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Class 8 Systems Development

Asper School of Business - MBA 6150 Management of Information Systems & Technology April-June 2009 Instructor: Bob Travica. Class 8 Systems Development. Updated May 2009. Outline. System development methodologies Feasibility of IS development project Risks of IS development project

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Class 8 Systems Development

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  1. Asper School of Business - MBA 6150 Management of Information Systems & Technology April-June 2009 Instructor: Bob Travica Class 8 Systems Development Updated May 2009

  2. Outline • System development methodologies • Feasibility of IS development project • Risks of IS development project • Management of IS development project • Systems’ business value - planning and monitoring • Messages for change leader 6150 Management of Information Systems & Technology

  3. Systems Planning or Construction or Installation System Development Methodologies • Structured approach (“waterfall model”), system life cycle (SLC) a • as a sequence of stages: Decide which system to build. Assess expected value, feasibility, risks. (see slide 12) Note: Arrows mean relationships between SLC and organization. Get system requirements Create system “on paper” Business use of system, and upgrading Code, assemble software Install software on production hardware; Train users Mount software on test hardware and study performance

  4. Rapid Application Development • IT changes (components, Object-Oriented tech.), business too  • need of speed in SLC Analysis & Design (a function, a part of user interface) User’s Testing Construction Prototyping, Spiral approach, Extreme Programming Installation • Build system’s functions & user interface quickly, piece by piece • Keep revising design (iterate) based on user’s feedback 6150 Management of Information Systems & Technology

  5. ERP Systems Development • Markus & Tanis: Four-Phase Enterprise Systems Experience Cycle • Phases • Chartering (Planning) • 2. Project (Development, Implementation – configuring of-the-shelf software rather than coding) • 3. Shakedown (“Go live” to achieve system’s routine use – process change challenge) • Cases on Provincial Power Corporation and Dow Corning 6150 Management of Information Systems & Technology

  6. IS Project Feasibility (Making Business Case for IS) • Systems are developed via team projects (mini case “A day in life…”) • Economic feasibility (C/B, ROI, Break-Even, Net Present Value… • Scoring method often used in selecting alternative projects. • mini case on Trucking company) • Technical feasibility (capability of building or maintaining system) • Organizational feasibility (capability of adopting system) • Operational feasibility (capability of maintaining normal operations) • Schedule feasibility(meeting deadline for system’s roll out) • Political feasibility(capability of implementing system given political setup) 6150 Management of Information Systems & Technology

  7. (Also see Fig. 10-1, p. 368: Leadership, Employees, Project Scope & Urgency) F F F F 6150 Management of Information Systems & Technology

  8. IS Project Management • Managing expectations (dreams, best of possible alternatives) • of users and technologists • Managing nuts & bolts of IS development project • (the daily grind) – mini case “A day in life….”) : • - Project tasks - Time - People (IS staff, others) - Money 6150 Management of Information Systems & Technology

  9. Managing Project Tasks 6150 Management of Information Systems & Technology

  10. Managing Project Time • Critical path method for assessing tasks time and risks: which • tasks can/cannot be delayed. 6150 Management of Information Systems & Technology

  11. Managing People – IS Project Team • Project manager manages/influences: • IS staff (systems analyst, programmer, business analyst, • database, network, and content experts) • - Others: Expert User End-User Development Project Team Vendor Executive Supervisory Management Department Manager • Burnout problem (e.g.: Netscape - 24/7 work vs. SAS Corp. • gate closes at 5 pm) • Management of motivation (e.g.: Microsoft – work space, • status, money) More 6150 Management of Information Systems & Technology

  12. Systems’ Business Value - Planning and Monitoring • Formal financial and combined methods used for • Planning which systems to build • Monitoring returns (value) from system • Financial methods: • Cost-Benefit Analysis (CBA, basis to other methods) • ROI, Break-Even Analysis… • Tangible costs easier to estimate than tangible benefits; • Cost savings main tangible benefit (Trucking co.) • Importance of intangible benefits 6150 Management of Information Systems & Technology

  13. Messages for Change Leader • Reason for change must be in org. problem - not mere technological change • Plan system well, assess feasibility thoroughly, and consider alternative • development methodologies (if possible) • If technical expertise is missing, hire a consultant • Have a dedicated system project team • For ERP systems, consider alternatives based on the type of organization you • are/want to be, and engage in vendor management • For ERP systems, be aware of organizational change and the need to teach it • Provide resources for appropriate IT training 6150 Management of Information Systems & Technology

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