How to make USB boot drive to Install Windows ?

Creating or using an USB drive to install Windows operating systems is very easy if you follow the below mentioned steps.

TO Install Windows XP/Windows 7/Vista using bootable USB

By using command prompt:

1. Insert your USB (4GB+ preferable) stick to the system and backup all the data from the USB as we are going to format the USB to make it as bootable.

2. Open elevated Command Prompt. To do this, type in CMD in Start menu search field and hit Ctrl + Shift + Enter. Alternatively, navigate to Start > All programs >Accessories > right click on Command Prompt and select run as administrator.

3. When the Command Prompt opens, enter the following command:

DISKPART and hit enter.

LIST DISK and hit enter.

Once you enter the LIST DISK command, it will show the disk number of your USB drive. In the below image my USB drive disk no is Disk 1.

4. In this step you need to enter all the below commands one by one and hit enter. As these commands are self explanatory, you can easily guess what these commands do.

SELECT DISK 1 (Replace DISK 1 with your disk number)

CLEAN

CREATE PARTITION PRIMARY

SELECT PARTITION 1

ACTIVE

FORMAT FS=NTFS

(Format process may take few seconds)

ASSIGN

EXIT

Don’t close the command prompt as we need to execute one more command at the next step. Just minimize it.

5. Insert your Windows DVD in the optical drive and note down the drive letter of the optical drive and USB media. Here I use “D” as my optical (DVD) drive letter and “H” as my USB drive letter.

6. Go back to command prompt and execute the following commands:

D:CD BOOT and hit enter. Where “D” is your DVD drive letter.

CD BOOT and hit enter to see the below message.

BOOTSECT.EXE/NT60 H:

(Where “H” is your USB drive letter)

Copy Windows DVD contents to USB.

You are done with your bootable USB. You can now use this bootable USB as bootable DVD on any computer that comes with USB boot feature (most of the current motherboards support this feature).

If you are using Windows XP, try
BOOTSECT.EXE /NT52 H: 

By using windows application:

We can make USB boot drive by using USB installer for Windows XP, Vista, 7 with WinToFlash software application, must follow these steps.

1. You need the following at first.

•  A USB pen drive at least 4 GB. 
•  Windows installation CD/DVD or .iso disk image file. 
• An application called WinToFlash. 

2. You can download WinToFlash application from http://wintoflash.com/home/en/ 

                      OR 

You can download it directly from fiverdownload.com by using the following link. 

http://server3.fiberdownload.com/1_kits/Novicorp_WinToFlash.zip 

3. After downloading a zip file, extract it and open WinToFlash application.

    Then you can see the following screen.

4. Click on Next.

4. Click on I accept EULA and click on next.

5. Click on Quick Setup and click on next.

6. Click on Windows setup transfer wizard, give tick mark on always start in wizard mode and click on next.

7. Choose windows file path and USB drive and click on next. Your USB boot drive started to create.

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Systems Development

Introduction:

Systems development is the process of defining, designing, testing, and implementing a new software application or program.  It could include the internal development of customized systems, the creation of database systems, or the acquisition of third party developed software. Written standards and procedures must guide all information systems processing functions. The organization’s management must define and implement standards and adopt an appropriate system development life cycle methodology governing the process of developing, acquiring, implementing, and maintaining computerized information systems and related technology.

Examination Objectives:

Determine if the board and management have established and maintained effective systems development methodology. This is accomplished through the following examination objectives:

• Board and Management Oversight – Assess the adequacy of systems development oversight by examining related policies, procedures, and methodology.

• Risk Assessment—determine the level of systems development activities existing within the institution.  If systems development activities for mission-critical systems are handled primarily through a service provider, evaluate management’s due diligence to ensure appropriate documentation and controls exist within the service provider’s development processes.  Assess the adequacy of the institution’s risk assessment process for systems development.

• Internal Controls—Evaluate the effectiveness of preventive and detective controls designed to identify material deficiencies on a timely basis. The internal audit function should identify systems development as an area for evaluation and review.

