Transcript CHAPTER ONE

CHAPTER 11
Systems Development and Project
Managmenet
Introduction to the Systems Approach
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It’s methodology for problem solving
The more time spent planning, the better
the outcome
Note the process is typically iterative
Systems approach masters
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Ed Yourdon
Grady Booch
The GOF
 Gamma, Helm, Johnson, Vlissides
The Systems Approach (Steps)
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Problem identification (planning)
Systems analysis
Systems design
Systems development
Systems testing
Systems deployment
(implementation)
Systems maintenance
The Systems Approach
(Problem Identification)
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An existing system does not meet a
need or expectation
Conduct feasibility studies
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If a project seems feasible, assemble a
project management plan and team
The Systems Approach
(Feasibility Domains)
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Organizational
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Technical
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Does the hardware / software exist
Economic
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Do we have the human resources
Do we have the organizational resources
Cost / benefit analysis
Accounting ROI
Present value analysis
Operational
The Systems Approach
(Systems Analysis)
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Analyze information needs of
constituents
Develop a system’s functional
requirements
Analysis tools
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Brainstorming
Lateral thinking
The Systems Approach
(Systems Analysis)
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Develop a list of functional
requirements
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User interface requirements
Processing requirements
Storage
Controls
Input validation
 Event notification
 Human controls
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The Systems Approach
(Systems Design)
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We need to completely understand
the existing system
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If it’s not broke, don’t fix it
Understand how users use the existing
system
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Interviews
Know what users want out of the new
system
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At times, users don’t know what they
want
The Systems Approach
(Systems Design)
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Logical design
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Design how the system will work
Design workflow and information flow
Design the user interface
Screen diagrams
 Navigation diagrams
 Appropriate use of color
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Data design
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Entity relationship diagrams
The Systems Approach
(Systems Design)
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Process design
Tools
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Flowcharts
IP charts
UML use-case diagrams
UML activity diagrams
UML Statechart diagrams
The Systems Approach
(Systems Design)
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Physical design
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Select physical hardware and software
Note that there may be site preparation
requirements
The Systems Approach (Development)
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Hardware and software acquisition
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Decisions
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Use RFPs and RFQs to evaluate alternatives
Hardware and software benchmarking
Make vs. buy
Lease vs. buy
Internal implementation or outsourcing
Documentation
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For users
For IS staff
 Preserve organizational memory
End User Development
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Positives
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Users get what they want
Negatives
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Users don’t know what they want
Users may have a narrow minded vision of the
system
 They may not see how a system contributes
to the organizational mission
Loss of centralized control
Users are not experienced in system design
methodologies
Testing
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My rule is, you cannot ever test too
much or be too thorough
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The Systems Approach (Deployment)
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User training
Data conversion
Systems testing
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Parallel (run 2 systems at once)
Pilot study (deploy in limited sited)
Phased (deploy functionality in stages)
Plunge (only fools rush in)
Systems deployment
The Systems Approach (Maintenance)
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Perform a postimplementation audit
to determine whether goals were
met
Revise system as necessary
Development Methodologies (1)
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Waterfall
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The systems lifecycle operates as a
sequence of states
Sequential development
Development Methodologies (2)
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Agile processes and iterative
development
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Break a large project into several small
projects
Deliver results in small stages
Development Methodologies (3)
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Extreme programming
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It’s an agile methodology at its best
Relies on close communication between
users and developers
Relies on experienced developers
Uses small incremental deliverables
Development Methodologies (4)
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Scrum delivers small software
pieces every 30 days
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The term derives from the game of
rugby
The development effort is monitored
and controlled daily
Some organizations use a
combination of these methodologies
Waterfall (Illustration)
Scrum (Illustration)
Successful Software Development
Metrics
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Control costs – Don’t keep throwing
money at a bad project
Avoid scope creep and feature creep
Test and deliver
Involve all constituents
Project Management
(Introduction)
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We spend about $1 trillion on IT
projects
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3 out of 10 project fail
One in four does not following business
rules and requirements
Why Projects Fail
Roles in Project Management
Choosing Strategic Projects
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Projects should match
organizational goals
Projects should be prioritized
Perform financial analysis to
determine the best projects
Project Planning
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Create a project charter which
clearly lists
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Scope
Objectives
Constraints
Assumptions
Create a project plan and timeline
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Pert and Gantt charts
Project Outsourcing
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We outsource to
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Tap into outside expertise
Focus on core business goals rather
than develop extensive IT
infrastructure
Reduce head count and expenses
Minimize technology investment
Reduce cost
Types of Outsoucring
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Onshore
Nearshore
Offshore
Artificial Intelligence
(Introduction)
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Designed to leverage human
capabilities rather than replace
them
Goals
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Develop machines that think
We are trying to mimic human
intelligence
There philosophical and moral debates
about AI
Artificial Intelligence (The Turing Test)
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A human interviewer and computer
interact
The test is passed if:
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The computer did not know if it was
interacting with a person
The person did not know if it was
interacting with a computer
No machine has ever passed the
Turing test
AI (Case Studies)
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Authorizing financial transactions
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Configure hardware and software
