Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin CHAPTER NINE SYSTEMS DEVELOPMENT AND PROJECT MANAGEMENT CHAPTER NINE SYSTEMS DEVELOPMENT AND PROJECT MANAGEMENT

9-2 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

9-3 THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)  Systems development life cycle (SDLC) – The overall process for developing information systems from planning and analysis through implementation and maintenance

9-4 Rainer & Turban, 2/e, Wiley 4 Traditional SDLC Planning Development Our text

9-5 SOFTWARE DEVELOPMENT METHODOLOGIES  There are a number of different software development methodologies including Waterfall Agile Rapid application development (RAD) Extreme programming Rational unified process (RUP) Scrum

9-6 DEVELOPING SUCCESSFUL SOFTWARE  Primary reasons for project failure Unclear or missing business requirements Skipping SDLC phases Failure to manage project scope  Scope creep  Feature creep Failure to manage project plan Changing technology

9-7 An IS Project Gone Astray Rainer & Cegielski, (C) Wiley 2010;

9-8 MANAGING SOFTWARE DEVELOPMENT PROJECTS  Project – Temporary activities undertaken to create a unique product or service  Project management – The application of knowledge, skills, tools, and techniques to project activities to meet project requirements  Project manager – An individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the project is completed on time and on budget

9-9 The Project Management Process  Project Initiation  Project Planning  Project Execution  Project Monitoring and Control  Project Completion Rainer & Cegielski, Wiley 2010; edited by Zhang

9-10 MANAGING SOFTWARE DEVELOPMENT PROJECTS  Project deliverable – Any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project or part of a project  Project milestone – Represents key dates when a certain group of activities must be performed  Project management office (PMO) – An internal department that oversees all organizational projects

9-11 THE TRIPLE CONSTRAINT Project Management Interdependent Variables

9-12 PROJECT PARTICIPANTS Project Management Role

9-13 UNDERSTANDING PROJECT PLANNING  Project plan – A formal, approved document that manages and controls project execution  A well-defined project plan should be Easy to understand and read Communicated to all key participants Appropriate to the project’s size, complexity, and criticality Prepared by the team, rather than by the individual project manager

9-14 Fig 9.9 SMART Criteria for Objective Creation

9-15 UNDERSTANDING PROJECT PLANNING  Two primary diagrams used in project planning include PERT and Gantt charts PERT chart  Dependency  Critical path Gantt chart

9-16 Fig 9.10 PERT example

9-17 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

9-18 MANAGING PROJECTS  A project manager must focus on managing three primary areas to ensure success 1.People 2.Communications 3.Change

9-19 OUTSOURCING BENEFITS  Outsourcing benefits include Increased quality and efficiency of business processes Reduced operating expenses for head count and exposure to risk for large capital investments Access to outsourcing service provider’s expertise, economies of scale, best practices, and advanced technologies Increased flexibility for faster response to market changes and less time to market for new products or services

9-20 OUTSOURCING CHALLENGES  Outsourcing challenges include Length of contract 1.Difficulties in getting out of a contract 2.Problems in foreseeing future needs 3.Problems in reforming an internal IT department after the contract is finished Threat to competitive advantage Loss of confidentiality