Chapter 10

Development Processes

We Need to Support Other Watches and Mobile Devices, and at Least Android Phones. Need to de!ine and document business procedures, train sta!!, involve other partners Ma"e s#stem more $enerall# available Strate$ic implication% Spin o!! P&'D( as separate business)

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10-2

Stud# 1uestions
1.% 0o2 are business processes, 'S, and applications developed) 1,% 0o2 do or$ani3ations use business process mana$ement 45PM6) 17% 0o2 is 5usiness Process Modelin$ Notation used to model processes) 1/% What are the phases in the s#stems development li!e c#cle 4SDL*6) 18% What are the "e#s !or success!ul SDL* pro9ects) 1:% 0o2 can scrum overcome the problems o! the SDL*) 1;% ,-,7)

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10-3

1.% 0o2 Are 5usiness Processes, 'S, and Applications Developed)

Process of creating and maintaining information systems &e<uires% = (stablishin$ s#stem $oals = Settin$ up the pro9ect = Determinin$ re<uirements = 5usiness "no2led$e and mana$ement s"ill

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10-4

Activities in a 5usiness Process and the *orrelatin$ 'n!ormation S#stems

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10-5

&elationship o! 5usiness Processes and 'n!ormation S#stems

1. 5usiness processes, in!ormation s#stems, and applications have di!!erent characteristics and components. 2. &elationship o! business processes to in!ormation s#stems is man#>to>man#, or N%M. = A business process need not relate to an# 'S, but 'S relates to at least one business process. 3. (ver# 'S has at least one application because ever# 'S has a so!t2are component.

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10-6

Scope o! Development Process

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10-7

&ole o! Development Personnel

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10-8

1,% 0o2 Do Or$ani3ations ?se 5usiness Process Mana$ement 45PM6)

Business process = Net2or" o! activities, repositories, roles, resources, and data !lo2s that interact to accomplish a business !unction

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10-9

Wh# Do Processes Need Mana$ement)

Improve Process Quality Change in Technology Change in Business Fundamentals
= = = = = = = Mar"et 4ne2 customer cate$or#, chan$e in customer characteristics6 Product lines Suppl# chain *ompan# polic# *ompan# or$ani3ation 4mer$er, ac<uisition6 'nternationali3ation 5usiness environment

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10-10

What Are 5PM Activities)

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10-11

17% 0o2 *an 5PMN Process Dia$rams 0elp 'denti!# and Solve Process Problems)

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10-12

As>'s 5usiness Order Process% (@istin$ Orderin$ Process

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10-13

*hec" *ustomer *redit Process

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10-14

1/% What Are the Phases in the S#stems Development Li!e *#cle 4SDL*6)

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10-15

De!ine S#stem Aoals and Scope

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10-16

SDL*% &e<uirements Anal#sis Phase

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10-17

&ole o! a Protot#pe
Provides user direct e@perience *an be e@pensive to create Parts o!ten reused *ost occurs earl#, sometimes be!ore !ull pro9ect !undin$ available

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10-18

SDL*% *omponent Desi$n Phase

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10-19

SDL*% 'mplementation Phase

*onversion t#pes .. Pilot ,. Phased 7. Parallel /. Plun$e

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10-20

Desi$n and 'mplementation !or the Bive *omponents

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10-21

SDL*% S#stem Maintenance Phase

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10-22

(thics Auide% (stimation (thics

(stimatin$ is 9ust theor#Cavera$e o! man# peopleDs $uesses. Buy-in game Overly optimisti s he!ules an! ost estimates At 2hat point is bu#>in 2ithin accepted boundaries o! conduct)

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10-23

(thics Auide% (stimation (thics

*ontractor a$rees to produce s#stem !or less than 2hat 2ill reall# be re<uired

Eime and materials contract Bi@ed>cost contracts Pro9ects start 2ith hopes o! more mone# later Eeam members disa$ree about costs. Do #ou report it) Not all costs included in initial estimates. &eport it)

'n>house pro9ects o!ten started 2ith bu#>ins

o you !uy"in on pro#ect schedule if you can$t ma%e that schedule&

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10-24

18% What Are the Fe#s !or Success!ul SDL* Pro9ects)

*reate a 2or">brea"do2n structure. (stimate time and costs. *reate a pro9ect plan. Ad9ust plan via trade>o!!s. Mana$e development challen$es.

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10-25

Wor" 5rea"do2n Structure 4W5S6

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10-26

Aantt *hart o! the W5S !or the De!inition Phase o! a Pro9ect

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10-27

Aantt *hart 2ith &esources Assi$ned

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10-28

Primar# Drivers o! S#stems Development

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10-29

Mana$e Development *hallen$es

.. *oordination ,. Diseconomies o! scale 7. *on!i$uration control /. ?ne@pected events

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10-30

Di!!icult# o! &e<uirements Determination

"hat spe i#i ally is system to !o$ "hat% e&a tly% !oes the report !o tors re eive loo' li'e$ "ill they have (oth a stan!ar! an! e& eption report$ )re those reports #i&e! in stru ture or an user a!apt them$ *# so% ho+$ 0o2 man# practices and ho2 man# patients per practice 2ill P&'D( support) 0o2 much cloud resource needed) Must create environment where difficult questions are asked and answered.

