Welcome to CSE 4407: System Analysis and Design

• Why
◦ Core for systems analysts, developers, and managers
◦ Business Problems ↔ Technical Solutions
◦ Leads to clearer requirements, defined scope, fewer reworks
• Your Role: Systems “Architect”
◦ Plan before you build: know users and environment
◦ Define requirements precisely
◦ Ensure solutions fit real-world needs
• Course Roadmap
◦ Systems Analysis Fundamentals
◦ Information Requirement Analysis
◦ The Analysis Process
◦ The Essentials of Design

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Course Logistics

• Google Classroom Code

◦ Theory: nauktptz
◦ Lab: 4qtyebx7
• Communication
◦ Discussion in Google Classroom
◦ Email: ajwadabrar@[Link]
• Book: Kendall and Kendall, Systems Analysis and Design, 10th Edition
• Grading Policy
◦ Quiz (20%)
◦ Mid Semester (40%)
◦ Semester Final (40%)
• Academic Integrity Policy: Do not submit others’ work as yours

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Systems, Roles, and Development Methodologies
CSE 4407

Ajwad Abrar
Junior Lecturer
Department of Computer Science and Engineering
Islamic University of Technology

April 23, 2026

Introduction

• Opening thought
◦ Information is now a key organizational resource, just like people or materials.
◦ It needs management
• The Information Explosion: Networked computers and the web have amplified the
amount and complexity of information we handle
• Chapter Goals: We will explore
◦ Fundamentals of Information Systems (IS)
◦ Roles of Systems Analysts
◦ Development Lifecycles (SDLC, Agile, O-O)
◦ Open Source and CASE Tools

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Overview 43
Why Bother with Systems Analysis and Design (SAD)?

• What: A systematic way to

◦ Understand user needs
◦ Analyze data input/flow
◦ Analyze data processing/transformation
◦ Analyze data storage
◦ Analyze information output
◦ (All within an organizational context)
• Primary Goal
◦ Identify and solve the RIGHT problem
◦ Analyze, design, and implement improvements to computerized information systems
• Analogy: Doctor diagnosing a patient

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Need for Systems Analysis and Design 43
The Cost of Chaos vs. The Value of Structure

• Why SAD is CRITICAL

◦ Avoid Disaster: Prevents user dissatisfaction and systems falling into disuse
(Shelfware)
◦ Manages Complexity and Cost: Provides structure to what can be a very expensive and
complicated endeavor
◦ Business Improvement: Aims to enhance the business using computerized information
systems
◦ Collaboration is Key: User involvement throughout the project is non-negotiable for
success!
◦ Global Teams: Emphasis on user interaction is even more critical with international
development teams

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Need for Systems Analysis and Design 43
Security and Privacy: Not Just an Add-On!

• The Reality
◦ Security is critical but challenging
◦ Multiple vulnerabilities exist in any system
◦ “Perfect” security is unrealistic – it involves trade-offs (value of data vs. risk vs. cost)
• The SAD Approach: Security by Design
◦ Build security and privacy controls in from the VERY BEGINNING
◦ Much more effective and desirable than trying to patch security onto older systems
(legacy systems)
◦ Always assess and improve security when updating existing systems
◦ User training on security is also crucial

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Need for Systems Analysis and Design 43
The Systems Analyst: Bridging Worlds

• Who: Someone who systematically assesses

◦ How users interact with technology
◦ How businesses function
◦ (By examining data input, processing, output, and information flow)
• Intent: To improve organizational processes, often using computerized IS
• Key Characteristics
◦ Works with diverse people
◦ Experienced with computers and technology
◦ Often balances multiple roles simultaneously

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Roles of a Systems Analyst 43
The Analyst Wears Many Hats...

