MDX BIS4225.

Readings
Laudon & Laudon (2002)
Chap 10.
BIS4225.5 Alter (1999) Chap 12.
Systems Development
Process

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Organizational Change IS Planning

Building a new information
system can be seen as one
kind of planned
organizational change.
Information Systems Plan
L&L (2002, 305)
Organizations need to
develop an information
systems plan that supports
their overall business plan
and that incorporates
strategic systems into top-
level planning.
3 L&L (2002, 305) 4

IS Planning IS Planning
1. Purpose of Plan Enterprise Analysis
2. Strategic Business Plan (Business Systems Planning)
3. Current Systems looks at the entire organization in terms
4. New Developments of organizational units, functions,
5. Management Strategy processes, and data elements.
identifies the key entities and attributes
6. Implementation Plan of the organizations data.
7. Budget Requirements
L&L (2002, 306) 5 L&L (2002, 306-7) 6

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IS Planning Case Study

Strategic Analysis
(Critical Success Factors)
argues that an organizations
information requirements are
determined by a small number of critical
success factors (CSFs).
CSFs are shaped by the industry, the
firm, the manager, and the environment.
Microsoft:
New releases of software are to address
customer requests and for its own
strategic reasons.
Maintain overall discipline and project
control.
Planned release is in three levels of
priorities. Lower priority items can be
eliminated if project runs out of time.

L&L (2002, 307-8) 7 A (1999, 421) 8

Case Study Case Study

Microsoft: Microsoft:
Planned release is in three levels of Project team assembles and recompile
priorities. Lower priority items can be the latest build of the product, which
eliminated if project runs out of time. will be tested.
Attempts to meet goals but do not start Any problems must be fixed
immediately.
with detailed specifications (such as
that for mission-critical processes). A list of known bugs is monitored.
Many releases come with known bugs,
Synch(ronize) and Stabilize
and program patches.
A (1999, 421) 9 A (1999, 421) 10

Case Study Phases of IS Life Cycle

Debate: Microsofts business Starting Point
success is based in part of an Recognition of a business opportunity
unethical practice of distributing that an IS will yield benefits.
imperfect software. Phases
Initiation.
but this met Microsofts goals Development.
and it fits the talents and culture Implementation.
of its programmers! Operation and Maintenance.

A (1999, 421) 11 A (1999, 423-6) 12

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Phases of IS Life Cycle Phases of IS Life Cycle

Initiation Problem statement;
How IS can help Each approach addresses
Changes in
Programs, User
a different concern.
purpose, scope,

There is no universal
or schedule
Development documentation
and procedures

Realization that
IS must change
approach which can be
adopted in any set of
before implementation
Implementation Information
System

Realization that Operation &

circumstances.
IS is incomplete Maintenance

A (1999, 426) 13 14

Traditional SLC Traditional SLC

Prescribed sequence of This approach emphasizes
steps. on control.
Each step results in a Involves testing of the
deliverable. system (to reduce the
The deliverable is derived likelihood of major system
from its predecessor. faults).

15 16

Prototyping Prototyping
Used when the system Development Cycle:
requirements have not been Build
fully established.
Use
A model of the working
system: Learn
for users to assess and test Improve
for developers to understand the true
requirements.
A (1999, 426-7) 17 18

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Prototyping
Phases are different from
traditional SLC because the
approaches have different
assumptions:
Traditional SLC assumes users
understands requirements.
Prototyping assumes users cannot
spell out exact requirements.
A (1999, 437)
Prototyping
Disadvantages:
Greater involvement and
commitment by users.
Continual changes while analyzing
succeeding versions of the
prototype may be difficult.
Rapid iterations can lead to
frequent deadlines.
A (1999, 439)
Package Software
Advantages:
Available almost immediately.
Benefits accrue sooner.
Less risks of cost and schedule
overruns.
Usually with good documentation
and better maintenance.
A (1999, 444)
Prototyping
Advantages:
Creates a more accurate idea of
what the users really need.
Infeasible projects can be
terminated early (less wasted
effort).
Exciting for developers as they can
produce tangible results quickly.
19 A (1999, 439) 20
Package Software
Perceived as cheaper than
specially-built software.
Requires customization to
meet unique features of
the user organization.
21 22
Package Software
Disadvantages:
May not fit well (compromise on
business processes).
Vendors may not maintain software
that is modified by users.
Less control on long-term direction
(may be influenced by the vendor).
23 A (1999, 444) 24
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End-User Computing End-User Computing

The development of IS by Brings benefits such as
end users with little or no systems that matches user
support of the IS needs more closely.
Department. May have problems to
Reduces backlog of extend user-developed
applications handled by system to a full-fledged
the IS department. system.
25 26

End-User Computing End-User Computing

Information Centre: Advantages:
Organizational setup where Reduces need for programmers.
end users can consult Minimizes problem of explaining
requirements to people unfamiliar
specialists for training and with the business.
advice (e.g. use of Minimizes delays and political
software tools). negotiations.

27 A (1999, 448-9) 28

End-User Computing Multiple Approaches

Disadvantages:
A limited set of situations.
Works best when problems can be
isolated from each other so that
users take full responsibility for
both data and programs (not
integrated to main systems).
Less control on technical quality.
A (1999, 448-9)
Example:
Use prototyping in a traditional SLC.
Use a small application package as a
prototype.
Adopt aspects of traditional SLC to
purchase application package.
Add end user development component
to traditional SLC.
29 A (1999, 450-1) 30

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Capability Maturity Model Capability Maturity Model

Software is often: The CMM characterizes the
delivered late ways in which systems are
over budget
unacceptable low quality
built into five levels: Level 5
The model also Process
Therefore, there is a need for an chart routes for Level 4 Control

objective measure of an
organizations to Process
improve their Level 3 Measurement

organizations system ratings. Level 2

Process
Definition Each level has its
development capability. Level 1
Basic
Management
own criteria for
Control
membership
(Default)
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Capability Maturity Model Capability Maturity Model

By keeping records as Level 1 (Initial)
assessments following the Processes are ad hoc, chaotic, and
CMM model, organizations few are defined.
can determine: Level 2 (Repeatable)
how its processes compare to a Basic project management used to
theoretical ideal and
track cost, schedule, functionality.
how quickly it is moving towards
that ideal.
A (1999, 428) 33 34

Capability Maturity Model Capability Maturity Model

Level 3 (Defined)
Management and technical
processes are documented and
integrated into a standard software
process.
Level 4 (Managed)
Detailed measures of software
process and product quality.
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Level 5 (Optimizing)
Continuous process improvement
through quantitative feedback.
Pilot studies of innovative ideas
and technologies.
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