What processes are needed in order to shape alternative design strategies for a system: Once someone has structured and captured basic requirements and also created a class diagram analysis, it becomes necessary for them to transform the data into some form of concrete ideas regarding the system design. The main goal, in this case, is to select the best among the alternative design strategies.
Anyone who is experienced in the analysis of the systems may understand the basic structure of any system and can also have a general idea about the possible physical implementation. It is however important to note the fact that some external factors may result in several problems when it comes to the final design (Scanlon et al., 2020). Therefore, there is a need for a systems analysis to convert the requirements into various design strategies. There could be three alternative design strategies as users can have an opportunity to test the high, medium, and low ends within the spectrum of possible systems that could be built. It is crucial to understand the fact that the creation of alternative design strategies can comprise different questions regarding the system software together with hardware.
Every system is composed of a set of elements that work together to achieve some specific goal or goal. In order to change the way a system behaves, it is necessary to change the way its elements interact. This can be done by redesigning the system itself, or by introducing new elements into the system (or both). There are many different ways to approach system redesign, but all of them can be boiled down to the following basic processes.
Define the problem you are trying to solve. Every redesign project starts with a problem that needs to be solved. This problem could be anything from inefficient processes to user dissatisfaction. In order to redesign a system, you need to first understand what it is you are trying to fix as stated by Scanlon et al. (2020). There is also an understanding of the current system. Once you have defined the problem, it is time to take a closer look at the current system. This involves understanding how the system works, what its strengths and weaknesses are, and what its impact is on users.
The following process involves the identification of the stakeholders. Any redesigning project will have stakeholders: people or groups who have a vested interest in the outcome of the project. It is important to identify all of the stakeholders early on, as they will need to be consulted throughout the redesign process.
Another crucial process involves generating alternative designs. Once you have a good understanding of the problem and the current system, it is time to start generating alternative designs. This is where creativity and outside-the-box thinking are critical. There are no wrong answers at this stage; hence there is a need for the imagination to run wild. There is also an evaluation of the alternatives. Once you have a few potential redesigns, it is time to start evaluating them. This involves looking at each design and assessing its feasibility, its impact on users, and its potential for solving the problem. The following process involves selecting the best solution. After careful evaluation, it becomes necessary to select the best solution and begin the implementation process.
Implementation and monitoring of the solution become the other essential process. The final step is to implement the chosen solution and then monitor its effects. This will help you to identify any unforeseen problems and make sure that the redesign is having the desired effect.
In conclusion, system redesign is a complex and multi-faceted process. By breaking it down into these seven steps, you can make sure that you cover all of the bases and end up with a well-designed solution.
Scanlon, D. P., Harvey, J. B., Wolf, L. J., Vanderbrink, J. M., Shaw, B., Shi, Y., Mahmud, Y., Ridgely, M. S., & Damberg, C. L. (2020). Are health systems redesigning how health care is delivered? Health services research, 55 Suppl 3(Suppl 3), 1129–1143. https://doi.org/10.1111/1475-6773.13585