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IS Development Methods, Techniques and Tools 2 – BPR, CMM, PM

IS Development Methods, Techniques and Tools 2 – BPR, CMM, PM. Ch. 4.3- BPR Ch 23.3- CMM Ch 14 - PM. IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES. Structured methodologies : SDLC (ch. 3) Process methodology : YOURDON (19.2) Data methodologies : SSADM (20.1)

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IS Development Methods, Techniques and Tools 2 – BPR, CMM, PM

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  1. IS Development Methods, Techniques and Tools2 – BPR, CMM, PM Ch. 4.3- BPR Ch 23.3- CMM Ch 14 - PM

  2. IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES • Structured methodologies : SDLC (ch. 3) • Process methodology : YOURDON (19.2) • Data methodologies : SSADM (20.1) • Organizational meth. 1 : BPR (4.3) • Organizational meth. 2 : CMM (25.3) • Project mgt techniques (14) • Evolutionary development 1 : engineering (6) • Evolutionary development 2 : RAD (22.1) • Evolutionary development 3 : DSDM (22.2) • Holistic techniques : Rich pictures (10.1) • People techniques 1 : stakeholders (16.1) • People techniques : JAD (10.2) • People-oriented meth. : ETHICS (23.1) • Contingency meth. : MULTIVIEW (25.1)

  3. 4- BPR

  4. Business process re-engineering (BPR) The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed (Hammer & Champy, 1993)

  5. Features of BPR 1 • Re-engineering determines … • what an organisation should do • how it should do it • what the concerns should be ... … NOT what they currently are • Radical change NOT gradual change

  6. The Euphoria • ‘Don’t automate, obliterate’ • ‘Sweep away job definitions’ • ‘Break loose from outmoded thinking’ • Conventional change is like ‘rearranging the deck chairs on the Titanic’ • The solution to ‘bloated, clumsy, rigid, sluggish, non-competitive, uncreative, disdainful of their customers’ needs, and losing money’ (Hammer and Champy)

  7. BPR covers • jobs • structure • values • beliefs • management • measurement systems • in addition to process redesign

  8. Features of BPR 2 • IT seen as an important enabler of change NOT a key driver of change

  9. Process Innovation (Davenport 1993) • Develop the business vision and process objectives • Identify the processes to be redesigned • Understand and measure the existing process • Identify the IT levers • Design and build a prototype of the new process

  10. Framework of BPR (Melao and Pidd, 2000)

  11. IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES • Structured methodologies : SDLC (ch. 3) • Process methodology : YOURDON (19.2) • Data methodologies : SSADM (20.1) • Organizational meth. 1 : BPR (4.3) • Organizational meth. 2 : CMM (25.3) • Project mgt techniques (14) • Evolutionary development 1 : engineering (6) • Evolutionary development 2 : RAD (22.1) • Evolutionary development 3 : DSDM (22.2) • Holistic techniques : Rich pictures (10.1) • People techniques 1 : stakeholders (16.1) • People techniques : JAD (10.2) • People-oriented meth. : ETHICS (23.1) • Contingency meth. : MULTIVIEW (25.1)

  12. 5- CMM

  13. IS DEVELOPMENT METHODOLOGIES AND TECHNIQUES • Structured methodologies : SDLC (ch. 3) • Process methodology : YOURDON (19.2) • Data methodologies : SSADM (20.1) • Organizational meth. 1 : BPR (4.3) • Organizational meth. 2 : CMM (25.3) • Project mgt techniques (14) • Evolutionary development 1 : engineering (6) • Evolutionary development 2 : RAD (22.1) • Evolutionary development 3 : DSDM (22.2) • Holistic techniques : Rich pictures (10.1) • People techniques 1 : stakeholders (16.1) • People techniques : JAD (10.2) • People-oriented meth. : ETHICS (23.1) • Contingency meth. : MULTIVIEW (25.1)

  14. 6- Project Mgt

  15. Project management • Gantt charts • Critical path or PERT analysis • Monitoring

  16. PLANNING 1 Actions time

  17. Gantt chart

  18. ANALYSIS PLANNING IMPLEMENTATION CONTROL PLANNING 1 Linear sequential Actions Gantt time

  19. ANALYSIS PLANNING IMPLEMENTATION CONTROL PLANNING 2 parallel, concurrent Actions time

  20. ANALYSIS PLANNING IMPLEMENTATION CONTROL PLANNING 2 Actions time

  21. PERT charts

  22. Project control

  23. Project control- monitoring

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