Managing Information Managing Information System Development System Development ProjectsProjects
IS 460 NotesIS 460 Notes
by Thomas Hiltonby Thomas Hilton
System DevelopmentSystem DevelopmentLife Cycle (SDLC)Life Cycle (SDLC) Feasibility Study: Feasibility Study: Scope, Stakeholders, Make-buy, Scope, Stakeholders, Make-buy,
CBACBA
Analysis: Analysis: Present System, DFDs, etc.Present System, DFDs, etc.
DesignDesign: : General, DetailedGeneral, Detailed
Construction: Construction: Hardware Acquisition, Software Hardware Acquisition, Software Coding, System TestingCoding, System Testing
Implementation: Implementation: Direct, Phased, Site, Direct, Phased, Site, SimultaneousSimultaneous
Maintenance: Maintenance: Errors, Changing Business NeedsErrors, Changing Business Needs
Start Over Start Over when maintenance costs exceed new when maintenance costs exceed new system costs.system costs.
Other Development Other Development ModelsModels Waterfall vs. SpiralWaterfall vs. Spiral PrototypingPrototyping Rapid Application Development Rapid Application Development
(RAD)(RAD) Joint Application Development Joint Application Development
(JAD)(JAD) AgileAgile ExtremeExtreme
Managing the Project: Managing the Project: Teams and RolesTeams and Roles
Team LeadTeam Lead System AnalystSystem Analyst ProgrammerProgrammer User Documentation/Training User Documentation/Training
SpecialistSpecialist Project LibrarianProject Librarian Quality Assurance SpecialistQuality Assurance Specialist
Managing the Project: Managing the Project: SchedulesSchedules Gantt ChartsGantt Charts
(MS Project)(MS Project)
PERT ChartsPERT Charts(Visio)(Visio)
Critical Path ChartsCritical Path Charts(Rational Rose)(Rational Rose)
Managing the Project: CostsManaging the Project: Costs
Feasibility StudyFeasibility Study 5% 5% AnalysisAnalysis 10%10% DesignDesign 10%10% ConstructionConstruction 25%-50%25%-50% ImplementationImplementation 25%-50%25%-50%
MaintenanceMaintenance 5%* 5%**annual cost as percent of initial project*annual cost as percent of initial project
Cost-Benefit AnalysisCost-Benefit Analysis
Quantify all CostsQuantify all Costs Quantify all BenefitsQuantify all Benefits If Benefits Exceed Costs, Do It.If Benefits Exceed Costs, Do It. CBA is Cost-Biased:CBA is Cost-Biased:
Many Costs are Present and Many Costs are Present and TangibleTangible
Many Benefits are Future and Many Benefits are Future and IntangibleIntangible
Must Have a Champion!Must Have a Champion!
Estimating Time & CostEstimating Time & Cost
W.A.G.W.A.G. Consult Past ProjectsConsult Past Projects Break Down Phases into Tasks Break Down Phases into Tasks
and Tasks into Stepsand Tasks into Steps Average Best & Worst CaseAverage Best & Worst Case Add a Fudge Factor from Add a Fudge Factor from
ExperienceExperience
Ethics IssuesEthics Issues
Pressure to Accept Unrealistic Pressure to Accept Unrealistic Parameters from StakeholdersParameters from Stakeholders
GroupThinkGroupThink Working ConditionsWorking Conditions Team Member RelationshipsTeam Member Relationships Vendor RelationshipsVendor Relationships Hiding MistakesHiding Mistakes Other?Other?