
FIGURE I ·6 In a typial payroll system using a relational model, daa is st0ttd on separate ables that are hnked to
fonn an overall daabase.
1.2.4 Processes
Processes de cribe the tasks and business functions that users, managers, and IT sraff
members perform LO achieve specific results. Processes are the building blocks of an
ioforn1ation system because they represent actual day·to-day business operations. To
build a successful information system, analysts muse understand business processes
and document them carefully.
1.2.5 People
People who have an interest in an information system are called stakeholders. Stake-
holders include che management group responsible for the system, the users (some-
times called end users) inside and outside the company who will interact with rhe
system, and IT sea ff members, such as systems analysts, programmers, and network
administrators, who develop and support the syscem.
Each stakeholder group has a viral interest in the information system, bur
most experienced IT professionals agree that chc success or failure of a system
usually depends on whether it meets the needs of irs users. For that reason, it is
essential to understand user requiremenrs and expectations rhroughout the devel-
opment process.
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8 1.3 Internet Busin ess Strategies
A data breach occurs when a hacker gains illegal access to a system and steals personal data.
such as credit card numbers or home addresses. With more of our information stored in
the cloud. data breaches are becoming increasingly common. Research recent news articles
about large-scale data breaches. summarize why they occurred, and suggest how they might be
prevented in the fuwre.
I J INTERNET BUSINESS STRATEGIES
To design successful systems, systems analysts must understand a company's business

operations. Each situation is different. For example, a retail ~tore, a medical practice,
and a hotel chain all have unique informarion systems requirements. As the business
world changes, systems analysts can expect to work in new kinds of compan ies tha t
will require innovative IT solutions.
Business mday is being shaped by rhree major trends: rapidly increasing globalization,
technology integration for seamless informatio n access across ::i wide v::iriety of devices
i.uch ::is laptop~ and smartphones, and the rapid growth of cloud-based computing and
software services. These trends are being driven by the immen~c power of the Internet.
1.3. 1 The Internet Model

Internet-based commerce is called e-commerce (electronic commerce). Internet-based
systems involve various hardware and software designs, but a typical model is a series of
web pages rhat provides a user interface, which communicates with database manage-
ment sofnvare and a web-based data server. On mobile devices, the user mceracrs wich
the system with an app, bur che same back-end services are accessed. As Internet-based
commerce continues ro grow, career opportunities will expand sigmficanrly for IT pro-
fes!.1onals such as web designers, database developers, and systems analyses.
1.3.2 B2C (Business-to-Consumer)

Using che Internee, consumers can go online to purchase an enormous variety of prod-
uct) and services. This new shopping environment allow~ custome~ to do research,
compare prices and features, check availability, arrange delivery, and choose payment
methods in a single convenient session. Many companies, such as airlines, offer incen-
tives for o n line cr::insactions because web-based processing cost~ are lower than tradi-
tional methods. By making Aight informa tion available online to lase-min ute travelers,
some airlines also offer special discounts on seats that might otherwise go unfilled.
B2C (business-to-consumer) is changing traditional business models and creating
new ones. For example, a common business model is a retail store that sells a product
to a customer. To carry o ut that same transactio n 0 11 the Internet, che company must
develop an onl ine score and deal with a totally different set of marketing, advertising,
and proficabilicy issues.
Some companies have found ne'v ways to use established business models. For
example, Airbnb and VRBO have transformed chc traditional hospitality service
industry into a popular and successful way for individuals to rent chcir properties.
Ocher retailers seek to enhance che oulinc shopping experience by offering gift advi-
sors, buying guides, how-co clinics, and similar fcarures. In the e-commerce battles,
the real winners are on line consumers, who have more information, better choices,
and chc convenience of shopping ac borne.
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1.4 Modeling Business Operations 9
1.3.3 B2B (Business-to-Business)

