Chapter 11 McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter CHAPTER ELEVEN OVERVIEW SECTION 11.1 – DEVELOPING ENTERPRISE APPLICATIONS Developing Software The Systems Development Life Cycle Traditional Software Development Methodology: Waterfall Agile Software Development Methodologies Developing Successful Software SECTION 11.2 – PROJECT MANAGEMENT Managing Software Development Projects Project Management Fundamentals Choosing Strategic Projects Understanding Project Planning Managing Projects, Resources, and Change Outsourcing Projects

Chapter DEVELOPING SOFTWARE As organizations’ reliance on software grows, so do the business-related consequences of software successes and failures including:  Increase or decrease revenue  Repair or damage to brand reputation  Prevent or incur liabilities  Increase or decrease productivity

Chapter THE SYSTEMS DEVELOPMENT LIFE CYCLE Systems development life cycle (SDLC) – the overall process for developing information systems from planning and analysis through implementation and maintenance

Chapter WATERFALL METHODOLOGY Waterfall methodology – an activity-based process in which each phase in the SDLC is performed sequentially from planning through implementation and maintenance

Chapter AGILE METHODOLOGY Agile methodology – aims for customer satisfaction through early and continuous delivery of components developed by an iterative process  Rapid application development methodology (RAD)  Extreme programming (XP) methodology  Rational Unified Process (RUP)  SCRUM

Chapter DEVELOPING SUCCESSFUL SOFTWARE Primary principles for successful agile software development include:  Slash the budget  If it doesn’t work, kill it  Keep requirements to a minimum  Test and deliver frequently  Assign non-IT executives to software projects

Chapter THE TRIPLE CONSTRAINT Project management interdependent variables

Chapter PROJECT MANAGEMENT FUNDAMENTALS Project management role

Chapter CHOOSING STRATEGIC PROJECTS Three common techniques for selecting projects 1. Focus on organizational goals 2. Categorize projects 3. Perform a financial analysis

Chapter UNDERSTANDING PROJECT PLANNING Building a project plan involves two key components:  Project charter - a document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities  Project plan – a formal, approved document that manages and controls project execution

Chapter PROJECT PLAN Two primary diagrams used in project planning include PERT and Gantt charts  PERT chart – a graphical network model that depicts a project’s tasks and the relationships between those tasks o Dependency o Critical path  Gantt chart – a simple bar chart that depicts project tasks against a calendar

Chapter MANAGING PROJECTS Managing a project includes:  Identifying requirements  Establishing clear and achievable objectives.  Balancing the competing demands of quality, scope, time, and cost  Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders Primary areas of focus:  Managing people; Managing communications; Managing change

Chapter OUTSOURCING PROJECTS Reasons companies outsource

Chapter OUTSOURCING PROJECTS Outsourcing benefits include:  Increased quality and efficiency  Reduced operating expenses,  Outsourcing non-core processes  Reduced exposure to risk  Economies of scale, expertise, and best practices  Access to advanced technologies  Increased flexibility  Avoid costly outlay of capital funds  Reduced headcount and associated overhead expense  Reduced time to market for products or services Outsourcing challenges  Contract length  Competitive edge  Confidentiality  Scope definition