• Primary Role 1: The Consultant

◦ Often an external hire
◦ Pros: Brings a fresh, objective perspective
◦ Cons: Lacks deep knowledge of internal organizational culture/politics
◦ Relies on: Systematic methods (like those in this course!) and user input
• Primary Role 2: The Supporting Expert
◦ Usually an internal employee (part of the organization)
◦ Draws on specific technical expertise (HW, SW, databases, etc.)
◦ Often involved in smaller modifications, decisions, or specific parts of a larger project
◦ Acts as a resource for project managers, not the manager

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Roles of a Systems Analyst 43
...Agent of Change and Essential Qualities

• Primary Role 3: The Agent of Change

◦ The most comprehensive and responsible role
◦ Can be internal or external
◦ Involved throughout the Systems Development Life Cycle (SDLC) (often long-term:
weeks to years)
◦ Their mere presence and activities change the business
◦ Must work closely with users/management from Day 1
• What Makes a GREAT Systems Analyst?
◦ Problem Solver: Enjoys challenges, finds workable solutions (The Core!)
◦ Communicator: Relates meaningfully to diverse people over time. Understands
human needs with tech (HCI). Bridges gap to developers
◦ Self-Disciplined and Motivated: Manages self, coordinates people, handles resources
◦ Ethical: Acts with integrity, especially with sensitive info and client relationships
◦ Technically Adept and Business Savvy: Understands both sides

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Roles of a Systems Analyst 43
The Traditional Blueprint: Systems Development Life Cycle (SDLC)

• What: A phased approach to

systems analysis and design
• Assumption: Systems are best
developed using a specific
cycle of analyst and user
activities
• Common Analogy: The
“Waterfall” Method
◦ Phases flow sequentially
downwards, like water over
falls Figure. The 7 Phases (Kendall and Kendall Model)
◦ (PMI calls this a “Predictive”
life cycle) [1]
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The Systems Development Life Cycle 43
SDLC Phase 1: Where Do We Start?

• Main Goal: Correctly identify the core Problems, Opportunities, and Objectives
• Why: Getting this wrong means wasting significant time and resources solving the
wrong issue!
• Activities
◦ Honestly assess the current business situation
◦ Pinpoint specific problems (often the reason the analyst was called in)
◦ Identify opportunities (situations where IT can provide improvement or competitive
advantage)
◦ Discover and define clear business objectives
• Who’s Involved: Users (especially management), Analysts, Systems Managers
• Key Output: Feasibility Report (Defines problem, summarizes objectives, initial
scope estimate, recommends Go/No-Go)

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The Systems Development Life Cycle 43
SDLC Phase 2: Understanding Users and Their Needs

• Main Goal: Determine human needs regarding the information system. How do
users need to interact?
• Methods for Gathering Info
◦ Interactive: Interviews, Questionnaires, Sampling data
◦ Unobtrusive: Observing users work, analyzing existing documents (“hard data”)
◦ All-encompassing: Prototyping (building preliminary versions)
• Focus: Human-Computer Interaction (HCI)
◦ Physical aspects? (Legible, audible, safe?)
◦ Cognitive aspects? (Easy to learn, use, remember?)
◦ Affective aspects? (Pleasing, engaging, fun?)
◦ Productivity? (Support tasks, enable new capabilities?)
• Key Framework: Understand the Who, What, Where, When, How of current
processes, and Critically: WHY?
• Who’s Involved: Analysts, Users (Operational level often)
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The Systems Development Life Cycle 43
SDLC Phase 3: Analyzing System Needs

• Main Goal: Analyze the information gathered in Phase 2 to determine system

requirements
• Key Tools and Technologies
◦ Process Modeling: How data moves and transforms
• Data Flow Diagrams
• Activity Diagrams/Sequence Diagrams
◦ Data Modeling: What data is needed?
• Data Dictionary
◦ Logic/Decision Modeling: How are decisions made?
• Structured English
• Decision Tables
• Decision Trees
• Key Output: Systems Proposal (Summarized findings from Phase 1 and 2, includes
Cost-Benefit Analysis, provides specific recommendations for the new system)
• Who’s Involved: Analyst
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The Systems Development Life Cycle 43
SDLC Phase 4: Blueprinting the Solution - The Logical Design