Alrhough rhe bu~mess-ro-consumer (B2C) sector is more familiar to rerail cu~romer;,
the volume of B2B (bu~iness-ro-busine~s) transactions is many rimes greater. Industry
observers predict that 828 sales will increase shar ply as more firms seek to improve
efficiency and reduce costs.
Initially, electronic commerce berween two companies used a darn sharing arrange-
ment called electronic data interchange (EDI). EDI enabled computer-to-computer
dara transfer, usually over private telecommunications lines. Firms used EDI to
plan production, adjust inventory levels, or stock up on raw materials usmg dara
from another company's information system. As B2B volume soared, compan)'·to-
company transactions migrated to the Internet, wbich offered srandard protocols,
universal ::wailability, and low communication costs. The main advantage of the web
is that it offers seamless communication between different hardware and software
environments, anywhere and anytime.
Because ir allows companies ro reach the global marketplace, B2B is especially
i1nporrant to smaller suppliers and cusromers who need instant information about
prices and avai lability. In an approach that resembles an open marketplace, some 82B
sites invite buyers, sellers, distributors, and manufacturers to offer products, submit
specifications, and transact business.
r..~osr large firms and government agencies use supply chain managemenc (SCM )
software. A supply chain refers to all the companies who provide materials, services, and
functions needed m provide a product to a custon1er. For example, a Sherwin-Williams
customer who buys a gallon of paint is at the end of a chain that includes the raw mate·
rial sources, packaging suppliers, manufacturers, transporters, warehouses, and rerail
srores. Because SCM is complex and dynamic, specialized software helps businesses
manage invenrory levels, costs, alternate suppliers, and much more.
1.4 MooFUNG Bus1~ess OPERATIONS
Sysrems analysts U!.C modeling to represent company operations and informatton needs.
Modeling produces a graphical rcpresenration of a concept or process that systems
developers can analyze, cest, and modify. A S)'Stems analyst can describe and sunpltfy an
information syscem by using a set of business, data, object, network, and process models.
A business profile is an overview of a company's mission, functions, organizanon,
products, services, customers, suppliers, competicors, constraints, and future direction.
Although much of this informarion is readily available, a systems analyst usually
needs co do additional research and fact-finding co fill our missing or incomplete
infonnation. A business profile is the starting point for the modeling process, and
a systems analyst can describe and simplify an infonnation syscem by using a set of
business models and business process models.
A business model describes the information that a system must provide. Analysts
also create models to represent data, objects, oenvorks, and other system components.
Although the models might appear to overlap, they actually work together to describe
the same environment from different poincs of view.
Business process modeling involves a business profile and a set of models that
document business operation~. Model-based systems engineering (MBSE) is one of
the leading methods used by systems analysts co develop informacion systems.
A bu~ines\ process is a specific set of rransactions, events, and result<i that can be
described and documented. A business process model (BPM) graphically displays one
or more business processes, such as handling an airline reservation, filling a producr
order, or updating a customer account. The sales order example in Figure 1-7 shows a
simple model that includes an evenc, rbree processes, and a result.
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10 1.4 Modeling Business Operations
Ched< Customer
Status
P1ocess
Verily Customer
Veriy Customer
Credit
Cred~
Process
Enter Customer Enter Customer j
Order Data Order Data
FIGURE I· 7 A simple business model might c:onsist

of an event, three processes, and a result. FIGURE I · 8 This sample uses business process
modeling nocation (BPMN) to represent the same
events, processes, and workllow shown In Figure 1-7.
$ourcet Or.iwo -n
A rough skecch might be sufficient to document a simple business process. For

complex models, analyses can choose computer-based tools thac use bu ~i ness process
modeling notation (BPMN). BPMN includes standard s hapes and symbols to
represenr evenrs, processes, workflows, and more . .Vlulcipurpose application such as
Microsoft Visio or online diagramming tools such as draw.io can be used to create
BPNIN models. Notice that tbe draw.io model in Figure 1-8 use:. BPMN symbols to
represent the same sales order process shown in Figure 1-7.
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IV
Perhaps the most striking feature of recent musical history in the
United States is the remarkable growth of musical culture in the
West. So rapid has been this growth, so widely has it spread, so
numerous and varied are the activities it has brought in its train that it
would be impossible to follow it in any detail. The number of musical
clubs and organizations which have sprung up in recent years in the
vast territory between the Mississippi and the Pacific is too great
even to be catalogued in a general sketch of this nature. In many of
the large cities, however, some of these organizations have reached
a position of national importance and rival the best products of the
older cities of the East. Notable among those is the Minneapolis
Symphony Orchestra, which is generally conceded to rank with the
Boston Symphony, the Theodore Thomas Orchestra, and the New
York Philharmonic. It owes its inception entirely to Emil Oberhoffer,
who started it as a support for the chorus of the Philharmonic Society
of Minneapolis, of which he was conductor. He succeeded in
obtaining a guarantee of $30,000 for three years, then one of
$90,000 for three years, and finally one of $65,000 annually for three
years. With that backing he was able to organize and perfect an
orchestral body which has few equals in America and of which he
still remains conductor. During its first season the orchestra gave six
concerts. Since then the number has increased to forty annually.
After its regular season the orchestra makes a spring tour extending
from Winnipeg in the North to Birmingham, Ala., in the South, and
from Akron in the East to Wichita in the West. St. Paul also has an
excellent orchestra, organized in 1905, which gives a season of ten
concerts, seventeen popular Sunday afternoon concerts, and three
children's concerts—so that, on the whole, the twin cities are very
generously supplied with orchestral music.
San Francisco, curiously enough, has been somewhat tardy in

orchestral matters and it was not until 1911 that it organized an
orchestra of any importance. So far the San Francisco Symphony
Orchestra, under the leadership of Henry Hadley, has done excellent
work. During its three seasons it has given five symphonies of
Beethoven, three of Brahms, one of Dvořák, one of César Franck,
two of Hadley, one of Haydn, three of Mozart, one of Rachmaninoff,
two of Schubert, one of Schumann, and three of Tschaikowsky,
besides compositions by Bach, Berlioz, Bizet, Borodine, Chadwick,
Debussy, Elgar, Goldmark, Gounod, Grieg, Victor Herbert,
Humperdinck, Lalo, Liszt, MacDowell, Massenet, Mendelssohn,
Moszkowski, Nicolai, Ravel, Reger, Rimsky-Korsakoff, Rossini,
Rubinstein, Saint-Saëns, Sibelius, Smetana, Johann Strauss,
Richard Strauss, Svendsen, Coleridge Taylor, Verdi, Wagner, Weber,
and many others—it would be impossible to conceive of a more
catholic assemblage.
Seattle has a fine symphony orchestra of its own, and in the

