1. Information Systems Development
Part 1

2. LEARNING OBJECTIVES Systems Development Life Cycle
Application Development Methodologies
Project Management
Systems Acquisition
Development Phases in a Structured Process

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

4. APPLICATION DEVELOPMENT . . .
As organizations’ reliance on application software grows, so do the business-related consequences of application software successes and failures including:
Increase or decrease revenue
Repair or damage to brand reputation
Prevent or incur liabilities
Increase or decrease productivity

5. The Need for Structured Systems Development Process
The process of defining requirements, designing, building, and maintaining information systems
Standardized development methods
Best practices to follow
Consistent quality
Software engineering

6. 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

7. The Systems Development Life Cycle
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 (WHAT)
Business requirements – Specific business requests the system must meet to be successful
CLASSROOM EXERCISE
Space Needle Exercise
Break your students into groups and give them equal materials from a Tinker Toy set, a Zome set, or a product of your choice. Give them each the following instructions and observe the groups as they build their prototypes.
Review the IM for details on the project

8. 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 (HOW)
Development phase – Involves taking all of the detailed design documents from the design phase and transforming them into the actual system

9. 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

10. The Systems Development Life Cycle . . .
Maintenance phase – Involves performing changes, corrections, additions, and upgrades to ensure the system continues to meet its business goals

11. APPLICATION DEVELOPMENT METHODOLOGIES
Waterfall (Structured Process)
Agile
Rapid application development (RAD)
Extreme programming
Rational unified process (RUP)
SCRUM

12. Waterfall Methodology
Waterfall methodology – A structured sequence of phases in which the output of each phase becomes the input for the next

13. Agile Methodology
Iterative development – Consists of a series of tiny projects
Agile methodology – Aims for customer satisfaction through early and continuous delivery of useful application software components developed by an iterative process using the bare minimum requirements

14. Rapid Application Development (RAD) Methodology
Rapid application development methodology– Emphasizes extensive user involvement in the rapid and evolutionary construction of working prototypes of a system to accelerate the systems development process
Prototype – A smaller-scale representation or working model of the users’ requirements or a proposed design for an information system
The prototype is an essential part of the analysis phase when using a RAD methodology

15. Extreme Programming Methodology
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

16. Rational Unified Process (RUP) Methodology
Rational Unified Process (RUP) – Provides a framework for breaking down the development of software into four gates
Gate One: Inception
Gate Two: Elaboration
Gate Three: Construction
Gate Four: Transition

17. SCRUM Methodology
SCRUM – Uses small teams to produce small pieces of deliverable software using sprints, or 30-day intervals, to achieve an appointed goal
Under this methodology, each day ends or begins with a stand-up meeting to monitor and control the development effort

18. DEVELOPING SUCCESSFUL APPLICATION
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

19. Developing Successful Application . . .
The later in the SDLC an error is found the more expensive it is to fix!

20. MANAGING SOFTWARE DEVELOPMENT 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

21. 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

22. 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

23. PROJECT CONSTRAINTS 23

24. The Triple Constraint
Benjamin Franklin’s timeless advice - by failing to prepare, you prepare to fail - applies to software development projects
The Hackett Group analyzed 2,000 companies and discovered
Three in 10 major IT projects fail
21 percent of the companies state that they cannot adjust rapidly to market changes
One in four validates a business case for IT projects after completion

25. PROJECT PARTICIPANTS
Project stakeholders - Individuals and organizations actively involved in the project or whose interests might be affected as a result of project execution or project completion
Owner (What information system can provide)
User (What tasks to be done)
Designer (What to do to build system, How IT do it)
Developer (Build system according to specs)
Executive sponsor - The person or group who provides the financial resources for the project

26. Role of Users in Systems Development Process
User Requirement Discovery: What the system should do to assist users
User Participation: Develop “system ownership”: the system is theirs
User Acceptance: The system does what users need effectively, efficiently
User Satisfaction: The success of a system !!!

27. Project Management Role

28. CHOOSING STRATEGIC PROJECTS
Three common techniques for selecting projects
Focus on organizational goals (vision, strategy)
Categorize projects (visibility, urgency, benefit)
Perform a financial analysis (cost/benefit)

29. Understanding Project Planning
After selecting strategic projects and identifying a project manager the next critical component is the project plan
Building a project plan involves two key components
Project charter
Project plan

30. Understanding Project Planning . . .
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 and includes
Project scope statement
Project objectives
Project constraints
Projects assumptions

31. Understanding Project Planning . . .
SMART criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives

32. 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

33. 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

34. In-Sourcing Vs. Outsourcing Projects
In-sourcing (in-house-development) –Uses the professional expertise within an organization to develop and maintain its information technology systems
Outsourcing – An arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house

35. Outsourcing Projects Factors driving outsourcing growth include
Core competencies
Financial savings
Rapid growth
The Internet and globalization

36. Outsourcing Projects Onshore outsourcing Nearshore outsourcing
Offshore outsourcing

37. 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

38. Outsourcing Challenges
Outsourcing challenges include
Length of contract
Difficulties in getting out of a contract
Problems in foreseeing future needs
Problems in reforming an internal IT department after the contract is finished
Threat to competitive advantage
Loss of confidentiality

39. ThaNKYOU