1. Systems Development and Project Management BDIS Chap 9
BSAD 141
Dave Novak

2. Topics Covered SECTION 9.1 – Developing Enterprise Applications
The Systems Development Life Cycle
Software Development Methodologies – brief overview
SECTION 9.2 – Project Management
Using Project Management to Deliver Successful Projects
The Elements of Project Planning
Overview of Project Planning Diagrams

3. THE SYSTEMS DEVELOPMENT LIFE CYCLE
Software that is built correctly can adapt as the organization transforms
Software that effectively meets employee needs will help an organization become more productive and enhance decision making
Software that does not meet employee needs may have a damaging effect on productivity and can even cause a business to fail

4. Disruptive versus sustaining technologies
Clayton Christensen (1997), “The Innovator’s Dilemma”
Sustaining technologies rely on incremental changes or improvements to existing technologies – known, safe, proven
Disruptive technologies are new, unproven technologies that often have performance problems and are associated with relatively high risk factors

5. THE SYSTEMS DEVELOPMENT LIFE CYCLE
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
Increase or decrease revenue –Nike’s poorly designed SCM software that delayed orders, increased excess inventories, and caused third quarter earnings to fall 24% below expectations
Repair or damage to brand reputation – H&R Block customers were furious when the company accidentally posted passwords and social security numbers to its Web site
Prevent or incur liabilities – FoxMeyer sued SAP for $500 million for an ERP failure
Increase or decrease productivity – Defective software accounts for 45% of computer downtime and cost U.S. businesses $100 billion

6. A warehouse belonging to a well-known retailer's automated distribution system vanished. A software glitch erased the warehouse's existence, so that goods destined for the warehouse were rerouted elsewhere, while goods at the warehouse languished
Because the company was in financial trouble and had been closing other warehouses to save money, the employees at the "missing" warehouse kept quiet
For three years, nothing arrived or left
Employees were still getting their paychecks, however, because a different computer system handled the payroll

7. The giant British food retailer J Sainsbury PLC had to write off its US $526 million investment in an automated supply-chain management system
It seems that merchandise was stuck in the company's depots and warehouses and was not getting through to many of its stores
Sainsbury was forced to hire about 3000 additional clerks to stock its shelves manually

8. Mariner Bugs Out (1962)
Cost: $18.5 million
Disaster: The Mariner 1 rocket with a space probe headed for Venus diverted from its intended flight path shortly after launch.  Mission Control destroyed the rocket 293 seconds after liftoff.
Cause: A programmer incorrectly transcribed a handwritten formula into computer code, missing a single superscript bar.  Without the smoothing function indicated by the bar, the software treated normal variations of velocity as if they were serious, causing faulty corrections that sent the rocket off course
2.  Hartford Coliseum Collapse (1978)
Cost: $70 million, plus another $20 million damage to the local economy
Disaster: Just hours after thousands of fans had left the Hartford Coliseum, the steel-latticed roof collapsed under the weight of wet snow.
Cause: The programmer of the CAD software used to design the coliseum incorrectly assumed the steel roof supports would only face pure compression.  But when one of the supports unexpectedly buckled from the snow, it set off a chain reaction that brought down the other roof sections like dominoes. 

9. Hartford Coliseum Collapse (1978)
Cost: $70 million, plus another $20 million damage to the local economy
Disaster: Just hours after thousands of fans had left the Hartford Coliseum, the steel-latticed roof collapsed under the weight of wet snow.
Cause: The programmer of the CAD software used to design the coliseum incorrectly assumed the steel roof supports would only face pure compression.  But when one of the supports unexpectedly buckled from the snow, it set off a chain reaction that brought down the other roof sections like dominoes. 

10. Healthcare.gov is arguably the most public software failure of the decade. You may have read commentary by people who have never had to write or test code, never served on a software project, and likely don't know how to right-click and "view source" and read the HTML.

11. 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

12. THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)
Planning phase – Establishes a high-level plan of the intended project and determines project goals
Analysis phase – Involves analyzing end- user business requirements and refining project goals into defined functions and operations of the intended system

13. THE SYSTEMS DEVELOPMENT LIFE CYCLE
Design phase – Establishes descriptions of the desired features and operations of the system including screen layouts, business rules, process diagrams, pseudo code, and other documentation
Development phase – Involves taking all of the detailed design documents from the design phase and transforming them into the actual system

14. THE SYSTEMS DEVELOPMENT LIFE CYCLE
Testing phase – Involves bringing all the project pieces together into a special testing environment to eliminate errors and bugs, and verify that the system meets all of the business requirements defined in the analysis phase
Implementation phase – Involves placing the system into production so users can begin to perform actual business operations with it

15. THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)
Additional testing types include:
Regression Testing
Regression testing is the testing after modification of a system, component, or a group of related units to ensure that the modification is working correctly and is not damaging or imposing other modules to produce unexpected results. It falls under the class of black box testing.
Beta Testing
Beta testing is the testing which is done by end users, a team outside development, or publicly releasing full pre-version of the product which is known as beta version. The aim of beta testing is to cover unexpected errors. It falls under the class of black box testing.