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AMEX fraud detection
Dell and others
Problem diagnosis
Applications of AI
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Decision management
Diagnostic
Design
Product or process selection
Process control
Domains of AI
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Expert systems and knowledgebased systems
Neural networks
Fuzzy logic
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Soft computing
Neural networks
Generic Algorithms
Robotics
Natural Interfaces
Expert Systems
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The machine is acts as the expert
They are knowledge-based information
systems
Types of knowledge bases
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Case based
Frame based
Object bases
Rule based
Pharmacologic interaction
Medical diagnosis
AI (Neural Networks)
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Try to mimic the operation of the
human brain
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Software that learns
Handwriting recognition
Medical diagnosis
Pattern recognition
Sports betting systems
AI (Fuzzy Logic)
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Deals with uncertainty
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Near, far, similar to
Example
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Auto-focus cameras
AI (Genetic Algorithms and Intelligent
agents)
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Genetic algorithms
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Conceptually similar to evolution and
genetic mutation
Intelligent agents
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Outlook detects spam and deletes it
The Roomba vacuum
(http://store.irobot.com/corp/index.jsp)
AI (Intelligent Agents)
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Software surrogate for an end user
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Uses built in rules to make decisions for
an end user
Adaptive testing
Outlook to delete junk e-mail
User interface agents
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Help users run software
Data Mining
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Use data mining to sift through
information to uncover hidden
patterns
More later
Business Processes
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A standardized set of activities that
accomplish a specific task
Business processes are typically
connected together
A process should be stable (have
few, if any, exceptions)
Business Process (Order to Cash)
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Issue a sales quotation (sales)
Receive a purchase order (sales)
Issue a sales order (sales)
Ship goods (warehouse)
Issue an invoice (accounting)
Receive payment (accounting
Optimizing Business Processes
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Improving a business process can
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Speed the checkout process
(automated check stands)
Reduce cost (online banking and other
transactions)
Production and manufacturing
optimization
Business processes exist in every
functional area of a business
Categorizing Business Processes
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Customer facing processes
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Seen by the customer
Your Web site
Business facing processes
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Seen by the business
Human resource systems
Enhancing Business Processes
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Business Process Improvement
Business Process Reengineering
Business Process Modeling
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A graphical description of a business
process
Business Process Improvement
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Make incremental improvements on
existing business processes
Take advantage of new technologies
Simple automation tasks
Process improvement can be
continuous or apply to a discrete
processes
Business Process Reengineering
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Redesign workflow and existing
business processes
Reengineering is a sliding scale
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From a simple change to a process
To a complete overhaul of the way a
company does business
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This can carry a high risk of failure
Deciding What to Reengineer
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Analyze the costs and benefits of
the project using financial and
accounting methods
Perform risk assessment
Modeling (General)
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A model is a simplified, often
pictorial, representation of reality
We can model many things
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Architectural plans and drawing
3-dimensional electronic models
Models of business processes
Business Process Modeling
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Models can be used reverse
engineer as system (as-is process)
Models can be used to design new
processes and workflows (to-be
process)
Several diagramming tools are used
to model systems
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Flowcharts / UML diagrams / Use case
diagrams / etc…
Flowchart of a Business Process
Business Process Management
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We take a proactive and enterprisewide approach to
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Understanding processes
Optimizing them
Integrating processes across functional
business units
Decision making
Introduction to Decision Making
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How do we make decisions?
What methods do we use as a basis
for the decisions we make?
How do we assess whether a decision
was good or bad?
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Could the decision have been improved?
Today, decisions are made using
massive amounts of data and
quantitative (statistical) analysis
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Fact-based decision making
Decision-making Steps
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Problem identification
Gather facts to
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Fully understand the problem
Who will fix it
What recourses are needed
Devise possible solutions
Evaluate and select
Implement
Types of Decisions
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Operational
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Managerial
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Structured decisions
Software systems are making more
and more of these
Sem-istructured decisions
Strategic
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Unstructured decisions
Measuring IT Performance (1)
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IT capital expenditures can be huge
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Software / hardware / training
112 Million for Hershey’s ERP
Expenditures need to be measured
to determine whether they are
worthwhile
We measure efficiency and
effectiveness
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The two are interrelated
Measuring IT Performance (2)
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Efficiency metrics (The
technology itself)
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System uptime (availability)
Response time (time to render a Web
page)
Transaction processing performance
(database transactions per second)
Information accuracy
Measuring IT Performance (3)
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Effectiveness metrics (How well the
technology works)
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Use accounting and financial methods to
assess
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Customer satisfaction
Sales increases
Cost reductions
Cost/benefit analysis, NPV, ROI, cash flow
Usability
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How many clicks to accomplish a task
Measuring Success
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Efficiency and effectiveness metrics
Critical success factors
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Key performance indicators
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These should be quantitative
Don’t create to many CSFs
How do we measure those CSFs
WHAT YOU MEASURE IS WHAT YOU
GET
IT Systems and Decision Making
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Transaction processing systems
Management information systems
Decision support systems
Executive information systems
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Supply chain systems
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