• Main Goal: Use the requirements from Phase 3 to design the logical structure of
the new system
• Key Design Activities
◦ Input Design: Designing procedures, forms, screens for accurate and efficient data
entry
◦ Interface Design: Defining how the user interacts with the system (menu, GUI,
navigation). Focus on usability, accessibility (audible, legible, safe), aesthetics. User
involvement is crucial here.
◦ Database Design: Designing the logical structure of the database to store data
effectively and intuitively
◦ Output Design: Designing reports, screen displays, etc. to deliver the needed
information effectively
• Who’s Involved: Analyst (leading design), often working closely with Users
(especially for UI/Output)

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The Systems Development Life Cycle 43
SDLC Phases 5 and 6: Construction and Quality Checks

• Phase 5: Developing and Documenting Software

◦ Analyst works with coders/developers
◦ Activities
• Develop/Code the actual software components
• Create Documentation (User Manuals, Online Help, FAQs, Technical Docs) - Should reflect
user needs identified earlier!
◦ Quality: Code walkthroughs/reviews
• Phase 6: Testing and Maintaining the System
◦ Goal: Find errors BEFORE the system goes live (much cheaper!)
◦ Activities
• Conduct various tests (unit, integration, system)
• Use test data, then actual (anonymized) data
• Follow pre-defined Test Plans
• Begin System Maintenance activities and documentation updates
◦ Who’s Involved: Analysts, Coders/Developers, Testers, Users (for User Acceptance
Testing - UAT)
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The Systems Development Life Cycle 43
SDLC Phase 7: Go Live and Look Back!

• Implementation Activities
◦ User Training: Teaching users how to operate the new system (Analyst oversees)
◦ System Conversion: Planning and executing the switch from the old system to the new
one (e.g., parallel run, direct cutover, phased)
◦ Data Conversion: Migrating data from old formats/systems
◦ Installation: Setting up hardware, software
◦ Go Live: The new system is officially launched!
• Evaluation
◦ Occurs throughout the SDLC, not just a final step
◦ Continues after implementation
◦ Key Question: Is the system meeting objectives? Are users using it effectively?
• Reality Check: SDLC is often Cyclical. Discoveries might force revisiting earlier
phases

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The Systems Development Life Cycle 43
After Launch: The Ongoing Cost and Effort of Maintenance

• The Reality: Maintenance consumes a significant portion of IT time and budget

(Estimates range widely, but often > 50%!)
• Why Maintain Systems?
◦ Correct Errors: Fixing bugs missed
during testing
◦ Enhancements: Adapting the software
due to:
• New User Requests (after using the
system)
• Changes in the Business
Environment
• Changes in Technology
(Hardware/Software updates)
• Implication: Eventually, the cost of maintaining an old system outweighs the cost
of developing a new one
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The Systems Development Life Cycle 43
Boosting Analyst Productivity: CASE Tools

• What: Computer-Aided Software Engineering Tools

• Purpose: To improve and automate tasks performed by Systems Analysts,
especially those using structured methods like SDLC
• Key Benefits
◦ Increased Productivity: Automates repetitive tasks (drawing diagrams, checking
consistency)
◦ Improved Communication: Visual models are easier for users to understand than text.
Facilitates feedback.
◦ Integration: Links different phases and outputs of the SDLC together
• Core Concept: The CASE Repository
◦ A central encyclopedia storing all project information (diagrams, data definitions,
screen/report layouts, project management details, etc.)
◦ Enables consistency checks and report generation
• Example: Visible Analyst (Full CASE) vs. Microsoft Visio/OmniGraffle (Primarily
Diagramming Tools)
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The Systems Development Life Cycle 43
Beyond the Waterfall: The Agile Approach

• What: A software development methodology based on:

◦ Values: (Communication, Simplicity, Feedback, Courage) - Good advice for ANY project!
◦ Principles
◦ Core Practices
• Underlying Idea: An outgrowth of Object-Oriented Approaches
• Alternative/Supplement to SDLC: Used when flexibility is key, or traditional
methods haven’t fit
• PMI Terminology: An “Adaptive” Lifecycle (vs. SDLC’s “Predictive”) [1]
• Key Characteristics: Highly Interactive (constant communication) and Incremental
(building in small pieces)

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The Agile Approach 43
Agile in Practice: Flexibility and Teamwork

