Managing

Systems Development
 Managing
Systems Development
I. Systems Development

II. Issues in Systems Development

III. IT Projects
Learning Objectives

Systems development life cycle

Three ways of staffing a
systems development project
Alternative approaches to
systems development
Issues in system development
Project Management
Systems Development
Identifying Problems,
Opportunities, & Objectives
What is the problem?
Is there an opportunity to improve
something to gain competitive edge?
Discover what the business is trying
to do
Feasibility study
Management decides whether to
proceed with the proposed project
Information Systems
developed for different purposes,
depending on the needs of the
business
developed using systems
development life cycle (SDLC)
SDLC is a structured step-by-step
approach for developing information
systems
Each phase has a specific outcome
and deliverable
Emphasis on documentations and
checkpoints
Individual companies use customized
life cycles
7 Phases of SDLC
 Planning

Phase1: Planning
Analysis

Determine the plan for

Design
developing the information
system
Define the system to be
Development

developed
Testing

Set the project scope

Implementation Develop the project plan
including tasks, resources and
Maintenance timeframes
Phase1: Planning

Project plan - defines the what,

when, and who questions of
system development
 Planning

Phase2: Analysis
Analysis

gather, understand, and document

Design the business requirements for the
proposed system
Development What information do users need to
perform their jobs?
Testing
Who people who are involved
What the business process
Where the environment
When the timing
Implementation

How how the current procedure is

Maintenance performed?
 Planning

Phase3: Design
Analysis

Create the logical design

Design the user input interface
Design

Development
Design the files and database
structure
Testing Design output (on-screen or
printed) with users
Implementation
Design controls and backup
procedures
Maintenance
 Planning

Phase4: Development
Analysis

Take all of the detailed design

Design documents from the design
phase and transform them into
Development an actual system
Programmers develop the
Testing software
If hardware isnt already in
Implementation place, development includes
purchasing and installing the
Maintenance
hardware
 Planning

Phase5: Testing
Analysis

Verifies that the system works and

Design meets all of the business
requirements defined in the analysis
Development
phase
Perform thorough testing of the
Testing
entire system to identify and correct
Unit testing vs. system testing
Implementation
User acceptance testing
determines if the system satisfies
the business requirements
Maintenance
 Planning

Phase6: Implementation
Analysis

Process of making the new system

Design operational in the organization
Hardware and software installation
Development

User training
Testing Data Conversion
User documentation
Implementation
Bring new system into production
Maintenance
Phase6: Implementation
Implementation methods
Pilot implementation start with
small groups of people on the new
system and gradually add more users
Phased implementation implement
the new system in phases
Parallel implementation use both
the old and new system
simultaneously
Plunge implementation discard the
old system completely and use the
new
 Planning

Phase7: Maintenance
Analysis

Monitor and support the new

Design
system to ensure it continues to
meet the business goals
Correct previous undetected
Development

errors or bugs
Testing

Enhance the system as needed

Implementation

Maintenance
Pros and Cons of SDLC
Advantages
Systematic and enforces quality
High probability of not missing
anything in the requirement analysis

Disadvantages
Users have trouble describing
requirements for the system
Excessive documentations
Takes too long
 Simplifying the Phases
of Systems Development

Design
Planning
Development Implementation Maintenance
Analysis
Testing

Operations
Initiation Development Implementation and
Maintenance
System Design Error Graph
 Alternative
System
Development
Methods
Three choices for building
a system includes
Staffing the IS Project
Insourcing the development and support of
IT systems by the organzations IT
department

Selfsourcing the development and support

of IT systems by end users (with little or no
help from IT specialists)

Outsourcing - the delegation of specific work

to a third party for a specified length of time,
at a specified cost, and at a specified level of
service
Outsourcing takes on
1 of 4 forms:
Alternative System
Development Methods
1. Prototype
2. Application Package
3. End-user development
Prototype
a model of a proposed product,
service, or system so user gets a
feeling on how the system should
operate
usually helps the user understand the
problem and determine how the
system might help in solving it
use this process to solve knowledge
problem of not knowing exactly what
the system should do to solve an
important problem
 Build prototype

Prototype
Process Evaluate
prototype

Decide on
Abandon project next step Further revision

Prototyping
completed successfully

Switch to
Decide how to Complete the system
traditional
complete project from prototype
system life cycle
Prototype
Advantages
Tangible system to work with
Encourages user participation
Immediate feedbacks