Southwest Denver shines as the possessor of an ambitious
symphonic organization. Since 1907 St. Louis has had a good
orchestra under the leadership of Carl Zach. In 1911 The Kansas
City Musical Club, a women's organization, succeeded in promoting
an Orchestra Association to guarantee the losses of an orchestra
which is doing good work under the leadership of Carl Busch. Los
Angeles, Wichita, Cleveland, Detroit, and other Western and Middle
Western cities also have creditable orchestras of their own.
Returning East we note the orchestra of the Peabody Institute in

Baltimore and the symphony orchestras of Atlanta, Washington, New
Haven, and Buffalo. These are all relatively modest organizations,
but they supplement excellently the work of the large visiting
orchestras. Philadelphia, however, possesses an orchestra which
has now definitely taken its place among the greatest in the country.
It is the outgrowth of about fifty amateur and semi-professional
musicians who, between 1893 and 1900, gave a few concerts each
season at the Academy of Music under the leadership of Dr. W. W.
Gilchrist. These men formed the nucleus of a permanent orchestra of
seventy-two players, which was organized in 1900. Fritz Scheel,
then conducting an orchestra at one of Philadelphia's summer parks,
was appointed conductor. Under him the important formative work
was solidly accomplished and when Carl Pohlig, first court conductor
at Stuttgart, came over as conductor in 1907 he found at his disposal
a finished ensemble. Pohlig was succeeded by Leopold Stokowski in
1912. The latter's knowledge of American traditions and artistic
needs, gained at first while conductor of the Cincinnati orchestra,
served to put him in sympathy with the musical desires and ideals of
his public and the success of the orchestra under his leadership has
been very marked. Besides its regular season of fifty-one concerts
(season of 1913-14) the Philadelphia orchestra gives a number of
popular concerts, fills many engagements in nearby towns and cities,
and makes two tours of a week each in the Middle West and New
England.
'Believing that a great orchestral organization should have an

educational influence'—we quote from the prospectus of the
Philadelphia orchestra—'he (Mr. Stokowski) chooses the
compositions to be played from all periods and all schools and
arranges his programs in the manner which he considers most likely
to prove both pleasure-giving and enlightening. The list of programs
for the past season (1913-14) included two devoted wholly to
Wagner, one of which was made up of excerpts from the four operas
of the "Ring," presented in their natural sequence. From Bach to
Richard Strauss, from Gluck to Erich Korngold—the repertory,
though kept always up to his high standard, is inclusive and
comprehensive. It touches upon all fields of music, faltering before
no technical requirements—there is nothing in the most modern
range of the most complicated orchestral works that the orchestra
has not at one time or another essayed, one of its achievements
being the entirely successful performance of Richard Strauss's
tremendous Sinfonia Domestica.'
Altogether, in orchestral matters America has sufficient reason to be

proud of her attainments. Of course, one cannot argue from the
existence of good orchestras the coincidence of a high or widely
diffused state of musical culture. They are to some extent the joint
product of money and civic pride. But their educational influence is
beyond question and thus we may at least argue from the increasing
number of good orchestras in America a bright promise for the
future.
V
Aside from purely orchestral organizations there has been in recent
years, especially in the larger cities, an increasing number of
societies devoted to the study of special phases of musical art and
which give occasional illustrative concerts with orchestra. As these
are quasi-social in their activities and somewhat restricted in their
appeal, their influence on the musical culture of the country generally
is not of much account. Quite the opposite, however, is true of the
large number of important ensembles devoted to the performance of
chamber music. The growth of public interest in the smaller
instrumental forms promoted by these ensembles is not the least
interesting and significant feature of musical conditions in present-
day America. It might not, perhaps, be extreme to say that a real
appreciation of chamber music is the identifying mark of true musical
cultivation, and the ever-increasing public which patronizes the
concerts of chamber music organizations in this country is one of the
most encouraging signs patriotic American music-lovers could wish
to see.
Probably we must go back to our charming old friends, the cavaliers

of Virginia, with their 'chests of viols' and their compositions of
Boccherini and Vivaldi, to find the beginnings of chamber-music in
America. Undoubtedly small private ensembles antedated orchestras
in this country as they did everywhere else. We know that at
Governor Penn's house in Philadelphia Francis Hopkinson and his
friends met together frequently for musical entertainment, and such
gatherings must have been numerous in New York, Boston,
Charleston, and other colonial centres of culture. However, we must
grope along until well into the nineteenth century before we find a
public appearance in America of a chamber music ensemble. The
pioneer, as far as we can discover, was a string quartet brought
together in 1843 by Uriah C. Hill, founder of the New York
Philharmonic. Samuel Johnson, an original member of the
Philharmonic, writes about this quartet as follows: 'A miserable
failure, artistically and financially. It would be gross flattery to call Mr.
Hill a third-rate violinist; Apelles was a good clarinet, but a poor
violinist.... Lehmann was a good second flute; Hegelund was a
bassoon player and naturally best adapted to that instrument; he
was a very small-sized man, with hands too small to grasp the neck
of the 'cello. The whole enterprise was dead at its conception.' But
perhaps Mr. Johnson did not like Mr. Hill. Richard Grant White said
that the soirées of the Hill Quartet 'were well attended and
successful.'
In 1846, however, New York was treated to a quartet headed by the