• Dynamic Resource Balancing: Agile methods often adjust Time, Cost, Quality, and
Scope to meet goals
• Core Practices
◦ Short Release Cycles
◦ Sustainable Pace (e.g., 40-hour work week)
◦ Onsite Customer (Direct, continuous user involvement)
◦ Pair Programming
• Popular Agile Framework: Scrum
◦ Named after a rugby formation (emphasizes teamwork)
◦ Sprints: Short, fixed-duration work cycles (typically 2-4 weeks)
◦ Goal per Sprint: Deliver a potentially releasable increment of the product
◦ Team Empowerment: Teams often choose how to accomplish the work for a sprint

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The Agile Approach 43
The Agile Journey: 5 Key Stages

• Overall Process: Characterized

by frequent iterations and
feedback loops
• Interesting Loops!
◦ Iterations Loops and
Maintenance to Planning
Loops → Adaptive,
incremental nature
◦ Productionizing →
Increased pace of iteration
after the initial release

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The Agile Approach 43
Getting Started with Agile: Exploration and Planning

• Stage 1: Exploration (Duration: Weeks to Months)

◦ Goal: Understand the landscape; Confirm Agile is suitable
◦ Activities: Assemble team and assess skills, Investigate potential technologies,
Practice estimating task effort, Customers practice writing User Stories (informal
feature descriptions)
◦ Mindset: Be Playful, Curious!
• Stage 2: Planning (Duration: Typically Days!)
◦ Goal: Agree on initial scope for the first major release and target date (e.g., 2-6
months out)
◦ Focus: Tackle the smallest set of the most valuable features first
◦ Uses “Planning Game” Metaphor (from Extreme Programming [2])
• Goal: Maximize delivered Business Value
• Strategy: Limit risk (simple design, early feedback, adapt quickly)
• Pieces: User Story cards (features, notes, tracking)
• Players: Development Team + Business Customer (sets priorities!)

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The Agile Approach 43
The Cycle: Iterate, Produce, Maintain

• Stage 3: Iterations to First Releases (Cycles: ~3 weeks each)

◦ Activities: Build selected features, Run customer tests frequently, Get feedback and
adapt, Sketch out/refine system architecture incrementally
◦ Important: Celebrate successful iterations (motivates!)
• Stage 4: Productionizing (Cycles: Faster, e.g., ~1 week)
◦ Activities: Release the product! Implement faster feedback cycles (daily meeting?),
Continue adding features based on feedback
◦ Important: Celebrate the release (Development should be fun!)
• Stage 5: Maintenance
◦ Activities: Keep the released system running smoothly, Continue adding new features
(possibly riskier ones now), Adapt to changing needs, Rotate team members as
needed
◦ Mindset: Shifts to more Conservative (“Keeper of the flame”) while still evolving

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The Agile Approach 43
Thinking in Objects: Object-Oriented Analysis and Design

• What: An approach focused on Objects (representing real things/events like

Customers, Orders, Products) grouped into Classes (defining shared
attributes/behaviors)
◦ Attributes: Characteristics
◦ Methods: Things they do
• Contrast: Differs from traditional procedural programming (which focused on
functions/procedures)
• Goal: Facilitate development and maintenance of systems needing rapid change
and continuous adaptation, especially complex ones
• Key Benefit: Promotes reuse of components and improves system maintainability
• Standard Tool: Uses Unified Modeling Language (UML) for modeling O-O systems
(e.g., Use Case Models)

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Object-Oriented Systems Analysis and Design 43
O-O: Similar Phases, Different Rhythm

• Similarities to SDLC
◦ Follows similar high-level phases (Problem Identification, Analysis, Design)
◦ Uses rigorous, detailed modeling (UML)
• Pace: Because of the detailed modeling, the pace is often more deliberate than
Agile (similar to SDLC in rigor)
• Key Difference: Iterative Nature within Phases
◦ Often uses a Spiral Model approach:
• Analyze → Design → Implement a small part of the system (e.g., a key feature)
• Repeat (spiral outwards) for the next part
◦ Reworking diagrams and components based on learning is expected and normal

