Information Systems Project Management—David Olson
6-1
System Development
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Information Systems Project Management—David Olson
6-2
Learning Outcomes
• Students be able to demonstrate
implementation of system methodology in
project management
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Information Systems Project Management—David Olson
6-3
Topics Discussion
• Analyzing & designing systems
• Prototyping
© McGraw-Hill/Irwin 2004
Information Systems Project Management—David Olson
State of the Industry
6-4
• There are many good ideas for
implementing computer systems in business
• Bringing in a project:
on time
within budget
as specified
is very difficult
© McGraw-Hill/Irwin 2004
Information Systems Project Management—David Olson
Software Development
Alternatives
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Code-and-Fix : laissez faire
Waterfall
: sequential
Prototyping
Spiral Model
Rapid Prototyping
others
© McGraw-Hill/Irwin 2004
6-5
Information Systems Project Management—David Olson
Waterfall Model
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System feasibility
Boehm (1988)
Software plans & requirements
Product design
Detailed design
Code
Integration
Implementation
Operations & Management
© McGraw-Hill/Irwin 2004
6-6
Information Systems Project Management—David Olson
Prototyping
• Develop system on a small scale
• let user try the system
• User identifies needed improvement
especially good if benefits hard to identify
(“better decision making”)
also appropriate to compare alternatives
© McGraw-Hill/Irwin 2004
6-7
Information Systems Project Management—David Olson
Spiral Model
Boehm (1990)
• Iterative prototypes
– risk analysis
– prototype
– progress
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Operations concept
Software requirements
Software product design
Detailed design, code
Requirements plan
Req’ts validation
verification
implement
© McGraw-Hill/Irwin 2004
6-8
Information Systems Project Management—David Olson
Risks and Responses
• Personnel
6-9
best talent training
team building
• Budget & schedule multiple estimates
design to budget
requirements scrubbing
• Wrong functions user surveys, prototype
• User interface
prototyping, scenarios
© McGraw-Hill/Irwin 2004
Information Systems Project Management—David Olson
Risks and Responses
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Excessive features
Many changes
External problems
Real-time perform
• Technical limits
6-10
requirements scrubbing
high change threshhold
benchmarking
simulation, benchmark
prototyping
cost/benefit
prototyping
© McGraw-Hill/Irwin 2004
Information Systems Project Management—David Olson
Rapid Prototyping
Feedback from users
• Problem Analysis
• Requirements Description
• Requirements Specification
• Design/Implement Prototype
• Evaluate Prototype
• Formal Specifications
© McGraw-Hill/Irwin 2004
6-11
Information Systems Project Management—David Olson
Other Systems
Development Options
• Component Assembly Projects:
typically object oriented modules
• Rapid Application Development:
compress life cycle
Computer Aided Software Engineering
Joint Application Development
© McGraw-Hill/Irwin 2004
6-12
Information Systems Project Management—David Olson
6-13
Software Development Standards
• ISO 9000
– European set of standards
– Focus on process rather than product
• Capability Maturity Model
– From Software Engineering Institute (CarnegieMellon University)
– Levels of different competencies
© McGraw-Hill/Irwin 2004
Information Systems Project Management—David Olson
6-14
Effect of CMM Level
McConnell [1993]
Level
Time
(months)
40
Quality
(def/k)
9.0
LOC/hr
1
Cost
($mill)
33
2
15
32
3.0
3
3
7
25
1.0
5
4
3
19
0.3
8
5
1
16
0.1
12
© McGraw-Hill/Irwin 2004
1
Information Systems Project Management—David Olson
6-15
Summary
• System analysis & development has evolved a
great distance
• Many methodologies exist
– Unimportant which
– Helps a great deal to focus on one
• Standards can increase development productivity
• Many types of IS projects
• Development of a system a sequence of functional
tasks
© McGraw-Hill/Irwin 2004