1. Development Processes Chapter 10

2. 10-2 Study Questions Q1: How are business processes, IS, and applications developed? Q2: How do organizations use business process management (BPM)? Q3: How is Business Process Modeling Notation used to model processes? Q4: What are the phases in the systems development life cycle (SDLC)? Q5: What are the keys for successful SDLC projects? Q6: How can scrum overcome the problems of the SDLC? Q7: 2023? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

3. 10-3 Q1: How Are Business Processes, IS, and Applications Developed? Process of creating and maintaining information systems Requires: –Establishing system goals –Setting up the project –Determining requirements –Business knowledge and management skill Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

4. 10-4 Activities in a Business Process and the Correlating Information Systems Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

5. 10-5 Relationship of Business Processes and Information Systems 1. Business processes, information systems, and applications have different characteristics and components. 2. Relationship of business processes to information systems is many-to-many, or N:M. –A business process need not relate to any IS, but IS relates to at least one business process. 3. Every IS has at least one application because every IS has a software component. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

6. 10-6 Scope of Development Process Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

7. 10-7 Role of Development Personnel Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

8. 10-8 Q2: How Do Organizations Use Business Process Management (BPM)? Business process – Network of activities, repositories, roles, resources, and data flows that interact to accomplish a business function Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

9. 10-9 Why Do Processes Need Management? Improve Process Quality Change in Technology Change in Business Fundamentals –Market (new customer category, change in customer characteristics) –Product lines –Supply chain –Company policy –Company organization (merger, acquisition) –Internationalization –Business environment Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

10. 10-10 What Are BPM Activities? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

11. 10-11 Q3: How Can BPMN Process Diagrams Help Identify and Solve Process Problems? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

12. 10-12 As-Is Business Order Process: Existing Ordering Process Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

13. 10-13 Check Customer Credit Process Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

14. 10-14 Q4: What Are the Phases in the Systems Development Life Cycle (SDLC)? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

15. 10-15 Define System Goals and Scope Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

16. 10-16 SDLC: Requirements Analysis Phase Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

17. 10-17 Role of a Prototype Provides user direct experience Can be expensive to create Parts often reused Cost occurs early, sometimes before full project funding available Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

18. 10-18 SDLC: Component Design Phase Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

19. 10-19 SDLC: Implementation Phase Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal Conversion types 1.Pilot 2.Phased 3.Parallel 4.Plunge

20. 10-20 Design and Implementation for the Five Components Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

21. 10-21 SDLC: System Maintenance Phase Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

22. 10-22 Q5: What Are the Keys for Successful SDLC Projects? Create a work-breakdown structure. Estimate time and costs. Create a project plan. Adjust plan via trade-offs. Manage development challenges. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

23. 10-23 Work Breakdown Structure (WBS) Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

24. 10-24 Gantt Chart of the WBS for the Definition Phase of a Project Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

25. 10-25 Gantt Chart with Resources Assigned Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

26. 10-26 Primary Drivers of Systems Development Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

27. 10-27 Manage Development Challenges 1. Coordination 2. Diseconomies of scale 3. Configuration control 4. Unexpected events Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

28. 10-28 Difficulty of Requirements Determination What specifically is system to do? What, exactly, does the report doctors receive look like? Will they have both a standard and exception report? Are those reports fixed in structure or can user adapt them? If so, how? How many practices and how many patients per practice will PRIDE support? How much cloud resource needed?  Must create environment where difficult questions are asked and answered. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

29. 10-29 Changing Requirements Systems development aims at moving target The bigger system, the longer the project, the more requirements change. What should development team do? Incorporate changes, build, complete and make changes in maintenance phase? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

30. 10-30 Scheduling and Budgeting Difficulties How long to build it? How long to create data model? How long to build database applications? How long to do testing? How long to develop and document procedures? How long for training? How many labor hours? Labor cost? What’s the rate of return on investment? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

31. 10-31 Changing Technology Do you want to stop your development to switch to the new technology? Would it be better to finish developing according to the existing plan? Why build an out-of-date system? Can you afford to keep changing the project? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

32. 10-32 Diseconomies of Scale Brooks’ Law “Adding more people to a late project makes the project later.” New staff must be trained by productive members who lose productivity while training. Schedules can be compressed only so far. Once a project is late and over budget, no good choice exists. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

33. 10-33 Experiencing MIS InClass Exercise 10: GardenTracker Suppose you and two or three other students decide to open a business that offers landscaping services. Your goal is to develop a list of clients for whom you provide regular and recurring services. Need information system for tracking customers, services you have provided, and services you are scheduled to provide in the future. As a new small business, you want a simple and affordable system based on Excel or Access. The name of the system is GardenTracker. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

34. 10-34 Experiencing MIS InClass Exercise 10: GardenTracker (cont’d) 1.Explain how you would use SDLC to develop GardenTracker. 2.Define the scope of your system. 3.Explain process you would use to determine feasibility of GardenTracker. 4.List data you need for such an assessment, and explain how you might obtain or estimate that data. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

35. 10-35 Q6: How Can Scrum Overcome the Problems of the SDLC? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

36. 10-36 Scrum Essentials Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

37. 10-37 Scrum Process Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

38. 10-38 When Does Scrum End? Customer is satisfied with product created and accepts it. Project runs out of time. Project runs out of money. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

39. 10-39 How Do Requirements Drive the Scrum Process? Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

40. 10-40 Summary of Scrum Estimation Techniques Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hal

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