1. Chapter 6 Decision Support System Development
Turban, Aronson, and Liang Decision Support Systems and Intelligent Systems, Seventh Edition
Chapter 6 Decision Support System Development
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

2. Learning Objectives DSS user interface design and management.
Understand the concepts of systems development.
Learn PADI, the phases of SDLC.
Describe prototyping.
Understand which factors lead to DSS success or failure.
Learn the importance of project management.
Describe the three technology levels of DSS.
Understand the learning process involved in DSS development.
DSS hardware, software, and technology Levels.
decision support system construction methods
PADI : planning, Analysis, Design, Implementing.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

3. Osram Sylvania Thinks Small, Strategizes Big-Develops the InfoNet HR Portal System Vignette
A business portal is a central aggregation point for corporate data, tools, and links accessed through a browser interface.
Portals appeal to organizations who’s information and business processes are scattered across many different reports, applications, systems, and geography.
Thinking small when building a first portal makes sense, rather than trying to create a mega-enterprise portal for everyone and everything, companies focus on first building a small, specialized portal that solved a pressing problem in a particular department or business function-a prototype.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

4. Osram Sylvania Thinks Small, Strategizes Big-Develops the InfoNet HR Portal System Vignette
That is the way the small, motivated team of IT in business staff at Osram approached HR InfoNet, a portal focused on HR.
They have 3,7 billion$ in sales and 12,500 employees in 30 locations. Osram manufactures and markets lighting, precision materials, and component product.
The lighting industry is highly competitive. HR strategic to Osram. Finding, recruiting, and hiring specialized scientists, engineers, and hourly staff is a major challenge. Employee benefits administration was accomplished with an expensive outsource solution. The recruitment problem needed a faster solution than the existing, slow, tedious paper- based system.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

5. Osram Sylvania Thinks Small, Strategizes Big-Develops the InfoNet HR Portal System Vignette
There were two internal issues:
one third of the employees had computers.
The head of the project was overwhelmed with other job requirements.
The whole group were so busy with the payroll development system.
Minimum resources(budget, staff).
There was a sense from earlier projects that an intranet (an internal Internet) was the appropriate technology platform for HR.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

6. Osram Sylvania Thinks Small, Strategizes Big-Develops the InfoNet HR Portal System Vignette
The team adopted the strategy think small, strategize big. Think small meant that it was necessary to conserve both money and precious time. Strategize big meant that the development platform and solution architecture would have to handle future applications as well as current solutions as the portal grew in scalable. It was almost a given that in-house technology was to be used. This cut down on IT staff training and licensing. The team adopted the Lotus Notes / Domino Server since this software was already used at the company.
This evolutionary development (iterative development) is knowing formally as prototyping.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

7. Osram Sylvania Thinks Small, Strategizes Big-Develops the InfoNet HR Portal System Vignette
The HR InfoNet system illustrates a number of important DSS/BI development and implementation issues. It was built with an important DSS development approach called prototyping. Prototyping is one adaptation of the traditional system development life cycle SDLC. The development time started small and expanded over time. They developed the system sequentially in modules. As each module was completed, it was refined and deployed to users and so on.
Because there are several types and categories of DSS, there is no single best approach to DSS development.
Many types of DSS depends on the problem and the business area.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

8. Osram Sylvania Thinks Small, Strategizes Big-Develops the InfoNet HR Portal System Vignette
Sc1 p.308
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

9. Creation of a specialized business portal to solve specific problem
Osram Sylvania Thinks Small, Strategizes Big-Develops the Infonet HR Portal System Vignette
Creation of a specialized business portal to solve specific problem
Prototype
Interactive, Web-based
HR portal
Think small, strategize big
Focus on key problems first
Plan to achieve quick small successes
Intranet-based portal for hiring, job postings, benefits, bonuses, retirement information
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

10. DSS development
Sc2 p.310
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

11. Systems Development Life Cycle
Four phases
Planning
Analysis
Design
Implementation
Cyclical
Can return to other phases
Waterfall model
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

12. The Traditional SDLC SC3 P.312
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

13. Project Charter
In project management, a project charter, project definition or project statement is a statement of the scope, objectives and participants in a project. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager. It serves as a reference of authority for the future of the project. The terms of reference is usually part of the project charter.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

14. Project Charter
The project charter is usually a short document that refers to more detailed documents such as a new offering request or a request for proposal. In Initiative for Policy Dialogue (IPD), this document is known as the project charter. In customer relationship management (CRM), it is known as the project definition report. Both IPD and CRM require this document as part of the project management process.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