Disadvantages
Leads user to believe the final system
will follow shortly
Leads the project team to forgo
proper testing and documentation
Succession of rapid changes
Application Package
commercially available software
reduces the development phase
usually avoids delays in developing
systems, limits risk due to business
and technical uncertainties, reduces
the resources needed to solve the
problem
use this process to solve a resource
and timing problem by using
commercially available software
Application Package Process

Evaluate software
Purchase software
Customize software
Data conversion
Testing
Implementation
Vendor provides supports and
updates
Application Package
Advantages
Focus on unique core competencies
Exploit the intellect of another
organization
Software exists already and has been
tested by others
Acquire leading-edge technology
Reduce delays for analysis, design
and programming
Has good documentation
Application Package
Disadvantages
Increases dependency on other
organizations
May be difficult to get updates
Lack of knowledge about how and
why the system works that way
Reduces technical know-how for
future innovation
Reduces degree of control
End-User Development

Source of tension
Users: It is too slow and they dont
know our business process
IT: Users produce poor systems and
leave us with maintenance
How should IT respond to this?
Ignore
Override
Offer assistance and consultation
End-User Development
development of information systems
by end-users instead of programmers
end users use spreadsheets,
database packages, report
generators, analytical packages, and
other tools that can be used by
nonprogrammers
use this process to solve a
responsiveness problem involving the
inability of the information system
groups to keep up with the
individual's changing information
needs
Common Issues in
End-User Development
Issue Common Approach
Hardware selection and IS Staff selects type of hardware than can be purchased
maintenance and maintains the hardware

Software selection IS staff selects the spreadsheets and other end-user

software than can be purchased and used

Training IS staff provides training for end users on selected

hardware and software

Data availability End users control their own data and share it using LAN

Data security Users can access only the data they need

Systems analysis IS staff helps end user with system analysis and design
when necessary. They also provide other types of
support.
End-User Development

User develops the system

IS staff provides assistance
Testing and Implementation
User maintains the system
End-User Development

Advantages
Users have good knowledge of
business needs
Bypass the IS department and
avoid delays
User controls the application
and can change it as needed
Increases speed of systems
development
End-User Development

Disadvantages
Inadequate user expertise leads to
inadequately developed systems
Many systems require consulting and
maintenance assistance from the IS
department
More prone to bugs
Lack of documentation and external
support leads to short-lived systems
Comparison
Life Cycle Approach Issues Addressed Summary of Method
System development life Control Proceed through a fixed sequence
cycle of steps with signoffs after each
steps and careful documentation

Prototype Knowledge Quickly develop a working model

of the system; use the model to
gain experience and decide how
the final system should operate

Application package Resource and Timing Purchase an existing IS from a

vendor; customize the system if
necessary

End-user development Responsiveness Provide tools and support that

make it practical for end users to
develop their own systems
MANAGEMENT
ISSUES IN SYSTEM
DEVELOPMENT
 ISSUES

How should IS staff be manage?

How can legacy system be improve?
How can system benefits be measured?
How should IS staff be manage?
Designing motivating work
Job design

EXAMPLE:
United Parcel Service (UPS)- is in the package delivery service.
Jobholder- delivery driver
Skill- understanding city street numbering and park layout
Problem- driver leave UPS
 Improving maintenance job
Five core job dimension
1. Skill variety- person need to use a number of different
skills and talents
2. Task identity- refer to identifiable piece of work
3. Task significant- impact to the life or work of other people
4. Autonomy- freedom in accomplishing the job
5. Feedback- reward
How can legacy system be
improved?
Replace or Not to replace?

Replace
3 factors to consider
1. Cost and benefit
2. How specialized the new system
3. Staff skill
Improving Legacy System

Restructure the system

Reengineer the system
Reverse Engineer
Forward Engineer
Refurbish the system
Rejuvenate the system
Replace with the package
Rewrite the system
How can system benefit be
measured?
Distinguish Between the different role of system
Measuring organization performance
Measuring business value
Measuring product or services

Distinguish Between the different role of system

Customer satisfaction
Cycle time
Managing IT Projects
 What is IT Project Management?

Project Management
is simply the management of a project.

Management
is the act or process of managing.

Project
is a collection of related tasks and activities
undertaken to achieve a specific goal.
 All Projects should:

Have a clear stated

GOAL.

Be finite. Have a clearly

defined beginning and end.
 IT Project Management is 10%
technical and 90% common
sense or good business practice.

