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InFocus Confidential 1

Info SysInfo SysInfo Sys

DevelopmentDevelopmentDevelopment16

th

June 2010

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AgendaAgenda

IS Dev Cont$Alternate Methods

Prototyping

RAD

OO Analysis and Design$Alternate Internal Development

External Acquisition

Outsourcing

End User Management

Project Management CASE

Case Study - Indiana University

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Alternative DevelopmentAlternative Development

MethodsMethods -- PrototypingPrototyping

Prototyping

A systems development method that

uses a trial-and-error approach fordiscovering how a system should

operate. Steps include:

Collecting requirements

Develop/Refine Prototype Review Prototype with Users

(Repeat the previous steps until

correct design is created)

Implement and Use System

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When to prototype and whenWhen to prototype and when

not to prototypenot to prototype

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Alternative DevelopmentAlternative Development

MethodsMethods RADRADRapid Application Development (RAD)

A rapid four-step iterative systems development method utilizing:prototyping, computer-based development tools, special managementpractices, and close user involvement

RAD Phases

The following phases areiterated until therequirements and designare completed andapproved

Requirements Planning

User Design

Construction

Move to the New System

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Alternative DevelopmentAlternative Development

MethodsMethods ObjectObject--OrientedOriented

Object-Oriented Analysis and Design (OOAD)

Similarto SDLA approaches except that it relies on the tight

coupling between data and methods and between the conceptualdesign of a system and its actual implementation.

OOAD Characteristics

The role ofanalyst and programmerare combined whilethinking about data and the operations to define the relevant

objects

The design and implementation of these objects happenquickly and simultaneously

It uses a more integrative prototyping process than the SDLC

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Alternative DevelopmentAlternative Development

MethodsMethods A ComparisonA Comparison

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Limitations to Internal SystemsLimitations to Internal Systems

BuildingBuilding

Limited ISStaff

Limited ISSkill Sets

IS Staff isOverworked

Problem IS

Performance

The IS organization does not have thecapability to build the system itself

The IS organization does not have personnelwith the correct skill sets to build the system

Current IS organization staff demands andpriorities make it impossible to build a system

The IS organization does not have the

appropriate performance level to build a system

Many times it is not feasible to consider building an informationsystem internally. Below are four situations that discourage theidea of developing a system internally

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Alternatives to InternalAlternatives to Internal

DevelopmentDevelopment

Outsourcing

Turning over some or all responsibility for an

organizations information systems development and

operations to an outside firm

External Acquisition

The purchasing of an existing system (hardware,

software, databases, network) from an outside

vendorsuch as IBM, EDS, orAccenture

End-user Development

Capitalizing on the sophistication of current users, this

technique allows the system users to develop their

system functions using a variety oftools

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External AcquisitionExternal Acquisition Steps toSteps to

ProceedProceedSteps in External Acquisition System identification, selection, and planning (same as

internal method)

Systems analysis (same as internal method)

Development of a request for proposal (RFP) a report that isused to tell vendors what the requirements are and how theymight be able to meet those requirements (hardware andsoftware)

Proposal evaluation may include viewing systemdemonstrations, evaluating the performance of those systems,

and examining criteria important to the organization and judginghow the proposed systems respond to those criteria

Vendor selection using a scoring system devised to evaluatethe competing proposal and then selecting the proposal that bestfits the organizations needs

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External AcquisitionExternal Acquisition The RFPThe RFP

(Request for Proposal)(Request for Proposal)

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External AcquisitionExternal Acquisition -- ProposalProposal

Evaluation CriteriaEvaluation Criteria

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OutsourcingOutsourcing Why Consider?Why Consider?