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Object-Oriented Systems Analysis and Design 43
The O-O Workflow with UML

• Understand user interactions

• Model the dynamic behavior
• Define the static structure
• Handle objects with complex
lifecycle
• Refine and create detailed
specifications
• Develop the system

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Object-Oriented Systems Analysis and Design 43
O-O Steps 1 and 2: Understanding Interactions

• Step 1: Define Use Case Model (Problem ID/Analysis)

◦ Identify Actors (Users or other systems interacting with our system)
◦ Identify Major Events/Use Cases (What actors accomplish, e..g, “Place Order,”
“Register User”)
◦ Draw Use Case Diagrams: Visual map of actors and their use cases
◦ Write Use Case Scenarios: Textual step-by-step description of a typical interaction
• Step 2: Draw Initial UML Diagrams (Analysis)
◦ Draw Activity Diagrams: Show workflow/steps within a single use case
◦ Draw Sequence Diagrams: Show how different objects interact over time to fulfill a
use case
• Iterative Nature: Creating Activity/Sequence diagrams often reveals need to
refine/clarify Use Cases

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Object-Oriented Systems Analysis and Design 43
O-O Steps 3 and 4: Classes and States

• Step 3: Develop Class Diagrams (Analysis)

◦ Identify potential Classes (Tip: Look for important nouns in Use Cases and
requirements
◦ Define Attributes (data held by objects of the class) and Methods (actions objects can
perform)
◦ Show Relationships between classes (e.g., A Customer has Orders)
◦ This defines the static structure (blueprint) of the system
• Step 4: Draw Statechart Diagrams (Analysis)
◦ Model objects with complex lifecycles or states
◦ Show possible states an object can be in (e.g., Order: Pending, Paid, Shipped)
◦ Show transitions between states and the events triggering them
◦ Helps refine understanding of object behavior and Class diagrams
• Iterative nature: Discoveries here can lead to refinement of other diagrams

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Object-Oriented Systems Analysis and Design 43
O-O Steps 5 and 6: Refining Design and Building

• Step 5: Modify Diagrams and Complete Specifications (Design)

◦ Refine UML diagrams (Class, Sequence, etc.) based on specific design decisions
(technology choices, patterns, optimizations)
◦ Write detailed Class Specifications: Precise descriptions of attributes, methods
◦ Write detailed Method Specifications: Define input/output, internal processing logic
for each method
• Step 6: Develop and Document the System (Development)
◦ Translate the detailed models and specifications into working code
◦ Documentation is CRITICAL: UML diagrams + Specifications are vital guides for the
development team
◦ Good models and docs lead to faster development and more robust system

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Object-Oriented Systems Analysis and Design 43
Common Ground: More Similar Than Different?

• Shared Foundations (ALL Approaches Require)

◦ Understanding the Organization: Business context, goals, problems → Chapter 2
◦ Project Planning: Budgeting time and resources, Project Proposal → Chapter 3
◦ Detailed Data Gathering: Interviews, Questionnaires, Observation, Sampling →
Chapter 4 and 5
• Overlapping Characteristics
◦ SDLC and O-O: Emphasis on detailed planning and diagramming
◦ Agile and O-O: Facilitate building systems incrementally or subsystem-by-subsystem
◦ Agile and SDLC: Consider the logical flow of data
• Key Takeaway: Strong foundational analysis skills (understanding needs, gathering
data, planning) are essential regardless of the methodology used!

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Choosing Which Systems Development Method to Use 43
Making the Choice (1/3): When to Use SDLC?

• Consider the SDLC (Waterfall/Predictive) when

◦ The organization has a history of using SDLC; existing systems used it (consistency)
◦ Rigorous, step-by-step documentation is a high priority or requirement (e.g.,
compliance, regulation)
◦ Upper management strongly prefers or feels more comfortable with a detailed,
upfront plan and predictable phases
◦ Sufficient time and resources are confidently available to complete the full cycle
thoroughly
◦ Formal documentation is the primary means required for communicating how the
new system operates to stakeholders

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Choosing Which Systems Development Method to Use 43
Making the Choice (2/3): When to Use Agile?