great Sivori. 'This was something like a real quartet' according to
Samuel Johnson. Three years later Saroni's 'Musical Times'
arranged a series of four chamber music concerts in which the best
artists in New York appeared. The program of the first concert
included Mozart's D minor string quartet, Beethoven's B flat piano
trio, and Mendelssohn's D minor piano trio—rather a choice dish.
Then came Theodore Eisfeld, who, in 1851, established a string
quartet that set a very high mark for its successors to shoot at. At its
first concert it presented Haydn's Quartet, No. 78, in B flat,
Mendelssohn's trio in D minor, and Beethoven's quartet No. 1, in F
major. Eisfeld maintained that standard for several years, clinging
religiously to Haydn, Mozart, Beethoven, Mendelssohn, and Spohr.
And, furthermore, his soirées were well patronized. Beyond question
he created a real demand for that sort of thing, so that in 1855, at the
suggestion of Dr. William Mason, Carl Bergmann instituted a series
of soirées for the performance of chamber music and organized a
quartet consisting of himself, Theodore Thomas, Joseph Mosenthal,
and George Matzka. Mason was pianist. These concerts, known first
as the Mason and Bergmann and then as the Mason and Thomas
series, were continued every season (except that of 1856-57) until
1866. They improved considerably on the work done by Eisfeld,
adding to the names of Haydn, Mozart, and Beethoven on their
programs those of Schumann, Rubinstein, Brahms, Raff, and other
contemporaries.
Boston in the meantime had been initiated into the beauties of

chamber music by the Harvard Musical Association, which gave a
regular series of soirées there every year between 1844 and 1850.
Stimulated by the success of these affairs, five professional
musicians—August Fries, Francis Riha, Edward Lehman, Thomas
Ryan, and Wulf Fries, to wit—organized the Mendelssohn Quintet
Club. This was the first important chamber music ensemble in
America and for nearly fifty years it continued to cultivate its chosen
field, not only in Boston, but all over the United States. Its first
concert included Mendelssohn's Quintet, op. 8, a concertante of
Kalliwoda for flute, violin and 'cello, and Beethoven's Quintet, op. 4.
The Mendelssohn Quintet Club was an active and progressive
organization, keeping well up with contemporary composition and
frequently augmenting its members so as to give sextets, septets,
octets, nonets, and other larger chamber-music forms.
The next noteworthy chamber music organization in the East was

the Beethoven Quintet Club formed in Boston in 1873. Then came
the era of what we might call the Boston Symphony graduates, viz.,
the Kneisel Quartet, the Hoffman Quartet, the Adamowski Quartet,
and the Longy Club (wind instruments)—all offshoots of the same
great orchestra. Of these perhaps the most notable is the Kneisel
Quartet (founded in 1884), which has won a deservedly high
reputation as well for its splendid interpretations of standard
compositions as for its frequent presentation of interesting novelties.
Since 1905 the Kneisel Quartet has made New York its headquarters
and like the Flonzaleys and other organizations tours the entire
country every season. In 1904 Mr. Kneisel's successor as
concertmeister of the Boston Symphony Orchestra, Prof. Willy Hess,
founded the Boston Symphony Quartet, which has since then given
concerts of very high standard in Boston and elsewhere. The Longy
Club of wind instruments (founded in 1899) is also a noteworthy
organization and does work of the highest artistic excellence in a
field but slightly exploited. Among other chamber music ensembles
which have seen the light in Boston may be mentioned the
Theodorowicz Quartet, the Olive Mead Quartet, the Eaton-Hadley
Trio, and the Bostonia Quintet Club, composed of string quartet and
clarinet.
New York is not quite so well favored in this respect, but it possesses
several chamber music organizations of some distinction. Chief of
them is the Flonzaley Quartet, which in point of individuality has
probably no peer in America. The Barrère Ensemble of woodwinds,
headed by George Barrère, first flutist of the New York Symphony
Society, is also an organization of exceptional excellence, though it
does not possess the perfect balance and all-round finish of the
Longy Club. Among others, the Marum Quartet, the Margulies Trio,
and the New York Trio are worthy of note.
In Chicago the principal chamber music organizations are the

Heerman Quartet and the Chicago String Quartet. Practically every
other city of importance in the country has one or more such
ensembles, some of them professional, some of them semi-
professional and some of them amateur. While the private
performance of chamber music in any community usually precedes
the institution of public concerts, regular professional bodies follow
as a rule the establishment of large orchestras; hence it would be
futile to look for good chamber music ensembles outside the
principal cities.
The activities of the musical clubs all over the country include in a
majority of cases the occasional performance of chamber music
works. In the small towns these are usually private, social affairs; in
the large cities they often succeed in reaching a wide public. There
are literally thousands of such clubs in the United States and their
influence in the promotion of musical appreciation is very great. Of
course, many of them are namby-pamby pink tea gatherings, leaning
languidly toward the Godard's Berceuse style of composition and
conversational clap-trap touching art and artists. But the majority of
them, we are inclined to believe, are serious in aim and accomplish
an amount of good in their immediate environment. It is worthy of
remark that a very large proportion of them are composed
exclusively of women.
W. D. D.
CHAPTER IX
CHORAL ORGANIZATIONS AND MUSIC
FESTIVALS
The Handel and Haydn and other Boston societies—Choral