A firm might outsource some (or all) of its information system service for

many reasons:

Cost and quality concerns current cost and quality of information

systems is unacceptable

Problems in IS performance IS is having trouble meeting

acceptable service standards

Supplier pressures aggressive sales tactics

Simplifying, downsizing, and reengineering having a need to

focus on core processes

Financial factors turning over IS systems can strengthen a

balance sheet

Organizational culture political or organizational problems that are

difficult for IS to overcome

Internal Irritants tension between the IS staff and users

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OutsourcingOutsourcing RelationshipRelationship

ManagementManagementManaging the IS RelationshipOngoing management of the outsourcing alliance is thesingle most important aspect of the outsourcing projectssuccess. The following are recommendations for the bestmanagement:

A strong CEO and CIO should continually manage thelegal and professional relationship with the outsourcer

Clear, realistic performance measurements of the

systems and of the out sourcing arrangement (e.g.tangible and intangible costs)

The interface between the customer and outsourcershould have multiple levels (i.e. the links to deal with

policy and relationship issues)

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EndEnd--User DevelopmentUser Development ToolsTools

ToolsMany tools can be used by end-users for business applicationsincluding some of the following:

Personal Computer Tools tools common to PCs (e.g.

speadsheets) that allow the creation of macros or automatedroutines by users

Query languages/report generators tools that utilize SQL toextract information from databases and generate reports in user-specified formats

Graphics generators tools that can extract relevant information

from databases and create graphs, charts, etc. Decision Support and Modeling Tools tools that support

complex decision making utilizing multidimensional models

Application Generators tools that allow users to specify what isto be done and the application decides how it is to be done and

generates the program code

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EndEnd--User DevelopmentUser Development

BenefitsBenefitsEnd-User Development BenefitsEmbracing end user development can help address somecommon issues with IS development including:

Cost of labor IS managers can substitute hardwareand the systems for users to develop systems for ISstaff

Long development time allowing users to develop,shortens development lead times

Slow modification users can react to their ownneeds

Work overload leveraging the talent of the end userstaff, in effect, increases the size of the IS staff

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EndEnd--User DevelopmentUser Development TheThe

BenefitsBenefits

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EndEnd--User DevelopmentUser Development

PitfallsPitfalls

Pitfalls

End-user development is not a panacea, common issuesarises as it use become for prevalent including:

Lack of Standards if users do not adopt standards usedby IS professionals (documentation, error checking, testingprocedures), the IS staffcan experience problems whensupportingusers, or troubleshootingdata integrity andsecurity problems when enterprise systems are involved

Lack of continuity as users leave the organization ordepartment, new employees may not understand existingprograms and lose productivity learning or developing newapplications orreinventing the wheel

Appropriate Use of Time there is debate whether it isappropriate forskilled users and managers to be spendingtime on systems development

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Project ManagementProject Management

Dimensions of project management

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Project ManagementProject Management

Project Management Tools

Project Evaluation and Review Technique (PERT)

PERT chart shows events, required activities, and

relationships Advantage: Communication of interdependencies among

activities

Gantt Chart

Represents activities and start and completion times, but

not the relationships among activities

Advantage: Simple and linear

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Sample ImplementationSample Implementation

Process PlanProcess Plan

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Five phases of projectFive phases of project

managementmanagement1. Initiating/defining State the problems/goals

Identify the objectives Secure resources

Explore costs/benefits in feasibility study

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Five phases of projectFive phases of project

managementmanagement2. Planning Identify and sequence activities

Identify the critical path

Estimate time and resources needed for completion

Write a detailed project plan

3. Executing

Commit resources to specific tasks

Add additional resources/personnel if necessary

Initiate project work

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Five phases of projectFive phases of project

managementmanagement4. Controlling Establish reporting obligations

Create reporting tools Compare actual progress with baseline

Initiate control interventions if necessary

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Five phases of projectFive phases of project

managementmanagement5. Closing Install all deliverables

Finalize all obligations/commitments Meet with stakeholders

Release project resources

Document the project

Issue final report

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CASECASE

Computer-aided Software Engineering (CASE)

These are automated software tools used by systemsdevelopers to design and implement informationsystems. These tools continue to evolve and come inmany types

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High Level Sys Design from aHigh Level Sys Design from a

CASE toolCASE tool

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Influence of CASEInfluence of CASE

Influence of CASE Tools on IndividualsCASE can dramatically increase the speed and quality ofsystem development and maintenance while having astrong impact on culture. ForIS managers it is commonlypositive due to higher quality and lower risk, while forIS

developers it is often negative for fear of replacement