• Consider Agile Methodologies (Adaptive/Iterative) when

◦ An influential project champion who understands and advocates for Agile exists
within the organization
◦ The business environment is dynamic and requirements are likely to change or evolve
rapidly. Need for speed
◦ It’s a project rescue situation – need to deliver value quickly, less focus on analyzing
past failures in detail
◦ The customer/users understand and value receiving working software in small and
incremental improvements
◦ Executives, analysts, and the development team are aligned with and support Agile
principles (collaboration, adaptation, etc.)

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Choosing Which Systems Development Method to Use 43
Making the Choice (3/3): When to Use O-O?

• Consider Object-Oriented Analysis and Design when

◦ The problem domain naturally lends itself to modeling with Classes and Objects (e.g.,
complex entities, simulations)
◦ The organization supports the team in learning and effectively using UML modeling
tools and techniques
◦ The system can be realistically developed incrementally, perhaps one subsystem or
major feature set at a time
◦ There is a strong possibility or goal of achieving significant code/component reuse
◦ It’s acceptable (or desirable, e.g., for risk mitigation) to tackle the most difficult or
complex parts first (aligns with spiral thinking)

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Choosing Which Systems Development Method to Use 43
Beyond Proprietary: Open Source Software (OSS)

• What: Software where the source code is publicly available for anyone to study,
share, and modify
• Contrast: Opposite to proprietary software (where source code is hidden/secret)
• Core Principles: Collaboration, Shared contribution and benefits, Modifications
typically shared back, Adherence to specific open source licenses
• Philosophy: Often viewed as a communal process and product, sometimes aimed
at broader societal benefit
• Examples: Linux, Android, Apache Web Server, Mozilla Firefox Browser
• Growing Importance In: Cloud Computing, Big Data Analytics, AI/Machine Learning,
Internet of Things (IoT), Cybersecurity, Blockchain

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Developing Open Source Software 43
The OSS Ecosystem: Communities and Platforms

• Diverse Communities: OSS isn’t one entity; communities vary (e.g., based on goals,
structure: ad hoc, standardized, organized, commercial)
• Supporting Foundations: Provide crucial infrastructure, governance, legal support,
event organization
◦ Example: The Apache Software Foundation, The Linux Foundation (hosts 1000s of
projects)
• Key Development Platform: GitHub (Owned by Microsoft)
◦ Provides: Code hosting (using Git), Collaboration tools, Issue tracking, Developer
profiles and networking
• Underlying Technology: Git
◦ The most widely used open source version control system. Essential for tracking
changes to code files over time, especially in collaborative projects

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Developing Open Source Software 43
Bridging Worlds: Corporations and OSS

• Historical Divide
◦ Corporations → Proprietary code (Guarded for competitive advantage)
◦ OSS Communities → Shared code and community values
• The Modern Reality: Collaboration
◦ Companies increasingly participate in and contribute to OSS
• “The Third Design Space” [3]
◦ A metaphorical space where corporate developers and community developers
collaborate
◦ Creates: New shared design environments, resources, associations
◦ Results In: Innovative shared software, new development processes (blending
corporate needs and community practices), developers skilled in both worlds
◦ Enables: Innovations potentially not achievable in purely commercial or purely
community settings alone

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Developing Open Source Software 43
Corporate Motivations: Why Participate in OSS?

• Research identified multiple drivers [4]

• Rational Reasons (Business Logic) • Emotional Reasons (Cultural/Intrinsic)

◦ Save Money/Reduce Development ◦ Accept Responsibility/Give Back to
Cost (Leverage existing code) community
◦ Less Maintenance Burden (Shared ◦ Improve Shared Software (Make tools
effort) they rely on better)
◦ Contribute Within Limits (Influence ◦ Gain Community Influence/Respect
project direction strategically) ◦ Relinquish Traditional Gatekeeper
◦ Reduce Long-Term Costs Role (Embrace openness)
◦ Marketing Benefits (Enhanced ◦ Improve Developer’s Skills and Morale
reputation, attract talent) (Exposure, learning)
◦ make the First Move (Gain strategic ◦ Extend Life/Relevance of Internal
advantage) Projects