organizations in New York, Pennsylvania, and elsewhere—
Cincinnati, Milwaukee, St. Louis, Chicago, and the Far West—
Music festivals.
I
Unquestionably an epoch in the cultivation of choral music in
America was inaugurated by the foundation of the Boston Handel
and Haydn Society in 1815. Whether or not there is anything in the
theory that American musical organizations had their genesis in the
singing classes of Massachusetts, it may scarcely be denied that the
cultivation of ensemble singing received earlier and more serious
attention in New England than elsewhere in this country. The reason
is sufficiently obvious. The people of New England were a church-
going race, and singing, even when Puritan asceticism was most
intense, was an essential factor of religious services. As soon as the
New England conscience was convinced that good singing was no
more frivolous and immoral than bad singing the people turned with
characteristic zeal to choral practice and singing societies throughout
the land became as common as Sunday-schools. These societies
were very distinct in character from other American musical
organizations, and the distinction was entirely in their favor. They
were the outgrowth of a real and widely felt popular need; they had a
practical purpose in which all their members were seriously
interested. On the contrary, the other early musical societies for the
most part were promoted by wealthy amateurs from motives which at
best were not free from suspicion of dilettantism and at worst were
purely snobbish.
The nucleus of the Handel and Haydn Society was the choir of the
Park Street Church and the moving spirit in its formation was
Gottlieb Graupner, whose services to music in Boston we have
already noticed. Associated with him were Asa Peabody and
Thomas Webb Smith. The society, according to its pre-organization
announcement, was formed with the object 'of cultivating and
improving a correct taste in the performance of sacred music'—a
phrase which recalls the exhortations of the Rev. Thomas Symmes
and his colleagues a century earlier. On Christmas evening, 1815,
according to the Hon. Robert C. Winthrop, the first concert of the
society was given 'to a delighted audience of nine hundred and forty-
five persons, with the Russian Consul, the well-remembered Mr.
Eustaphieve, assisting as one of the performers in the orchestra.'
The first program was appropriately devoted altogether to Handel
and Haydn.
The growth of the society to a position of commanding artistic stature

was rapid. In 1818 it gave a performance of the 'Messiah' complete
—possibly for the first time in America.[54] In the following year the
'Creation' was given, and the 'Dettingen Te Deum' followed soon
after. It would seem that the society in 1823 unofficially
commissioned Beethoven to write an oratorio for its use,[55] and that
fact alone would indicate that it had come to take itself very seriously
indeed. Masses by Haydn and Mozart, the larger part of Beethoven's
'Mount of Olives,' Handel's 'Samson,' and Donizetti's 'Martyrs' were
features of the society's work between 1825 and 1850.
Until 1847 the Handel and Haydn was conducted by its successive
presidents, the most notable of whom were Thomas Smith Webb,
Lowell Mason, and Jonas Chickering. Then the offices of president
and conductor were dissociated. Carl Bergmann became conductor
in 1852 and in 1854 he was succeeded by Carl Zerrahn, who
occupies a prominent place in the history of musical progress in
Boston. He remained with the Handel and Haydn until 1895, after
which came Benjamin J. Lang and Emil Mollenhauer, successively.
The Handel and Haydn Society bulks so large in the musical life of
Boston that the other choral organizations of the city are somewhat
excessively overshadowed. But there are a number of excellent and
distinctive societies which deserve more than passing mention. Chief
of these is the Choral Art Society organized in 1901 by Mr. Wallace
Goodrich, in imitation of the Musical Art Society of New York, for the
study and performance of works of the Palestrina school, Bach, and
the more modern masters of a cappella music. The Apollo Club,
founded in 1871, is one of the best male choruses in the country and
the Cecilia Society, dating from 1877, is noted for its presentation of
interesting novelties. Of particular importance, too, is the People's
Choral Union, a chorus of four hundred voices, recruited from the
working classes.
II
The splendid work done by the Sacred Music Society of New York
has been noticed in a previous chapter. Unfortunately the society did
not live long. During the last five years of its existence it had a robust
rival in the Musical Institute, a chorus of one hundred and twenty
voices under the leadership of H. C. Timm, which has to its credit
performances of Haydn's 'Seasons' (1846) and Schumann's
'Paradise and the Peri' (1848) among others.
In choral as in orchestral matters New York was suffering from too

