Chapter Extension 18 Large-Scale Systems Development © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke.

Chapter Extension 18

Large-Scale Systems Development

© 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

CE18-2 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Study Questions

What characterizes large-scale information systems development projects?

What are the trade-offs in requirements, cost, and time? What is the PMBOK® Guide for project management? How does a work-breakdown structure drive project

management? What are the biggest challenges for planning a large-scale

systems development project? What are the biggest challenges for managing a large-scale

systems development project? What is the single most important task for users on a large-

scale systems development project?

CE18-3 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Large-Scale Information Systems

Many functions and features Necessitate creation of large, complex

computer programs Process multiple relationship databases Support hundreds of users Require large development teams May be localized for different languages

CE18-4 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Development of Large-Scale Systems

Requires large development teams– Systems analysts, programmers, PQA engineers,

managers

Often simultaneously developed at multiple sites May involve integration of products and services

from different companies Localized for different languages Require extended development intervals

CE18-5 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Characteristics of Large-Scale Systems Development Projects

Figure CE 18-1

CE18-6 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Emerson Pharmaceuticals

Large-scale project to modernize order system Existing system is a thick-client system

– Required installation of software on clients’ computers

New system is thin-client, Web browser version– Changes way orders are received and processed– Localized for three languages

Development team consists of more than 75 people and several contractors

CE18-7 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Balancing Drivers

Three critical drivers– Requirements (scope), cost, and time

Trade-offs exist in any project against time and costs– Time can only be reduced to a point– Adding more people can create diseconomies of

scale– Increasing time may reduce or increase costs

CE18-8 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Baseline Plan

Consists of:– Tasks to accomplish– Resources (human and materials)– Schedule for completion

Things don’t always go according to plan– Requires project managers to re-assess trade-

offs between requirements, costs, and time

CE18-9 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

PMBOK® Project Management Guide

Project Management Institute (PMI) compiled best practices, processes, techniques

– Endorsed by ANSI and ISO– PMP certification

Five process groups– Stages in life of project

Nine knowledge areas– Factors that must be managed throughout life of project

CE18-10 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Structure of PMBOK® Guide 2004

Figure CE 18-4

CE18-11 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

PMI Knowledge Areas

Project integration Scope (requirements) Time Cost Quality Human resources Communications Risk Procurement

CE18-12 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

PMI Project Management Processes

Initiating Planning Executing Monitoring and Controlling Closing

CE18-13 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Work-Breakdown Structure

WBS– Hierarchy of tasks required to complete project– Each task is broken into smaller tasks that can be

managed and estimated– Define task dependencies– Estimate task durations– May be inputted into project management

software Final WBS plan is baseline WBS

CE18-14 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Sample WBS

Figure CE 18-4

CE18-15 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Gantt Chart of WBS

Figure CE 18-5

CE18-16 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Critical Path Analysis

Sequence of activities charted Used to determine the earliest date a project

can be finished Longest path through the network of

activities– Task dependencies compressed as much as

possible– Tasks may be moved to non-critical paths to

shorten critical path

CE18-17 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Planning Large-Scale Systems Development Projects

Biggest challenge is scheduling– Errors accumulate– Difficult to do credible planning– Every task may be on critical path

Software development solutions– Don’t develop in-house– Abandon SDLC and invest resources in project, managing

as well as possible, accepting schedule– Schedule using estimation techniques

Base on data from similar projects, estimate lines of code, estimate function points

CE18-18 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Managing Large-Scale Systems Development Project

Challenges– Coordination

Projects often organized into independent groups

– Diseconomies of scale Adding people increases coordination requirements

– Configuration control Changes must be carefully manages and monitored

– Unexpected events Chance of disruption due to unanticipated events

CE18-19 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Taking Responsibility for Requirements

Single most important task that can be performed Understand the system is built for business function

– Manage requirements

Users – Responsible for ensuring complete and accurate

requirements– Must manage requirements creep– Define test conditions

CE18-20 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Dealing with Uncertainty

Policies and procedures implemented to instill these principles:

– Business users take responsibility for new systems’ success– Users work with IS throughout systems development– Users take active role in project planning, management, and

reviews– Development phase not complete until work reviewed and

approved– Users actively test system– Future systems developed in small increments

CE18-21 © 2008 Pearson Prentice Hall, Experiencing MIS, David Kroenke

Active Review

What characterizes large-scale information systems development projects?

What are the trade-offs in requirements, cost, and time? What is the PMBOK® Guide for project management? How does a work-breakdown structure drive project

management? What are the biggest challenges for planning a large-scale

systems development project? What are the biggest challenges for managing a large-scale

systems development project? What is the single most important task for users on a large-

scale systems development project?