16. Assume a Multinational Engineering company is on a cost cutting spree and wants to implement a new, more efficient process in all offices throughout the world
An implementation team is created and sent to three different countries where they want to introduce the change
In each country two local employees were included in the implementation team
In two of the countries, the team had no problems whatsoever

17. They communicated the benefits and then they spent a few weeks implementing it and training the workers on the new system
In the third country, the implementation did not go as smoothly as local team members had reservations about making the change
The workers who would directly use the new process were in favor of their own system which they believed was far superior to the new one
In the past, their own system had shown greater efficiency levels and cost advantages over the competitors operating in the same market

18. The implementation team had explicit instructions from head office that the company wanted uniformity of processes the world over, but the local workers were unwilling to change something that they were not only proud of but had served them well in the competitive framework
For the implementation to proceed smoothly the locals have to be willing to subscribe to a different point of view and an attempt has to be made to convince them that the change is beneficial
The team has to find a way to prevent an impasse
If they go back without doing their job then the team will be considered a failure

19. If corporate members of the team insist on the implementation despite the reservations of the locals, it could turn into a serious relationship conflict
Tough talking may not work and may lead to further alienating local team members who are not in agreement with the new proposals
The team in charge of the implementation should deliberate on the problem, come up with a solution and report back to head office with recommendations

20. There are no right or wrong answers here but basically questions pertaining to the relevance of best practices across the board and the need for adaptability and flexibility when implementation teams attempt to introduce something new
Implementation teams have to spend time and make the effort to evaluate the situation and find the best route to bridge organizational goals and regional preferences

21. THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)

22. THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)
Maintenance phase – Involves performing changes, corrections, additions, and upgrades to ensure the system continues to meet its business goals
Systems Development

23. 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
Waterfall methodology – a sequential, activity-based process in which each phase in the SDLC is performed sequentially from planning through implementation and maintenance
Rapid application development methodology (RAD) – emphasizes extensive user involvement in the rapid and evolutionary construction of working prototypes of a system to accelerate the systems development process
Extreme programming (XP) methodology – breaks a project into tiny phases, and developers cannot continue on to the next phase until the first phase is complete
Agile methodology – a form of XP, aims for customer satisfaction through early and continuous delivery of useful software components

24. SECTION 9.2 Project Management

27. Primary Reasons for Project Failure
Changing technology
Diseconomies of scale
Brook’s Law
“adding manpower to a late software project makes it later”
Parkinson's Law
“Work expands so as to fill the time available for its completion.”
Unclear or missing business requirements
Failure to manage project scope
Scope creep
Feature creep
Failure to manage project plan

28. Primary Reasons for Project Failure
Scope creep – occurs when the scope increases
We added a new type of discount to our marketing plan
Feature creep – occurs when extra features are added
We would like a new logo placed on the top corner of every screen and it should play a song when clicked

29. The Importance of Planning
What does the project entail and what does it NOT entail?
Need clear boundaries
What does success look like?
How will it be measured?
Time? Cost? Features? Approval Index?
What Results are you going to measure and how?

30. The Importance of Planning
What is the Timeline of the project?
When does it start, when will it end, what are the key milestones, how does it overlay with ‘busy seasons’, holidays, vacations…
Resources, Priorities, Risks, Contingency Plans….

31. USING PROJECT MANAGEMENT TO DELIVER SUCCESSFUL PROJECTS

32. UNDERSTANDING PROJECT PLANNING
SMART criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives

33. UNDERSTANDING PROJECT PLANNING
If an objective is not specific then it is open to interpretation
If an objective is not measurable then there is no way to determine if the project is on track
If an objective is not agreed upon then chances are high the project will fail
If an objective is not realistic then chances are high that the project will fail
If an objective does not include a time frame then there is no way to determine if the project is on track

34. UNDERSTANDING PROJECT PLANNING
Why is the following not SMART?
I will work hard this semester to achieve my goals
Does not state what the goals are
Does not state how to measure “working hard”
Statement may or may not be realistic depending on the goals
Does have a time frame of a semester

35. THE TRIPLE CONSTRAINT Project Management Interdependent Variables
These three variables are interdependent
You cannot change one without changing the others
For example, decreasing a project’s timeframe means either increasing the cost of the project or decreasing the scope of the project to meet the new deadline
Increasing a project’s scope means either increasing the project’s timeframe or increasing the project’s cost – or both – to meet the increased scope changes
Project management is the science of making intelligent trade-offs among time, cost, and scope

36. Fast – cheap – good: You can have any two

37. UNDERSTANDING PROJECT PLANNING
Project plan – A formal, approved document that manages and controls project execution
Prepared by the team, not the manager
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

38. UNDERSTANDING PROJECT PLANNING
Gantt Chart Example
This Gantt chart displays simple start and finish dates and resource names
A Gantt chart is one of the most common tools used by project managers
MS Project offers many additional tracking components such as Actual Start date, Budget, and Percent Complete
When reviewing the Gantt chart can you point out the three interdependent project management tasks?
Resources
Timeframe
Scope – tasks

40. USING PROJECT MANAGEMENT TO DELIVER SUCCESSFUL PROJECTS

41. USING PROJECT MANAGEMENT TO DELIVER SUCCESSFUL PROJECTS

42. USING PROJECT MANAGEMENT TO DELIVER SUCCESSFUL PROJECTS
The later in the SDLC an error is found the more expensive it is to fix!

43. USING PROJECT MANAGEMENT TO DELIVER SUCCESSFUL PROJECTS
Analysts predict investment in MIS projects worldwide is over $1 trillion
70 percent will be lost due to failed projects
The consequences of failed projects include
Damaged brand
Lost goodwill
Dissolution of partnerships
Lost investment opportunities
Low morale

44. USING PROJECT MANAGEMENT TO DELIVER SUCCESSFUL PROJECTS
With so many skilled and knowledgeable IT professionals, how can this happen?
Every day, organizations
Adopt projects that do not align with mission-critical initiatives
Overcommit financial and human capital
Sign off on low-value projects that consume valuable and scarce resources
Agree to support projects that are poorly defined from requirements to planning

45. Summary SECTION 9.1 – Developing Enterprise Applications
The Systems Development Life Cycle
Software Development Methodologies – brief overview
SECTION 9.2 – Project Management
Using Project Management to Deliver Successful Projects
The Elements of Project Planning
Overview of Project Planning Diagrams