Development Processes Chapter 10. 10-2 “We Need to Support Other Watches and Mobile Devices, and...
-
Upload
mason-pigott -
Category
Documents
-
view
213 -
download
0
Transcript of Development Processes Chapter 10. 10-2 “We Need to Support Other Watches and Mobile Devices, and...
Development Processes
Chapter 10
10-2
“We Need to Support Other Watches and Mobile Devices, and at Least Android Phones.”
• Need to define and document business procedures, train staff, involve other partners
• Make system more generally available
• Strategic implication: Spin off PRIDE as separate business?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-3
Study Questions
Q1: How are business processes, IS, and applications developed?
Q2: How do organizations use business process management (BPM)?
Q3: How is Business Process Modeling Notation used to model processes?
Q4: What are the phases in the systems development life cycle (SDLC)?
Q5: What are the keys for successful SDLC projects?
Q6: How can scrum overcome the problems of the SDLC?
Q7: 2023?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-4
Q1: How Are Business Processes, IS,and Applications Developed?
• Process of creating and maintaining information systems
• Requires:– Establishing system goals – Setting up the project– Determining requirements – Business knowledge and management skill
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-5
Activities in a Business Process and the Correlating Information Systems
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-6
Relationship of Business Processes and Information Systems
1. Business processes, information systems, and applications have different characteristics and components.
2. Relationship of business processes to information systems is many-to-many, or N:M. – A business process need not relate to any IS, but IS relates to
at least one business process.
3. Every IS has at least one application because every IS has a software component.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-7
Scope of Development Process
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-8
Role of Development Personnel
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-9
Q2: How Do Organizations Use Business Process Management (BPM)?
• Business process– Network of activities, repositories, roles,
resources, and data flows that interact to accomplish a business function
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-10
Why Do Processes Need Management?
• Improve Process Quality• Change in Technology• Change in Business Fundamentals
– Market (new customer category, change in customer characteristics)
– Product lines– Supply chain– Company policy– Company organization (merger, acquisition)– Internationalization– Business environment
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-11
What Are BPM Activities?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-12
Q3: How Can BPMN Process Diagrams Help Identify and Solve Process Problems?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-13
As-Is Business
Order Process: Existing Ordering Process
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-14
Check Customer
Credit Process
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-15
Q4: What Are the Phases in the Systems Development Life Cycle (SDLC)?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-16
Define System Goals and Scope
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-17
SDLC: Requirements Analysis Phase
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-18
Role of a Prototype
• Provides user direct experience
• Can be expensive to create
• Parts often reused
• Cost occurs early, sometimes before full project funding available
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-19
SDLC: Component Design Phase
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-20
SDLC: Implementation Phase
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
Conversion types
1. Pilot2. Phased3. Parallel4. Plunge
10-21
Design and Implementation for the Five Components
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-22
SDLC: System Maintenance Phase
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-23
Ethics Guide: Estimation Ethics
• Estimating is just “theory”—average of many people’s guesses.
• Buy-in game• Overly optimistic schedules and cost
estimates• At what point is buy-in within accepted
boundaries of conduct?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-24
Ethics Guide: Estimation Ethics
• Contractor agrees to produce system for less than what will really be required
Time and materials contractFixed-cost contracts
• In-house projects often started with buy-insProjects start with hopes of more money laterTeam members disagree about costs. Do you report it? Not all costs included in initial estimates. Report it?
• Do you buy-in on project schedule if you can’t make that schedule?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-25
Q5: What Are the Keys for Successful SDLC Projects?
• Create a work-breakdown structure.
• Estimate time and costs.
• Create a project plan.
• Adjust plan via trade-offs.
• Manage development challenges.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-26
Work BreakdownStructure(WBS)
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-27
Gantt Chart of the WBS for the Definition Phase of a Project
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-28
Gantt Chart with Resources Assigned
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-29
Primary Drivers of Systems Development
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-30
Manage Development Challenges
1. Coordination
2. Diseconomies of scale
3. Configuration control
4. Unexpected events
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-31
Difficulty of Requirements Determination
• What specifically is system to do? • What, exactly, does the report doctors receive look like?
