Professional Documents
Culture Documents
McGraw-Hill/Irwin
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SECTION 11.1
McGraw-Hill/Irwin
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LEARNING OUTCOMES
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LEARNING OUTCOMES
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DEVLOPING SOFTWARE
Software that is built correctly can transform as the organization and its business transforms
Software that effectively meets employee needs will help an organization become more productive and enhance decision making
Software that does not meet employee needs may have a damaging effect on productivity and can even cause a business to fail
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DEVELOPING SOFTWARE
As organizations reliance on software grows, so do the business-related consequences of software successes and failures including:
Increase or decrease revenue Repair or damage to brand reputation Prevent or incur liabilities Increase or decrease productivity
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Waterfall Methodology
Waterfall methodology an activity-based process in which each phase in the SDLC is performed sequentially from planning through implementation and maintenance
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Agile Methodology
Agile methodology aims for customer satisfaction through early and continuous delivery of components developed by an iterative process
An agile project sets a minimum number of requirements and turns them into a deliverable product Iterative development consists of a series of tiny projects
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SCRUM Methodology
SCRUM uses small teams to produce small pieces of deliverable software using sprints, or 30-day intervals, to achieve an appointed goal
Under this methodology, each day ends or begins with a stand-up meeting to monitor and control the development effort
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4. Which of the different software development methodologies should HP use to implement successful systems?
5. Explain what might happen if HP used the waterfall methodology to develop its ERP system
SECTION 11.2
PROJECT MANAGEMENT
McGraw-Hill/Irwin
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LEARNING OUTCOMES
6. Explain the triple constraints and its importance in project management 7. Describe the project stakeholders and executive sponsors roles in choosing strategic projects
8. Highlight the five components of a project charter
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LEARNING OUTCOMES
9. Describe the two primary diagrams most frequently used in project planning 10. Identify the three primary areas a project manager must focus on managing to ensure success
11. Explain the three different types of outsourcing
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Project Charter
Project charter - a document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities and includes:
Project scope Project objectives Project constraints Projects assumptions
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Project Charter
SMART criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives
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Project Plan
Project plan a formal, approved document that manages and controls project execution A well-defined project plan should be:
Easy to understand and read Communicated to all key participants Appropriate to the projects size, complexity, and criticality Prepared by the team, rather than by the individual project manager
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Project Plan
Two primary diagrams used in project planning include PERT and Gantt charts
PERT chart a graphical network model that depicts a projects tasks and the relationships between those tasks
Dependency Critical path
Gantt chart a simple bar chart that depicts project tasks against a calendar
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Project Plan
PERT Chart EXPERT PERT Chart Example
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Project Plan
MS Project Gantt Chart Example
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MANAGING PROJECTS
Project manager - an individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the projects is completed on time and on budget
Project milestones - represent key dates when a certain group of activities must be performed
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MANAGING PROJECTS
Managing a project includes:
Identifying requirements Establishing clear and achievable objectives. Balancing the competing demands of quality, scope, time, and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders
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MANAGING PROJECTS
A project manager must focus on managing three primary areas to ensure success:
Managing people Managing communications Managing change
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MANAGING PROJECTS
Change management a set of techniques that aid in evolution, composition, and policy management of the design and implementation of a system
Change management system a collection of procedures to document a change request and define the steps necessary to consider the change based on the expected impact of the change Change control board (CCB) responsible for approving or rejecting all change requests
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MANAGING PROJECTS
Common reasons change occurs
An omission in defining initial scope A misunderstanding of the initial scope An external event Organizational changes Availability of better technology Shifts in planned technology Users needs and requests Management reducing funding
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OUTSOURCING PROJECTS
Insourcing (in-house-development) a common approach using the professional expertise within an organization to develop and maintain the organization's information technology systems Outsourcing an arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house
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OUTSOURCING PROJECTS
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OUTSOURCING PROJECTS
Reasons companies outsource
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OUTSOURCING PROJECTS
Onshore outsourcing engaging another company within the same country for services
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OUTSOURCING PROJECTS
Big selling point for offshore outsourcing inexpensive good work
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OUTSOURCING PROJECTS
Factors driving outsourcing growth include:
Core competencies Financial savings Rapid growth Industry changes The Internet Globalization
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OUTSOURCING PROJECTS
According to PricewaterhouseCoopers Businesses that outsource are growing faster, larger, and more profitable than those that do not
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OUTSOURCING PROJECTS
Most organizations outsource their noncore business functions, such as payroll and IT
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Outsourcing Benefits
Outsourcing benefits include:
Increased quality and efficiency Reduced operating expenses Outsourcing non-core processes Reduced exposure to risk Economies of scale, expertise, and best practices Access to advanced technologies Increased flexibility Avoid costly outlay of capital funds Reduced headcount and associated overhead expense Reduced time to market for products or services
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Outsourcing Challenges
Outsourcing challenges include
Contract length
1. Difficulties in getting out of a contract 2. Problems in foreseeing future needs 3. Problems in reforming an internal IT department after the contract is finished
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