Systems development life cycle (SDLC)
The overall process for developing information systems from planning and analysis through implementation and maintenance
1. planning
2. analysis
3. design
4. development
5. testing
6. implementation
7. maintenance
Waterfall methodology
A sequence of phases in which the output of each phase becomes the input for the next
Agile Methodology
Aims for customer satisfaction through early and continuous delivery of useful software components developed by an iterative process using the bare minimum requirements
Rapid Application Development (RAD) Methodology
Emphasizes extensive user involvement in the rapid and evolutionary construction of working prototypes of a system to accelerate the systems development process
Extreme Programming (XP) Methodology
Breaks a project into tiny phases, and developers cannot continue on to the next phase until the first phase is complete
Scrum Methodology
Uses small teams to produce small pieces of deliverable software using sprints, or 30-day intervals, to achieve an appointed goal (related to Agile methodology)
Primary reasons for project failure
Unclear or missing business requirements
Skipping SDLC phases
Failure to manage project scope
Scope creep
Feature creep
Failure to manage project plan
Changing technology
The Project Management Institute (PMI)
develops procedures and concepts necessary to support the profession of project management
Project
Temporary activities undertaken to create a unique product or service
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
Project Manager
An individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the project is completed on time and on budget
Project Deliverable
Any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project or part of a project
Project Milestone
Represents key dates when a certain group of activities must be performed
Project Management Office (PMO)
An internal department that oversees all organizational projects
The Triple Constraint:
Time, Cost, Quality
Project Stakeholder
Individuals and organizations actively involved in the project or whose interests might be affected as a result of project execution or project completion
Executive Sponsor
The person or group who provides the financial resources for the project
Three common techniques for selecting projects
Focus on organizational goals
Categorize projects
Perform a financial analysis
Project Charter
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities
SMART
criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives
Project Plan
A formal, approved document that manages and controls project execution
Managing a project includes:
Identifying requirements
Establishing clear and achievable objectives
Balancing the competing demands of quality, scope, time, and cost
Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders
A project manager must focus on managing three primary areas to ensure success:
People
Communications
Change
In-sourcing
Uses the professional expertise within an organization to develop and maintain its information technology systems
Outsourcing
An arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house
Factors driving outsourcing growth include:
Core competencies
Financial savings
Rapid growth
The Internet and globalization
Outsourcing Benefits:
Increased quality and efficiency of business processes
Reduced operating expenses for head count and exposure to risk for large capital investments
Access to outsourcing service provider's expertise, economies of scale, best practices, and advanced techno
Outsourcing Challenges:
Length of contract
Threat to competitive advantage
Loss of confidentiality