Feasibility studies

Feasibility studies aim to objectively and rationally uncover the strengths and weaknesses of an existing business or proposed venture, opportunities and threats as presented by the environment, the resources required to carry through, and ultimately the prospects for success. In its simplest terms, the two criteria to judge feasibility are cost required and value to be attained. As such, a well-designed feasibility study should provide a historical background of the business or project, description of the product or service, accounting statements, details of the operations and management, marketing research and policies, financial data, legal requirements and tax obligations. Generally, feasibility studies precede technical development and project implementation.

Technical feasibility

The assessment is based on an outline design of system requirements in terms of Input, Processes, Output, Fields, Programs, and Procedures. This can be quantified in terms of volumes of data, trends, frequency of updating, etc. in order to estimate whether the new system will perform adequately or not. Technological feasibility is carried out to determine whether the company has the capability, in terms of software, hardware, personnel and expertise, to handle the completion of the project. When writing a feasibility report the following should be taken to consideration:

• A brief description of the business to assess more possible factor/s which could affect the study 
• 
  
•  The part of the business being examined 
• 
  
•  The human and economic factor 
• 
  
•  The possible solutions to the problems 

At this level, the concern is whether the proposal is both technically and legally feasible (assuming moderate cost).



Economic feasibility

Economic analysis is the most frequently used method for evaluating the effectiveness of a new system. More commonly known as cost/benefit analysis, the procedure is to determine the benefits and savings that are expected from a candidate system and compare them with costs. If benefits outweigh costs, then the decision is made to design and implement the system. An entrepreneur must accurately weigh the cost versus benefits before taking an action.

Cost-based study: It is important to identify cost and benefit factors, which can be categorized as follows: 1. Development costs; and 2. Operating costs. This is an analysis of the costs to be incurred in the system and the benefits derivable out of the system.

Time-based study: This is an analysis of the time required to achieve a return on investments. The future value of a project is also a factor.

Operational feasibility

Operational feasibility is a measure of how well a proposed system solves the problems, and takes advantage of the opportunities identified during scope definition and how it satisfies the requirements identified in the requirements analysis phase of system development.

How to Talk to Users [for analyst members of a JAD team]

●      Encourage users to speak up. Don't assume they understand that they carry equal authority on the team.

●      Ask probing questions about how users do their work, even about points that seem obvious. Ask why they so something as well as "what" and "how."

●      Do state the obvious (once, at least). Don't assume that something is "common knowledge."

●      Ask for clarification. Don't assume you are the only one confused. If users start talking office-lingo, bring them gently back down to Earth.

●      Restate the user's points in your own words to make sure you understand each other.

●      Avoid technical explanations and computer jargon. if you must use technical terminology, provide a list of terms and definitions.

●      Mention problems that you see when you see them. Don't assume that users are not mentioning something because it's okay.

●      Be clear about your schedule for implementing features. Provide frequent opportunities to reevaluate and discuss the "to do " list.

●      Make a distinction between features which will not be implemented because they are technically impossible and those for which there simply isn't time. Be gentle when dealing with ideas which are impractical.

●      Be open to ideas and maintain a non-judgmental stance.

 

How to Talk to Analysts [for user members of a JAD team]

●      Don't be bashful. Analysts on the team are counting on you to tell what you know and to correct their misconceptions and oversights.

●      Help the analyst to understand how your work is done. Provide a context for your remarks. Give examples.

●      Ask for the features you need to do your work. Don't assume that your needs are unimportant or impossible to meet.

●      Ask for the features that make your work easier, even in small ways.

●      Make a distinction between features you must have and those that would be nice for you. Set priorities and make them clear to the analyst

●      Do state the obvious (once, at least). Don't assume that something you know is "common knowledge."

●      Ask for clarification. Don't assume that you are the only one confused. If an analyst starts talking " computerate," bring them gently back down to Earth.

●      Restate the analyst's points in your own words to make sure you understand each other.

●      Mention problems that you see when you see them. Don't assume problems will " get worked out later."

●      Discuss needs you will have after the system is finished. Plan ahead for working independently once the analyst has gone on to other projects. 

●   Be open to ideas and maintain a non-judgmental stance.

How do you know if your JAD is successful?

After creating Joint Application Development (JAD) team and managing it for any project to complete, you have to know if your JAD is successful or not. Here are some methods from which you will able to know about your JAD success. 

By applying the positive answers for the following questions.

● Are your meetings well attended?

● Are all affected parties involved/aware of decisions being made?

● Did you solve the true underlying problem?

● Is your solution accepted and used by your clients?

● Is the solution available on time?

By applying the following Success Factors

● A clear purpose shared by all team members - the project charter

● A diverse team, representative of all areas effected by this project.

● Every person in the group has equal responsibility and decision making power.

● Every idea is valuable. Throughout the JAD, listen and acknowledge each idea and concern. Evaluating ideas during a brainstorming session will shut down the creative process. The best idea may never get said out of fear of being shot down.

● Participation by everyone is very important. Encourage quieter members to speak, they often have the best ideas. Don't allow 1 or 2 members to dominate. This is the facilitators responsibility as well as the whole teams' responsibility.

● Listen when others speak, don't interrupt or talk while others are talking (side conversations may have great ideas...we don't want to miss them).

● Maintain a parking lot to record important issues that are not within the scope of this project.

● Don't hold meetings, just to hold meetings. Only meet when there is something substantial to talk about.

● Don't let more than 3 or 4 weeks pass between meetings, you will loose momentum. Remember, each meeting is a motivation for the team to complete tasks assigned. It is no fun to come to a meeting and admit you didn't finish your task.

● Decisions are reached by consensus. We are here to create a win/win solution...win/lose solutions aren't good enough. You can reach consensus by giving everyone three options:

○ Thumbs up - I agree

○ Thumbs down - I disagree

○ Thumbs sideways - I can support this idea

You Might also view the following Related Posts

• What is a JAD?
• Who is involved in a JAD?
• Roles of JAD Group Members
• Checklist For Getting a JAD Started
• How do you know if your JAD is successful?
• How to Talk to Analysts for user members of a JAD team
• How to Talk to Users for analyst members of a JAD team
• Fundamental of data structures
• Definition of Stack
• Definition of Queues
• System Life Cycle
• Networking Fundamental
• Network Topology
• Basic Components of operating Systems.

For other more Tutorials: Click Here

Checklist For Getting a JAD Started

1. Define the Project

The JAD Project Leader meets with the Project Sponsor to complete a JAD Project Charter.

2. Form the JAD Group

 The Project Leader and Project Sponsor form the JAD Group making sure you have all affected areas represented. You will need a Project Sponsor, Project Leader, Business Users and Systems Analysts. A JAD Group should have 8 or fewer total members. It is hard to be effective with more than 15 members.

3. First JAD Meeting - Kick off Meeting

Your first JAD meeting may have the following agenda items:

○    Share problem definition and overall goal. Get consensus on these two items.

○    Train each member of the new group on what a JAD Group is so they will understand the purpose, the roles and how a JAD works.

○    Establish JAD Group expectations/responsibilities.

○    Determine meeting frequency, time and place.

○    Determine roles - Project Sponsor, Project Leader, Record Keeper, Timekeeper, Clients.

○    Continue holding JAD meetings approximately every week or every other week until you have reached consensus on a design.

4. JAD Meetings - Planning, Analysis, Design Phase

○    Review the current process - map it out

○    Identify Problems/Challenges in the current process

○    Brainstorm solutions for those problems and challenges

○    Benchmark other organizations for possible solutions

○    Consider Buy vs. Build

○    Survey your customers for problems and ideas

○    Evaluate list of generated ideas

○    Determine your course of action - tasks to be accomplished

○    Develop your timebox - list of tasks, who is assigned and when each task is due.

○    Present the Project Design to the Project Sponsor and Representative Customers and Get the Thumbs Up

○    Communicate, Communicate, Communicate

5. JAD Meetings - Development, Execute, Finish Phase

Meet every 2 weeks to make sure the development stays on track
Agenda - how did we do on our goals?

○    Discuss problems and challenges

○    Make decisions jointly

○    Set goals for next meeting

○    Assign tasks

Assign as many of the project duties as possible to members of the JAD this helps build buy in and a feeling of ownership towards the project.