Systems development life cycle (SDLC)
The overall process for developing information systems from planning and analysis through implementation and maintenance
Planning phase
Establishes a high-level plan of the intended project and determines project goals
Analysis phase
involves analyzing end-user business requirements and refining project goals into defined functions and operations of the intended system
Design phase
Establishes descriptions of the desired features and operations of the system including screen layouts, business rules, process diagrams, pseudo code, and other documentation
Development Phase
Involves taking all the detailed design documents from the design phase and transforming them into the actual system
Testing Phase
involves bringing all the project pieces together into a special testing environment to eliminate errors and bugs, and verify that the system meets all the business requirements defined in the analysis phase
Implementation Phase
involves placing the system into production so users can begin to perform actual business operations with it
Maintenance phase
involves performing changes, corrections, additions, and upgrades to ensure the system continues to meet its business goals
Waterfall Methodology
sequence of phases in which the output of each phase becomes the input for the next
Iterative development
consists of a series of tiny projects
agile methodology
aims for cust. satisfaction through early and continuous delivery of useful software components developed by an iterative process using the bare minimum requirements
Rapid application Development Methodology (RAD)
Emphasizes extensive user involvement in the rapid and evolutionary construction of working prototypes of a system to accelerate the systems development process
Prototype
smaller scale representation or working model of the user's requirements or a proposed design for an info system.
Essential part of analysis phase when using RAD Methodology
SCRUM Methodology
uses small teams to produce small pieces of deliverable software using sprints, or 30-day intervals, to achieve appointed goal. Each day ends or begins w/ a stand-up meeting to monitor and control the development effort
Feasibility
measure of tangible and intangible benefits of an information system
Types: economic, operational, schedule, technical, political, and legal
Triple Constraint
- Time, Resources, Scope surroungs managing expectiations
- changing one changes all
-Ben Franklin "by failing to prepare, you prepare to fail" applies to software development projects
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
individual who is an expect 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 stakeholder
individuals and organizations actively involved in the project or whose interest might be affected as a result of project execution or project completion
Executive sponser
the person or group who provides the financial resources for the project
SMART
Specific, measurable, agreed upon, realistic, time frame
useful reminders on how to ensure that the project has created understandable and measurable objectives
Project plan
formal, approved document that manages and controls project execution
should be: easy to understand and read, communicated, appropriate to size, complexity, and criticality, prepared by team
Primary Diagrams in Project Planning
PERT Chart (Dependency and critial path
Gantt Chart
In-sourcing (in house development)
uses the professional expertise within an organization to develop and maintain its info technology systems
outsourcing
arrangement by which one organization provides service(s) for another organization that chooses not to perform them in-house
Factors that drive outsourcing growth
core competencies, financial savings, rapid growth, internet & globalization
Outsourcing projects
onshore, nearshore, offshore
Outsourcing benefits
increase quality & efficiency, reduced operating expenses for head count and exposure to risk for investments, access to outsourcing service provider's expertise, economies of scale, best practices, advances tech., increased flexibility for market changes
Outsourcing challenges
Length of contract - getting out of a contract, foreseeing future needs, reforming internal IT department after contract is complete
threat to competitive advantage
loss of confidentiality