1. IS Methodologies

2. Systems Development Life Cycle - SDLC Planning Planning define the system to be developed define the system to be developed Set the project scope Set the project scope Develop project plan including tasks, resources, and timeframes Develop project plan including tasks, resources, and timeframes Analysis Analysis Gather the business requirements for the system Gather the business requirements for the system Design Design Design the technical architecture required to support the system Design the technical architecture required to support the system Write the test cases Write the test cases Design system models Design system models Development Development Build the technical architecture Build the technical architecture Build the database and programs Build the database and programs Testing Testing Perform the testing of the system Perform the testing of the system Implementation Implementation Install system Install system Write detailed user documentation Write detailed user documentation Provide training for system users Provide training for system users Maintenance Maintenance Build a help desk to support the system users Build a help desk to support the system users Provide an environment to support system changes Provide an environment to support system changes ½ security

3. Different IS Methodologies 1. Process Methodologies 2. Object-Oriented Methodologies 3. Rapid Application & Evolutionary Methodologies 4. Framework Methodologies

4. 1. Process Methodologies

5. Main Features of Process Methodologies Emphasis on processing Emphasis on processing Emphasis on functional decomposition Emphasis on functional decomposition

6. Functional Decomposition It is the breaking down of a complex problem into more and more details in a disciplined way. It is the breaking down of a complex problem into more and more details in a disciplined way. At the lowest level the units are simple and manageable At the lowest level the units are simple and manageable

7. 2. Object Oriented Methodologies

8. Object-Oriented Methodologies History Developed in 1980s Developed in 1980s Building Systems takes the objects as the basis. Building Systems takes the objects as the basis.

9. Possible Benefits of OO Methodologies Reusability Reusability Inheritance Inheritance Data Hiding/Encapsulation Data Hiding/Encapsulation

10. 3. Rapid and Evolutionary Development

11. Rapid and Evolutionary Development Evolutionary development Evolutionary development Prototyping Prototyping Rapid application development Rapid application development Agile development Agile development

12. Evolutionary Development It is a staged or incremental approach that periodically delivers a system that is increasingly complete i.e. evolves over time. It is a staged or incremental approach that periodically delivers a system that is increasingly complete i.e. evolves over time. Thus they are not in their final form at their first iteration or delivery. Thus they are not in their final form at their first iteration or delivery. Each delivery achieves something useful and usable but is not necessarily complete. Each delivery achieves something useful and usable but is not necessarily complete. The system developed in the first iteration will be only a subset of the total requirement. The system developed in the first iteration will be only a subset of the total requirement.

13. Evolutionary Design The design does not have to be perfect The design does not have to be perfect It can allow or accommodate future change or at least not impede such change It can allow or accommodate future change or at least not impede such change It does not have to be comprehensive It does not have to be comprehensive

14. Prototyping It is building a model that demonstrates the features of proposed system. It is building a model that demonstrates the features of proposed system. Two types of prototypes Two types of prototypes 1. Throw-away 2. Evolutionary

15. When would Prototyping be Beneficial? 1. Unclear requirements 2. Unstable requirements 3. High innovativeness 4. High system impact on users 5. Where commitment of users to a project is required 6. Relatively small size of users

16. Rapid Application Development Incremental development Incremental development Time boxing Time boxing JAD workshops JAD workshops

17. Time Boxing Development ADIADIADI A DI Time box Time box development Traditional development Time

18. Time, Resources and Functionality in Development Traditional Development RAD Development Functionality Time Resources Time Resources Functionality

19. Agile Development

20. Agile Manifesto Agile Manifesto Individuals and interactions over processes and tools Individuals and interactions over processes and tools Working software over comprehensive documentation Working software over comprehensive documentation Customer collaboration over contract negotiation Customer collaboration over contract negotiation Responding to change over following a plan Responding to change over following a plan

21. Agile Approach Principles Changing requirements Changing requirements Software delivery Software delivery 1. Incremental 2. Constance pace – sustainable 3. Working software 4. Small releases 5. Rapid cycles Team Team 1. Cooperative 2. Self-organizing 3. Face-to-face interactions 4. Adaptive: able to embrace change 5. Motivated Methodologies Methodologies 1. Straightforward: easy to learn and to modify

22. 4. Framework Methodologies

23. Capability Maturity Model CMM

24. What is the CMM? CMM helps an organization to: – set process improvement goals and priorities – provide guidance for quality processes – provide a framework for assessing current practice Available models: Two representations:

25. What is the CMM? Staged - organizational maturity approach Staged - organizational maturity approach Provides pre-defined roadmap for process improvement based on a proven group and ordering of process capabilities Provides pre-defined roadmap for process improvement based on a proven group and ordering of process capabilities Used for process improvement and assessments Used for process improvement and assessments Continuous - Process capability approach Continuous - Process capability approach Used to choose which processes to emphasize for improvement in a given process area (e.g., Risk Management) Used to choose which processes to emphasize for improvement in a given process area (e.g., Risk Management) Used for process improvement (when different groups focused on different areas) and assessments Used for process improvement (when different groups focused on different areas) and assessments

26. CMM maturity levels

27. Optimizing Quantitatively Managed Defined Managed Performed Continuous process improvement Process measured and controlled Process characterized for the organization and is proactive Process characterized for projects and is often reactive Process unpredictable, poorly controlled, reactive Causal Analysis and Resolution Organizational Innovation and Deployment Quantitative Project Management Organizational Process Performance Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Productivity & Quality I S K R Level Characteristic Process AreasResult 5 4 3 2 1 CMMI Process Areas (Staged representation)

28. Represent the building blocks of all CMM models Represent the building blocks of all CMM models PAs are defined to reside at a single maturity or capability level PAs are defined to reside at a single maturity or capability level Identify the issues that must be addressed to achieve a given maturity or capability level Identify the issues that must be addressed to achieve a given maturity or capability level Process Areas (PA)s

29. Organizational Maturity Since organizational maturity describes the range of expected results that can be achieved by an organization, it is one of the means of predicting the most likely outcomes from the next project the organization undertakes. Since organizational maturity describes the range of expected results that can be achieved by an organization, it is one of the means of predicting the most likely outcomes from the next project the organization undertakes. For instance, at maturity level 2, the organization has been elevated from ad hoc to disciplined by establishing sound project management. For instance, at maturity level 2, the organization has been elevated from ad hoc to disciplined by establishing sound project management. As our organization achieves the generic and specific goals for the set of process areas in each maturity level, we will increase our organizational maturity and reap the benefits of process improvement. As our organization achieves the generic and specific goals for the set of process areas in each maturity level, we will increase our organizational maturity and reap the benefits of process improvement.