• Will they have both a standard and exception report? Are those reports fixed in structure or can user adapt them? If so, how?
• How many practices and how many patients per practice will PRIDE support?
• How much cloud resource needed? Must create environment where difficult
questions are asked and answered.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-32
Changing Requirements
• Systems development aims at moving target
• The bigger system, the longer the project, the more requirements change.
• What should development team do?
• Incorporate changes, build, complete and make changes in maintenance phase?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-33
Scheduling and Budgeting Difficulties
• How long to build it?• How long to create data model?• How long to build database applications?• How long to do testing?• How long to develop and document procedures?• How long for training?• How many labor hours? Labor cost?• What’s the rate of return on investment?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-34
Changing Technology
• Do you want to stop your development to switch to the new technology?
• Would it be better to finish developing according to the existing plan?
• Why build an out-of-date system?
• Can you afford to keep changing the project?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-35
Diseconomies of Scale
Brooks’ Law
• “Adding more people to a late project makes the project later.”
• New staff must be trained by productive members who lose productivity while training.
• Schedules can be compressed only so far.
• Once a project is late and over budget, no good choice exists.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-36
Experiencing MIS InClass Exercise 10: GardenTracker• Suppose you and two or three other students decide to open
a business that offers landscaping services. Your goal is to develop a list of clients for whom you provide regular and recurring services.
• Need information system for tracking customers, services you have provided, and services you are scheduled to provide in the future.
• As a new small business, you want a simple and affordable system based on Excel or Access. The name of the system is GardenTracker.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-37
Experiencing MIS InClass Exercise 10: GardenTracker (cont’d)
1. Explain how you would use SDLC to develop GardenTracker.
2. Define the scope of your system.
3. Explain process you would use to determine feasibility of GardenTracker.
4. List data you need for such an assessment, and explain how you might obtain or estimate that data.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-38
Q6: How Can Scrum Overcome the Problems of the SDLC?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-39
Scrum Essentials
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-40
Scrum Process
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-41
When Does Scrum End?
• Customer is satisfied with product created and accepts it.
• Project runs out of time.
• Project runs out of money.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-42
How Do Requirements Drive the Scrum Process?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-43
Summary of Scrum Estimation Techniques
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-44
Q7: 2023
1. Continuing focus on aligning business processes and information systems with business strategy, goals, and objectives
2. Computer systems will be more easily changed and adapted
3. The cloud will lead to substantially more innovation
4. Emergence of new software vendor business models
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-45
Security Guide: Psst. There’s Another Way, You Know . . .
• Do you think servers in China were actually shut down?
• Large organizations with good IS departments that had a firewall set up on port 24 to only allow traffic to go to IP address of ISP did not lose any designs.
• What about smaller organizations with minimal IS Department, or supported by small, unsophisticated VAR?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-46
Guide: The Real Estimation Process
• Software developers are optimists.
• People can’t work all the time.
• Apply a factor like 0.6 to compute number of effective labor hours for each employee.
• Be aware of consequences of negotiating a schedule.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-47
Active Review
Q1: How are business processes, IS, and applications developed?
Q2: How do organizations use business process management (BPM)?
Q3: How is Business Process Modeling Notation used to model processes?
Q4: What are the phases in the systems development life cycle (SDLC)?
Q5: What are the keys for successful SDLC projects?
Q6: How can scrum overcome the problems of the SDLC?
Q7: 2023?
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-48
Case Study 10: Cost of PRIDE
• Typical example of a new software venture
• So focused on technology and making it work, they neglect to consider what will happen, longer term, if it is a success.
• Some problem solutions involve staff training and procedures.
• Longer term, Flores and his partners need a direction.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-49
Sources of PRIDE Costs
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal
10-50