much competition. Out of the débris of the two chief competitors
arose, in 1849, the New York Harmonic Society, which lived until
1863 under the successive conductorships of Timm, Eisfeld, Bristow,
Bergmann, Morgan, Ritter, and James Peck. In its own way the
Harmonic Society was just as important and efficient as the
Philharmonic, but longevity decidedly was not a feature of New York
choral organizations. Out of the remains of the Harmonic came the
Mendelssohn Union, of which Bristow, Morgan, Bergmann, and
Theodore Thomas were successively conductors, and then followed
the Choral Music Association, a most exclusively fashionable
organization.
The complaint from which New York choral societies were suffering
at that time might accurately be diagnosed as anemia and it was
fortunate that for several years previously there had been a large
influx to the city of red Germanic blood. In 1847 a number of these
lusty Germans got together and formed a male chorus which they
called Deutscher Liederkranz. There was life in the Liederkranz, and
art and sincerity and enthusiasm and everything that ought to be in a
musical society. It gave a tremendous impulse to the art of choral
singing in New York and the extent of its influence in the musical life
of the community cannot easily be overestimated. The list of
important works performed by it would be too long to quote here, but
we may mention, as illustrating the quality of its taste, Mozart's
Requiem, Mendelssohn's Walpurgisnacht, Haydn's Schöpfung,
Schumann's Des Sänger's Fluch, Schubert's Chor der Geister über
dem Wasser and Die Verschworenen, Liszt's Prometheus,
Meyerbeer's 'Ninth Psalm,' Bruch's Odysseus, Brahms' Ein
deutsches Requiem and Schicksalslied, and Hoffman's Melusine and
Aschenbrödel. There has been nothing anemic about the
Liederkranz. In 1856 it admitted women to its choruses. This step
had been contemplated for some years and in connection therewith
there had been vigorous warfare within the ranks of the society. As a
result the anti-feminist irreconcilables seceded in 1854 and formed
the Männergesangverein Arion, which has since travelled at a
musical pace as lively as that of its parent.
Unfortunately we have not space to speak of the splendid work

accomplished by the Arion during the sixty years of its existence. Not
the least of its services to music in America was the introduction of
Dr. Leopold Damrosch, who conducted it for several years. In 1873 it
occurred to Dr. Damrosch that New York needed a society which
would give the larger forms of choral music in a competent fashion.
The Mendelssohn Union and the Church Music Association still
existed. Both had done excellent work, the latter having been
responsible for the first performance in America of Beethoven's
Mass in D. But, possibly because of their own peculiar lack of
vigorous life, they failed to attract the public. That the need for such
an organization as the Oratorio Society, which Dr. Damrosch
founded in 1873, was very real is sufficiently proved by its rapid
success. The new society avoided the mistake made by all its
predecessors in starting too pretentiously and began with a few
modest concerts of a miscellaneous nature. But by the time death
deprived it of its founder in 1885 it had placed to its credit
achievements in choral music such as had never been approached
by any other organization in New York, or, in fact, elsewhere in
America. These included the great choral classics: Beethoven's
'Ninth Symphony,' Bach's 'St. Matthew's Passion,' Handel's 'Messiah'
and 'Judas Maccabæus,' Mendelssohn's 'Elijah' and 'St. Paul,'
Haydn's 'Creation,' Brahms' 'A German Requiem,' and others,
together with first performances in America of Berlioz's Damnation
de Faust and Requiem, Frederick H. Cowen's 'St. Ursula,' Leopold
Damrosch's 'Ruth and Naomi' and 'Sulamith,' Kiel's Christus, and
Liszt's Christus. We may also mention performances in concert form
of Gluck's Orpheus, Berlioz's Les Troyens, and Wagner's Parsifal
(excerpts).
American Pioneer Conductors: Anton Seidl, Theodore
Thomas, Dr. Leopold Damrosch.
Dr. Damrosch was succeeded by his son Walter, who conducted the
society until 1889, introducing to America Berlioz's Te Deum, his own
'Scarlet Letter' and 'Manila Te Deum,' Gounod's 'Redemption,'
Edward Grell's Missa Solemnis, George Henschel's Stabat Mater,
Gustav Mahler's 'Choral Symphony' (No. 2), Horatio Parker's 'St.
Christopher,' Saint-Saëns' 'Samson and Delilah,' Heinrich Schütz's
'Seven Last Words,' Edgar Tinel's 'St. Francis of Assisi,' and
Tschaikowsky's 'Legend,' Pater noster, and Eugen Onegin. He also
gave a complete version in concert form of Parsifal. Frank
Damrosch, another son of Dr. Damrosch, became conductor of the
society in 1889. In the meantime Mr. Andrew Carnegie had become
interested in the work and it was mainly this interest which led him to
build the Carnegie Music Hall. The Oratorio Society, which had given
its concerts successively in Steinway Hall, the Academy of Music,
and the Metropolitan Opera House, moved to the new hall in 1891,
celebrating the event with a festival made memorable by the
presence of Tschaikowsky as a guest conductor. During his twelve
years as conductor of the society Mr. Frank Damrosch raised its
repertory to eighty-six compositions, adding fourteen works to the
list. Several of these were given for the first time in America,
including Sir Edward Elgar's 'The Apostles' and 'The Kingdom,'
Gabriel Pierné's 'The Children's Crusade,' Strauss's 'Taillefer,' and
Wolf-Ferrari's La vita nuova. Other important performances were
Bach's 'B Minor Mass' and Beethoven's 'Mass in D.' Chicago
anticipated the Oratorio Society by three days in the first American
performance of Elgar's 'The Dream of Gerontius.' In 1912 it
collaborated with the Symphony Society in a Brahms festival, singing
'Nenia,' the 'Triumphal Hymn,' and 'A German Requiem.' Frank
Damrosch resigned in the same year and was succeeded by Louis
Koemmenich. The novelties of Mr. Koemmenich's first two seasons
were Otto Taubmann's Eine Deutsche Messe and Georg
Schumann's 'Ruth,' and there were two performances of the 'Ninth
Symphony' in conjunction with the Symphony Society at a
Beethoven festival in 1914.
In 1893 Frank Damrosch organized a professional chorus under the
title of the Musical Art Society, for the performance of a cappella
works of Bach, the Palestrina school, and more modern masters.
The society was quite different from any choral organization that had
ever been formed in America, aiming at the interpretation of a style
of music that is in the highest degree difficult and unusual. To cover
acceptably the field of a cappella music from Josquin des Près,
Palestrina, Orlando di Lasso, Eccard, Gabrieli and Orlando Gibbons
to Debussy, d'Indy and Richard Strauss is an artistic enterprise
which only a chorus of artists, one would think, would venture to
undertake. The Musical Art Society has succeeded very well in its
difficult task and its concerts are invariably among the most
interesting events of the New York season. Its repertory to date
includes the names of over one hundred composers, with special
emphasis on Palestrina, Bach, and Brahms, and it includes also a
large number of delightful old Minnelieder, mediæval hymns and
German, Scandinavian, Scotch, French, Bohemian, and English folk-
songs.
Similar work is done by the Schola Cantorum, under Kurt Schindler,

