is development methods, techniques and tools 2 – bpr, cmm, pm ch. 4.3- bpr ch 23.3- cmm ch 14 - pm
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IS Development Methods, Techniques and Tools
2 – BPR, CMM, PM
Ch. 4.3- BPRCh 23.3- CMM
Ch 14 - PM
1. Structured methodologies : SDLC (ch. 3)2. Process methodology : YOURDON (19.2)3. Data methodologies : SSADM (20.1)4. Organizational meth. 1 : BPR (4.3)5. Organizational meth. 2 : CMM (25.3)6. Project mgt techniques (14)7. Evolutionary development 1 : engineering (6)8. Evolutionary development 2 : RAD (22.1)9. Evolutionary development 3 : DSDM (22.2)10.Holistic techniques : Rich pictures (10.1)11.People techniques 1 : stakeholders (16.1)12.People techniques : JAD (10.2)13.People-oriented meth. : ETHICS (23.1)14.Contingency meth. : MULTIVIEW (25.1)
IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES
4- BPR
Business process re-engineering (BPR)
The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of
performance, such as cost, quality, service, and speed
(Hammer & Champy, 1993)
Features of BPR 1 Re-engineering determines …
what an organisation should do how it should do it what the concerns should be ...
… NOT what they currently are Radical change NOT gradual
change
The Euphoria ‘Don’t automate, obliterate’ ‘Sweep away job definitions’ ‘Break loose from outmoded thinking’ Conventional change is like ‘rearranging
the deck chairs on the Titanic’ The solution to ‘bloated, clumsy, rigid,
sluggish, non-competitive, uncreative, disdainful of their customers’ needs, and losing money’ (Hammer and Champy)
BPR covers jobs structure values beliefs management measurement systems in addition to process redesign
Features of BPR 2 IT seen as an important enabler of
change NOT a key driver of change
Process Innovation (Davenport 1993)
Develop the business vision and process objectives
Identify the processes to be redesigned Understand and measure the existing
process Identify the IT levers Design and build a prototype of the new
process
Framework of BPR (Melao and Pidd,
2000)
1. Structured methodologies : SDLC (ch. 3)2. Process methodology : YOURDON (19.2)3. Data methodologies : SSADM (20.1)4. Organizational meth. 1 : BPR (4.3)5. Organizational meth. 2 : CMM (25.3)6. Project mgt techniques (14)7. Evolutionary development 1 : engineering (6)8. Evolutionary development 2 : RAD (22.1)9. Evolutionary development 3 : DSDM (22.2)10.Holistic techniques : Rich pictures (10.1)11.People techniques 1 : stakeholders (16.1)12.People techniques : JAD (10.2)13.People-oriented meth. : ETHICS (23.1)14.Contingency meth. : MULTIVIEW (25.1)
IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES
5- CMM
1. Structured methodologies : SDLC (ch. 3)2. Process methodology : YOURDON (19.2)3. Data methodologies : SSADM (20.1)4. Organizational meth. 1 : BPR (4.3)5. Organizational meth. 2 : CMM (25.3)6. Project mgt techniques (14)7. Evolutionary development 1 : engineering (6)8. Evolutionary development 2 : RAD (22.1)9. Evolutionary development 3 : DSDM (22.2)10.Holistic techniques : Rich pictures (10.1)11.People techniques 1 : stakeholders (16.1)12.People techniques : JAD (10.2)13.People-oriented meth. : ETHICS (23.1)14.Contingency meth. : MULTIVIEW (25.1)
IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES
6- Project Mgt
Project management
Gantt charts Critical path or PERT analysis Monitoring
time
Actions
PLANNING 1
Gantt chart
time
Actions
PLANNING 1
GanttLinear sequential
ANALYSIS
PLANNING
IMPLEMENTATION
CONTROL
time
Actions
PLANNING 2
parallel, concurrent
ANALYSIS
PLANNING
IMPLEMENTATION
CONTROL
time
Actions
PLANNING 2
ANALYSIS
PLANNING
IMPLEMENTATION
CONTROL
PERT charts
Project control
Project control - monitoring