The most difficult Component of an IT PROJECT

MANAGEMENT is Keeping in mind and Under control.
Project -> RISKS!

RISK
An uncertain event or set of
circumstances which, should it
occur, will have an effect on
achievement of objectives.

Risk Management process can

be boiled down two simple
steps:
Assess the risks
Manage them
Reasons why IT Projects
typically get derailed

More than 50% of the IT related issues

in Organizations are not technical they
are organizational
Definition of Failure and Success:

- a project that is incomplete is also un-

maintainable, un-extensible and late. It also
failed to meet customer expectations.
WHEN DO I.T. PROJECTS FAIL?
Any project that displays one or more of
these traits:

- Buggy or high maintenance,

- late,
- Incomplete,
- un-maintainable or un-extensible,
- undocumented,
- required overtime to meet deadline,
- over budget (man hours wise),
- does not meet customer expectations.
Definition of Failure and Success:

any project exhibiting none of the traits

listed in failure.
 When IT project When IT
fail Succeeds

- Is normally not - Senior executive

business driven drive IT project
- Missing elements in - Business objectives
business priority clearly prioritized
- Driven by As-is, - Focused on to-be,
becomes tactical is strategic
- Perceived as IT - Understood as a
Project Business Project
- IT functions in a - IT demonstrates
reactive mode leadership, is
proactive
Are IT projects doomed from the start?
Variants

High Project
Overrun

Business Unnecessary
Customization
IT Resource
Redundancy

Incorrect
Business
Benefits
Improper
Application
Redundant
Infrastructure
Opportunity
Costs
Prioritization Requirement

Right Business Right Application Appropriate IT Successful

Prioritization Definition Infrastructure Implementation

Critical Path
Are most project failures caused by technical
problems, people problems or business
problems?
It is caused by People problems.

The Myth of IT is that its about computers

& technology. Its not IT is about people.
IT Project Management:
What is Right and What is Wrong?
How many times have we come
across this?!
What does Project Management need?
STRATEGIC ROLE

Project Planning Monitor time, quality

Identify Risks,
and Resource and resource allocation
Assist in resolution
Identification (internal and external)

OPERATIONAL ROLE

Steering committee Maintain all project

Business and
Meetings and Documentation and
Technical Inputs
Management update Communication
KEY ELEMENTS to Project
Management Success
Establish the Ground Rules.

Discipline, Planning,
Documentation and
Management.

Obtain and Document (the

Final) User Requirements.
KEY ELEMENTS to Project
Management Success

Obtain Tenders From All

Appropriate Potential
Vendors.

Working with Suppliers.

Moving Forward After

Implementation.
Reasons Projects Succeed

Proper Planning
User Involvement
Work as a Team
Proper Monitoring and
Controlling
Prototyping
Proper Project Closure
Project Management DOs &
DONTs #1

What you should do:

Get the Right People for the
Right job.
Set clear & measurable
objectives.

What you should not do:

Allow people to have wrong
expectations.
Project Management DOs &
DONTs #2

What you should do:

Set a timeline for each
activity, task, step.
Measure, monitor and
track time spent.

What you should not do:

Accept delays as default.
Project Management DOs & DONTs
#3

What you should do:

Make sure all stakeholders
are informed.
Forewarn on risks and
consequences.

What you should not do:

Miss an opportunity to
communicate in any
form.
Project Management DOs & DONTs
#4

What you should do:

Define the approach for
each step.
Ensure everybody knows
it.

What you should not do:

Start anything without a
defined process.
Compromise on the
process for shortcuts.
Project Management DOs & DONTs
#5

What you should do:

Communicate every
success. To all concerned.
Define a reward
mechanism. Simple is fine.

What you should not do:

Take anybody for granted.
TIPS ON INCREASING THE CHANCES
IN SUCCESSFUL PROJECTS
1. Involve Users at the beginning and base your
project on whats important to them.

2. Nothing is FREE.

3. Whatever you do will be Wrong.

4. Value the project team.

5. Allow for failure.

 References

Information Systems: A Management Perspective

(Steven Alter)
Information Systems Management in Practice
(Barbara McNurlin, Ralph Sprague Jr.)
Management Information System for the
Information Age (Haag Cummings McCubbrey)
The Cedar Group (www.thecedargroup.com)
Managing Technology Projects (Gillian Kerr)
Managing and Sharing Risk in IT projects (Martin
Langham)