which has given especially interesting programs of old troubadour
songs and madrigals of the French renaissance. It was originally
organized, under the auspices of the MacDowell Club, as the
MacDowell Chorus. The Lambord Choral Society, organized under
the conductorship of Benjamin Lambord in 1912, is devoted to the
study and performance of small, rarely heard choral works by
modern composers. During its first season its activities included a
series of chamber music concerts, as well as a concert with chorus
and orchestra in celebration of the centenary of Wagner's birth. The
Modern Music Society was organized in 1913, with the Lambord
Choral Society as one of its constituent parts. The new society made
its first public appearance with a noteworthy concert devoted
altogether to works of modern American composers, its avowed
purpose being the encouragement of native composition.
Among other New York choral organizations may be mentioned the

United Singers and the People's Choral Union, which may be cited
as a prominent example of community music in a large city. The
People's Choral Union and Singing Classes were established in
1892 by Frank Damrosch in close affiliation with the work of the
Cooper Institute, established to disseminate knowledge and culture
among the people, particularly working men and women.
In Brooklyn the Oratorio Society and the Choral Society are probably
the best of a number of good choruses, though in Brooklyn, as in
most big cities, there are several German singing societies which
excel in their own particular field.
Considering its great musical activity, Philadelphia is not especially

conspicuous for its choral organizations, but the Orpheus Club, a
male chorus founded in 1872, the Cecilia Society, founded in 1875,
and the Philadelphia Chorus Society are worthy of mention. By far
the most interesting centre of choral music in Pennsylvania is the
Moravian settlement of Bethlehem, which since its foundation in
1741 has been cultivating that branch of musical art with splendid
sincerity and idealism. As early as 1811 Haydn's 'Creation' was
performed there; Bach's great B minor Mass was given by the Bach
Choir of Bethlehem for the first time in America in 1900, and in 1903
the choir held a Bach festival during which it performed the entire
'Christmas Oratorio,' the Magnificat, 'St. Matthew's Passion,' and the
B minor Mass.
Of course, every city and town of any size in the East has one or
more singing societies which do their own fair share in entertaining
and improving it musically. It would be impossible to enumerate
them. New England is, as it always has been, an especially lively
centre of choral work, and such cities as Portland, Me., Springfield
and Concord, Mass., Burlington, Vt., and New Haven, Conn.,
possess highly trained and efficient choruses. Of particular interest is
the Worcester County Musical Association, of Worcester, Mass., an
outgrowth of the old musical conventions held for the purpose of
promoting church music. It was organized in 1863 and for a few
years confined itself to psalm-tunes and simple, sentimental
cantatas; but it soon graduated to Handel, Haydn, Mendelssohn,
Rossini, Verdi, Gounod, and other serious composers of oratorios
and masses. The annual festivals of the association now rank
among the most important events of the American musical year.
III
In the West Cincinnati takes the lead as a pioneer in choral music.
As early as 1819 there was a Haydn Society in Cincinnati which
seems to have been the successor of an older organization. Its first
concert was devoted to Handel and Haydn, and its second included
also Mozart. Soon afterward were born the Episcopal Singing
Society and the Euterpean Society. Then came the Sacred Music
Society and the Amateur Musical Association. The latter gave the
'Creation' in 1853. Coincidentally there grew up a number of
Männerchor societies, which in 1849, collaborating with several
similar bodies in neighboring towns, organized the first of the great
Sängerfeste already mentioned. In 1856 the Cecilia Society came
into being and inaugurated a new era for choral music in Cincinnati.
At its first concert it performed Mendelssohn's 'Forty-second Psalm,'
a cantata of Mozart, a chorus for female voices from Spontini's
Vestale, Haydn's 'Come, Gentle Spring,' and some choruses from
Schneider's 'Last Judgment.' Subsequently it presented other works
of Haydn, Mozart, and Mendelssohn, as well as compositions of
Beethoven, Schumann, Handel, Gluck, Gade, Neukomm, Weber,
and Wagner.
The next important society in Cincinnati was the Cincinnati