15. Project Charter The purpose of the project charter is to document:
Reasons for undertaking the project
Objectives and constraints of the project
Directions concerning the solution
Identities of the main stakeholders
In scope and out-of-scope items
High level risk management plan
Communication plan
Target project benefits
High level budget and spending authority.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

16. Sc4 p.313
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

17. Sc5 p.314
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

18. Sc6 p.315 Churning = increased and come at once. Salvage : finished
Sue : beg
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

19. CASE Tools
For complex projects the SDLC should be managed with Computer-Aided Software Engineering (CASE) tools. These tools are essentially information systems, for systems analysts and can help manage every aspect of developing a system.
CASE tools that assist in the analysis phase in creating system diagram are called upper CASE, CASE tools that mange the diagram and generate code for the database tables are called lower CASE, and integrated CASE (I-CASE) tools do both.
Some CASE tools are designed to handle strictly object-oriented systems by supporting the construct of the universal modeling language (UML).
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

20. CASE Tools
CASE tools are critical for the new agile system development methods and reusable code objects.
Though CASE tools may seem to impose many restrictions on the creative aspects of system development, they handle a lot of the system checking as the system is being built. For ex. an analyst may try to use a specific data field, but if it is not defined in advance in the CASE tools framework, the tool will not allow its use. These data and others are stored in the case repository, which helps to ensure logical consistency within the new system and maintain the system’s documentations.
CASE tools ex. Oracle 9i developer suite, Rational Rose.
agile : swift, fast.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

21. Tools Computer-aided software design tools RAD design tools
Upper CASE –
Creates systems diagrams
Lower CASE
Manages diagrams and code
Integrated CASE
Combination
RAD design tools
Enterprise class repository and collaboration
UML modeling
Analysis and design software
Code debugging methods
Testing and quality assurance tools
RAD : rapid Application development
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

22. CASE, Internet effect
The Internet has affected analysis and design tool. In the past, a development project might take three to six months. This is too long for e-commerce applications. Due to diversity and distributed nature of the business area and because customers interact directly with business online analysis and design are extremely important and fairly complex.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

23. CASE, Internet effect
There are some factors should be considered in system analysis and design:
Communication. This is a given.
Requirements. Requirements become more critical in a Web based application because of the need to communicate their functions and requirement, and because of the impact of the changing requirements.
Integration. Different component must function seamlessly.
Business modeling.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

24. Code debugging and testing
It is better to detect any bugs early. Automated testing is very important for interactive deployments, where such code can make or break an organization. In the Internet driven age, tools and applications must integrate and work well together. Testing is an often overlooked part of software development. Testing must be well thought out and done correctly. Testing software for server application has been developed.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

25. Sc7 p.319
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

26. Sc7.5 p.319
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

27. Sc8 p.319
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

28. Sc9 p.320
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

29. Sc10 p.320
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

30. Successful Project Management
Establish a baseline
Define scope of project
Manage change and scope creep
Get support from upper management
Establish timelines, milestones, and budgets based on realistic goals
Involve users
Document everything
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

31. Implementation Failures
Lack of stakeholder involvement
Incomplete requirements
Scope creep
Unrealistic expectations
Project champion leaves
Lack of skill or expertise
Inadequate human resources
New technologies
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

32. Sc11 p.326
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

33. Sc12 p.326
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

34. Evolutionary Disruptors
Development environment
Organizational cultural factors
Loss of top management support
User and analyst attitude
User experience
Development team capability
Development process
User education, support, involvement, training
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

35. Project Management Tools
Project management software can allow:
Collaboration among disparate teams
Resource and program management
Portfolio management
Web enabled
Aggregates and analyses project data
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

36. Portfolio Management
A portfolio manager is either a person who makes investment decisions using money other people have placed under his or her control or a person who manages a financial institution's asset and liability (loan and deposit) portfolios. On the investments side, they work with a team of analysts and researchers, and are ultimately responsible for establishing an investment strategy, selecting appropriate investments and allocating each investment properly for a fund- or asset management.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

37. Portfolio Management
Portfolio managers are presented with investment ideas from internal buy-side analysts and sell-side analysts from investment banks. It is their job to sift through the relevant information and use their judgment to buy and sell securities. Throughout each day, they read reports, talk to company managers and monitor industry and economic trends looking for the right company and time to invest the portfolio's capital.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

38. Portfolio Management
Portfolio managers make decisions about investment mix and policy, matching investments to objectives, asset allocation for individuals and institutions, and balancing risk against performance. Portfolio management is about strengths, weaknesses, opportunities and threats in the choice of debt vs. equity, domestic vs. international, growth vs. safety, and other tradeoffs encountered in the attempt to maximize return at a given appetite for risk.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