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Developing Open Source Software 43
The Rules of the Road: OSS Licensing and Compliance

• Licenses are CRITICAL: They define permissions, obligations, and restrictions for
using, modifying, and distributing OSS code
• Community Consensus: Licenses arise from and are chosen by specific OSS
communities
• Popular Examples: Apache Licence 2.0, GNU General Public License (GPL - v2, v3,
LGPL), MIT License, BSD Licenses, Mozilla Public License 2.0
• Your Responsibility: When using OSS components, you must identify their licenses
and ensure compliance. Failure can have legal consequences!
• Compliance Tools and Standards
◦ Software Package Data Exchange (SPDX): A standard format for communicating license
information clearly (Linux Foundation WG)
◦ FOSSology: An open-source tool/toolkit (Linux Foundation Project) to scan codebases,
identify licenses and copyrights, and help manage compliance workflows

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Developing Open Source Software 43
OSS on Your Resume: Skills and Opportunities

• Highly Valued: Experience contributing to or effectively using OSS is a marketable

skill
• Talent Shortage: Over 90% of hiring managers report difficulty finding sufficient
open-source talent [5]
• Employer Interest
◦ Many actively seek certified OSS professionals
◦ Many are willing to pay for employees to get relevant OSS certifications
• How to Get Involved
◦ Create a GitHub profile; contribute (even documentation!) to projects you use
◦ Explore projects hosted by The Linux Foundation or others
◦ Inquire about employer’s open source programs or contribution policies
• Benefits: Demonstrates technical ability, collaboration skills, continuous learning,
and engagement with modern development

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Developing Open Source Software 43
The Analyst and Open Source

• Why Might You Be Involved?

◦ Your employer may request participation in relevant OSS communities (> 90% org
reliance on OSS creates need for awareness/engagement)
◦ Curiosity/“Bandwagon Effect”: To understand what competitors are doing or explore
potential OSS benefits
• Strategic Involvement: “Responsive Design”
◦ Analyst acts as a bridge between OSS community and employer
◦ Activities
• Participate in relevant OSS projects
• Understand community designs, practices, directions
• Identify opportunities to incorporate or adapt valuable OSS ideas, components, or
practices into the company’s proprietary systems or products
◦ Goal: Blend external innovation with internal strategic objectives
• Example: NASA hosts open source projects, demonstrating OSS use even in highly
specialized domains [6]
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Developing Open Source Software 43
References I

[1] Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) – Seventh Edition and The Standard for Project Management, 7th. Newtown Square, PA, USA:
Project Management Institute, 2021 (cit. on pp. 11, 20).
[2] K. Beck and C. Andres, Extreme Programming Explained: Embrace Change, 2nd. Boston, MA:
Addison-Wesley Professional, 2004 (cit. on p. 23).
[3] K. E. Kendall, J. E. Kendall, M. Germonprez, and L. Mathiassen, “The Third Design Space: A postcolonial
perspective on corporate engagement with open source software communities,” Information Systems
Journal, vol. 30, no. 2, pp. 369–402, 2020. doi: 10.1111/isj.12270 [Online]. Available:
[Link] (cit. on p. 37).
[4] J. E. Kendall, K. E. Kendall, and M. Germonprez, “Game theory and open source contribution: Rationale
behind corporate participation in open source software development,” Journal of Organizational
Computing and Electronic Commerce, vol. 26, no. 4, pp. 323–343, 2016. doi:
10.1080/10919392.2016.1228360 [Online]. Available:
[Link] (cit. on
p. 38).

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References 43
References II

[5] The Linux Foundation Research Team, “The 10th Annual Open Source Jobs Report,” The Linux
Foundation Research Team, Tech. Rep. 10, 2022. doi: 10.70828/RZRE1873 [Online]. Available:
[Link]
report (cit. on p. 40).
[6] NASA, NASA Open Source Software, [Link] A catalog of open source software
released by NASA, 2012 (cit. on p. 41).

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References 43