Harmonic, out of which grew the Festival Chorus Society. The latter
was organized in connection with the Cincinnati May Festivals which
started in 1873 and in which thirty-six societies from the West and
Northwest, including over one thousand singers, participated. The
stimulation furnished by this and subsequent coöperative festivals
resulted, as Theodore Thomas hopefully predicted, in sending 'new
life and vigor into the whole musical body of the West.' Cincinnati still
retains its activity in choral music and possesses a large number of
excellent singing societies, most of which are German. Among these
we may mention the Männerchor and the Orpheus as perhaps the
most conspicuous.
It would indeed be impossible to estimate fully the value the

influence exercised by Germans and German singing societies had
on the cultivation of music in America. In Milwaukee, for example,
the Musikverein, organized in 1849, stood for years as a beacon light
of musical culture, shedding its rays far and near over the artistic
darkness of the newly settled West. 'The elements of which the
Musik-Verein was composed,' says Ritter, 'were many-sided. There
were to be found that German indigenous growth, the Männerchor
(male chorus), the orchestra, the chorus composed of male and
female voices, amateurs performing the different solo parts. The
whole field of modern musical forms was cultivated by those
enthusiastic German colonists, the male-chorus glee, the cantata,
the oratorio, the opera, chamber music in its divers forms, the
overture, the symphony were placed on the programs of this active
society. Its musical life was a rich one and its influence through the
West was of great bearing on a healthy musical development.'
There are over twenty German choruses in Milwaukee; in St. Louis

there are probably as many, while in Chicago the number is beyond
count—there are certainly more than one hundred. St. Louis started
its musical life rather early and established a Philharmonic Society in
1838. Seven years later a Polyhymnia Society was formed and
about the same time a Cecilian Society and an Oratorio Society
came into being. A new Philharmonic Society was organized in 1859
and later came the St. Louis Choral Society. These, of course, leave
out of account the German societies, of which the most prominent
are the Liederkranz, the Socialer Sängerchor, the Germania
Sängerbund, the Orpheus, and the Schweizer Männerchor. As early
as 1858 Chicago had a Musical Union devoted to the study of
oratorio. During the eight years of its existence it gave the principal
oratorio classics, including the 'Creation,' 'Messiah,' and 'Elijah.' It
was succeeded by the Oratorio Society, which persevered, under the
conductorship of Hans Balatka, until the great fire. After the fire it
was revived, but in 1873 its library and effects were again burned
and further attempts to continue it were unavailing. The summer of
1872 saw the organization of the Apollo Club, which is to-day the
only society of importance in Chicago devoted to the cultivation of
oratorio music. There is also a Chicago Musical Art Society
patterned after the Musical Art Society of New York and doing similar
work. These are the chief agencies for the cultivation of choral music
in Chicago, apart from the multitude of German societies to which we
have already alluded.
San Francisco had an oratorio society, organized by Rudolph Herold,

as early as 1860, and soon afterward a Handel and Haydn Society
entered the field. The fact that these societies received support
during several years of competitive existence speaks well for the
state of musical cultivation in San Francisco at that date. And
certainly the city has not deteriorated musically since then, if we may
judge from the number of choral societies now active there.
The most notable of these is the Loring Club, a male chorus,

founded in 1876, which gives concerts of unusual artistic excellence.
Los Angeles, Seattle, Portland—in fact all the coast cities—are wide-
awake and progressive musical centres and possess efficient
organizations devoted to church work. It would be impossible to note
all of them. Indeed, the compass of a bulky volume would scarcely
inclose reference to all the choral societies at present active in the
United States. There is scarcely a community in the land which does
not possess one or more such societies, ranging in character from
church choirs to the most pretentious of choral organizations. Many
of them, especially in such cities as Baltimore, Washington, New
Orleans, Richmond, Louisville, Dallas, Denver, and Kansas City,
compare favorably with the more widely known societies of New
York, Boston, and Chicago. We must also advert again to the work of
the German singing societies, which flourish in practically every city
in the country, and to the less widespread activities of the
Scandinavian singing societies in such centres as Lindsborg,
Kansas. These supplement splendidly the work of the native
American societies, which, to tell the truth, are more exclusively

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Ne w and Updated Feature s in This Edition

Organizatio n of This Text

Phase I: Systems Planning

Phase 2: Systems Analysis

Phase 3: Systems Design

• Chapter 11 - Managing Systems Implementation: Chapter 11 describes application

Phoue 5 S !> St.. p - and Securit"

Online Appendix:The Systems Analyst's Toolkit

MINDTAP FOR SYSTEMS ANALYSIS AND DESIGN

ABOUT THE AUTHOR

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Chapter 3 focuses on managing systems projecu.This includes an overview of project

LEARNl"IG OB ECT VES CONTENTS

Information technology (IT) refers to the combination

FIGURE 1- 1 These headlines Illustrate the enormous

1. 1. 1 The Changing Nature of Information Technology

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4 1.2 Info r mation Systems

1. 1.2 Systems Analysis and Design

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1.1 .3 What Does a Systems Analyst Do?

1.2 INFORMATION SYSTEMS

1.2 Information Systems s

Figure 1-3. A mission-critical ~stem is one that is vital to a

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6 1.2 Information Systems