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10-31

*han$in$ &e<uirements
S#stems development aims at movin$ tar$et Ehe bi$$er s#stem, the lon$er the pro9ect, the more re<uirements chan$e. What should development team do) 'ncorporate chan$es, build, complete and ma"e chan$es in maintenance phase)

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10-32

Schedulin$ and 5ud$etin$ Di!!iculties

0o2 lon$ to build it) 0o2 lon$ to create data model) 0o2 lon$ to build database applications) 0o2 lon$ to do testin$) 0o2 lon$ to develop and document procedures) 0o2 lon$ !or trainin$) 0o2 man# labor hours) Labor cost) WhatDs the rate o! return on investment)

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10-33

*han$in$ Eechnolo$#
Do #ou 2ant to stop #our development to s2itch to the ne2 technolo$#) Would it be better to !inish developin$ accordin$ to the e@istin$ plan) Wh# build an out>o!>date s#stem) *an #ou a!!ord to "eep chan$in$ the pro9ect)

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10-34

Diseconomies o! Scale
Broo%s$ 'a(
Addin$ more people to a late pro9ect ma"es the pro9ect later. Ne2 sta!! must be trained b# productive members 2ho lose productivit# 2hile trainin$. Schedules can be compressed onl# so !ar. Once a pro9ect is late and over bud$et, no $ood choice e@ists.

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10-35

(@periencin$ M'S 'n*lass (@ercise .-% AardenErac"er

Suppose #ou and t2o or three other students decide to open a business that o!!ers landscapin$ services. Gour $oal is to develop a list o! clients !or 2hom #ou provide re$ular and recurrin$ services. Need in!ormation s#stem !or trac"in$ customers, services #ou have provided, and services #ou are scheduled to provide in the !uture. As a ne2 small business, #ou 2ant a simple and a!!ordable s#stem based on (@cel or Access. Ehe name o! the s#stem is AardenErac"er.

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10-36

(@periencin$ M'S 'n*lass (@ercise .-% AardenErac"er 4contDd6

.. (@plain ho2 #ou 2ould use SDL* to develop AardenErac"er. ,. De!ine the scope o! #our s#stem. 7. (@plain process #ou 2ould use to determine !easibilit# o! AardenErac"er. /. List data #ou need !or such an assessment, and e@plain ho2 #ou mi$ht obtain or estimate that data.

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10-37

1:% 0o2 *an Scrum Overcome the Problems o! the SDL*)

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10-38

Scrum (ssentials

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10-39

Scrum Process

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10-40

When Does Scrum (nd)

*ustomer is satis!ied 2ith product created and accepts it. Pro9ect runs out o! time. Pro9ect runs out o! mone#.

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10-41

0o2 Do &e<uirements Drive the Scrum Process)

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10-42

Summar# o! Scrum (stimation Eechni<ues

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10-43

1;% ,-,7
.. *ontinuin$ !ocus on ali$nin$ business processes and in!ormation s#stems 2ith business strate$#, $oals, and ob9ectives ,. *omputer s#stems 2ill be more easil# chan$ed and adapted 7. Ehe cloud 2ill lead to substantiall# more innovation /. (mer$ence o! ne2 so!t2are vendor business models

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10-44

Securit# Auide% Psst. EhereDs Another Wa#, Gou Fno2 . . .

Do #ou thin" servers in *hina 2ere actuall# shut do2n) Lar$e or$ani3ations 2ith $ood 'S departments that had a !ire2all set up on port ,/ to onl# allo2 tra!!ic to $o to 'P address o! 'SP did not lose an# desi$ns. What about smaller or$ani3ations 2ith minimal 'S Department, or supported b# small, unsophisticated HA&)

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10-45

Auide% Ehe &eal (stimation Process

So!t2are developers are optimists. People canDt 2or" all the time. Appl# a !actor li"e -.: to compute number o! e!!ective labor hours !or each emplo#ee. 5e a2are o! conse<uences o! ne$otiatin$ a schedule.

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10-46

Active &evie2
1.% 0o2 are business processes, 'S, and applications developed) 1,% 0o2 do or$ani3ations use business process mana$ement 45PM6) 17% 0o2 is 5usiness Process Modelin$ Notation used to model processes) 1/% What are the phases in the s#stems development li!e c#cle 4SDL*6) 18% What are the "e#s !or success!ul SDL* pro9ects) 1:% 0o2 can scrum overcome the problems o! the SDL*) 1;% ,-,7)

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10-47

*ase Stud# .-% *ost o! P&'D(

E#pical e@ample o! a ne2 so!t2are venture So !ocused on technolo$# and ma"in$ it 2or", the# ne$lect to consider 2hat 2ill happen, lon$er term, i! it is a success. Some problem solutions involve sta!! trainin$ and procedures. Lon$er term, Blores and his partners need a direction.

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10-48

Sources o! P&'D( *osts

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10-49

10-50