39. Portfolio Management
Project Portfolio Management (PPM) is the centralized management of processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage a group of current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

40. Alternative Development Methodologies
Parallel development Methodologies.
Rapid application development Methodologies.
Agile Development and extreme programing Methodologies.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

41. Alternative Development Methodologies
Parallel development Methodologies
In a parallel development, the design and implementation phases split into multiple copies following the analysis phase. Each of this copies involves development of a separate subsystem or subproject. They all come together in a single implementation phase in which a system integrator puts the pieces together in a cohesive system.
Part of DSS implementation is handled in this manner.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

42. Alternative Development Methodologies
Parallel development Methodologies
The four components :
database
model base
user interface
knowledge
can essentially be developed in parallel.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

43. Alternative Development Methodologies
Rapid application development Methodologies
Adjust the SDLC so that parts of the system can be developed quickly and users can obtain some functionality as soon as possible. These include methods like prototyping. RAD is most used with web development applications.
The advantage of using RAD is that, users gain functionality quickly, while the disadvantages is that, the system which users start to work are incomplete by design.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

44. Alternative Development Methodologies
Prototyping involves performing the analysis, design, and implementation phases concurrently. The main advantageous is having a feedback on each point so the system will be modified. While the disadvantage is that changes are introduced quickly and there is no attempt to correct design decision early, instead there are repaired as the system evolves.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

45. Alternative Development Methodologies
Throwaway prototyping is developed as pilot tests on simpler development platforms to learn about user requirements and the final system to be deployed. It is similar to both prototyping and traditional SDLC. Once the pilot test is successful, the prototype is discarded and a preliminary design of the real system takes place.
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

46. Alternative Development Methodologies
RAD
Quick development allowing fast, but limited functionality
Phased development
Sequential serial development
Prototyping
Rapid development of portions of projects for user input and modification
Small working model or may become functional part of final system
Throwaway prototyping
Pilot test or simple development platforms
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

47. © Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

48. Sc13 p.329
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

49. Agile Development Rapid prototyping Used for: Heavy user input
Unclear or rapidly changing requirements
Speedy development
Heavy user input
Incremental delivery with short time frames
Tend to have integration problems
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

50. DSS Development Methodology
Prototyping
Iterative design
Evolutionary development
Middle out process
Adaptive design
Incremental design
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

51. DSS Prototyping Short steps Immediate stakeholder feedback Iterative
Planning
Analysis
Design
Prototype
Immediate stakeholder feedback
Iterative
In development of prototype
Within the system in general
Evaluation integral part
Control mechanism
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

52. DSS Prototyping Advantages Disadvantages
User and management involvement
Learning explicitly integrated
Prototyping bypasses information requirement
Short intervals between iterations
Low cost
Improved user understanding of system
Disadvantages
Changing requirements
May not have thorough understanding of benefits and costs
Poorly tested
Dependencies, security, and safety may be ignored
High uncertainty
Problem may get lost
Reduction in quality
Higher costs due to multiple productions
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

53. Change Management Crucial to DSS People resistant to change
Examine cause of change
May require organizational culture shift
Lewin-Schein change theory steps
Unfreeze
Create awareness of need for change
People support what they help create
Move
Develop new methods and behaviors
Create and maintain momentum
Refreeze
Reinforce desired changes
Establish stable environment
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

54. DSS Technology Levels DSS primary tools DSS generator (engine)
Fundamental elements
Programming languages, graphics, editors, query systems
DSS generator (engine)
Integrated software package for building specific DSS
Modeling, report generation, graphics, risk analysis
Specific DSS
DSS application that accomplishes the work
DSS primary tools are used to construct integrated tools that are used to construct specific tools
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

55. © Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

56. DSS Hardware Software PCs to multiprocessor mainframes
Involves multiple criteria
Develop in house, outsource, or buy off the shelf
Off the shelf software rapidly updated; many on market
Prices fluctuate
Different tools available
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

57. DSS Team developed DSS requires substantial effort to build and manage
End user developed DSS
Decision-makers and knowledge workers develop to solve problems or enhance productivity
Advantages
Short delivery time
User requirements specifications are eliminated
Reduced implementation problems
Low costs
Risks
Quality may be low
May have lack of documentation
Security risks may increase
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

58. DSS
DSS is much more than just a DBMS, MBMS, GUI, interface, and knowledge component
© Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang