CHAPTER 11

CHAPTER 11

Systems Development and Project Managmenet

Introduction to the Systems Approach

It’s methodology for problem solving The more time spent planning, the better

the outcome Note the process is typically iterative Systems approach masters

Ed Yourdon Grady Booch The GOF

Gamma, Helm, Johnson, Vlissides

The Systems Approach (Steps)

Problem identification (planning) Systems analysis Systems design Systems development Systems testing Systems deployment

(implementation) Systems maintenance

The Systems Approach (Problem Identification)

An existing system does not meet a need or expectation

Conduct feasibility studies If a project seems feasible, assemble a

project management plan and team

The Systems Approach (Feasibility Domains)

Organizational Do we have the human resources Do we have the organizational resources

Technical Does the hardware / software exist

Economic Cost / benefit analysis Accounting ROI Present value analysis

Operational

The Systems Approach (Systems Analysis)

Analyze information needs of constituents

Develop a system’s functional requirements

Analysis tools Brainstorming Lateral thinking

The Systems Approach (Systems Analysis)

Develop a list of functional requirements User interface requirements Processing requirements Storage Controls

Input validationEvent notificationHuman controls

The Systems Approach (Systems Design)

We need to completely understand the existing system If it’s not broke, don’t fix it Understand how users use the existing

system Interviews

Know what users want out of the new system

At times, users don’t know what they want

The Systems Approach (Systems Design)

Logical design Design how the system will work Design workflow and information flow Design the user interface

Screen diagramsNavigation diagramsAppropriate use of color

Data designEntity relationship diagrams

The Systems Approach (Systems Design)

Process design Tools

Flowcharts IP charts UML use-case diagrams UML activity diagrams UML Statechart diagrams

The Systems Approach (Systems Design)

Physical design Select physical hardware and software Note that there may be site preparation

requirements

The Systems Approach (Development)

Hardware and software acquisition Use RFPs and RFQs to evaluate alternatives Hardware and software benchmarking

Decisions Make vs. buy Lease vs. buy Internal implementation or outsourcing

Documentation For users For IS staff

Preserve organizational memory

End User Development

Positives Users get what they want

Negatives Users don’t know what they want Users may have a narrow minded vision of the

system They may not see how a system contributes

to the organizational mission Loss of centralized control Users are not experienced in system design

methodologies

Testing

My rule is, you cannot ever test too much or be too thorough

http://video.google.com/videoplay?docid=2889527841583480458&q=pwnz

The Systems Approach (Deployment)

User training Data conversion Systems testing

Parallel (run 2 systems at once) Pilot study (deploy in limited sited) Phased (deploy functionality in stages) Plunge (only fools rush in)

Systems deployment

The Systems Approach (Maintenance)

Perform a postimplementation audit to determine whether goals were met

Revise system as necessary

Development Methodologies (1)

Waterfall The systems lifecycle operates as a

sequence of states Sequential development

Development Methodologies (2)

Agile processes and iterative development Break a large project into several small

projects Deliver results in small stages

Development Methodologies (3)

Extreme programming It’s an agile methodology at its best Relies on close communication between

users and developers Relies on experienced developers Uses small incremental deliverables

Development Methodologies (4)

Scrum delivers small software pieces every 30 days The term derives from the game of

rugby The development effort is monitored

and controlled daily Some organizations use a

combination of these methodologies

Waterfall (Illustration)

Scrum (Illustration)

Successful Software Development Metrics

Control costs – Don’t keep throwing money at a bad project

Avoid scope creep and feature creep

Test and deliver Involve all constituents

Project Management (Introduction)

We spend about $1 trillion on IT projects 3 out of 10 project fail One in four does not following business

rules and requirements

Why Projects Fail

Roles in Project Management

Choosing Strategic Projects

Projects should match organizational goals

Projects should be prioritized Perform financial analysis to

determine the best projects

Project Planning

Create a project charter which clearly lists Scope Objectives Constraints Assumptions

Create a project plan and timeline Pert and Gantt charts

Project Outsourcing

We outsource to Tap into outside expertise Focus on core business goals rather

than develop extensive IT infrastructure Reduce head count and expenses Minimize technology investment Reduce cost

Types of Outsoucring

Onshore Nearshore Offshore